Introduction 
 

 

 

 

	 

	 

	 

Introduction 

The FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan1 is a companion to NASA’s 

FY 2016 Congressional Justification. It builds upon the framework laid in the Agency’s 2014 Strategic Plan, which 

in accordance with the requirements of the Government Performance and Results Act Modernization Act of 2010, 

P.L. 111-352, provides a robust framework for NASA’s performance planning and reporting activities covering the 

2014-2018 timeframe. 

This document integrates reporting of NASA’s prior year performance with its updated performance plan for the 

current fiscal year, as well as its proposed performance plan for the requested budget fiscal year. Together, this 

holistic approach provides a retrospective and prospective view of NASA’s performance. The document is 

organized into the following sections: 

 Part 1—Performance Management at NASA summarizes how the Agency is organized, governed, and 

managed. It explains NASA as an organization and its approach to performance management, strategic 

planning, and performance reporting, as well as how the Agency uses data, evidence, evaluations, and 

reporting to manage performance. It concludes with a high-level summary of performance for FY 2014. 

	 Part 2—Performance Priorities and Management Challenges describes how NASA prioritizes select 

performance objectives, in response to both federal and internal Agency mandates. Examples include 

NASA’s approach to the recently established Strategic Review process, NASA’s FY 2014–FY 2015 agency 

priority goals, and NASA’s contributions to the FY 2014–FY 2017 cross-agency priority goals. It concludes 

by describing how NASA leverages internal reviews to address various management challenges and 

includes a discussion of NASA’s response to the management challenges recently identified by NASA’s 

Office of Inspector General (full response published in NASA’s FY 2014 Agency Financial Report). 

	 Part 3—Performance Reporting and Planning presents NASA’s combined Annual Performance Report and 

Annual Performance Plan, organized by strategic goal and strategic objective. It shows up to six years of 

historical performance alongside two years of future performance. This presentation provides a unique 

opportunity to see performance trends across multiple years within a program, as well as the linkages 

between multiyear performance goals and their annual components and how these performance 

measures support the strategic objectives. In addition, for the first time, this section incorporates a 

summary of the annual Strategic Review by strategic objective and budget information for each strategic 

objective. 

	 Part 4—Supporting Information comprises all of the supplemental information, including a list identifying 

the changes made to the updated FY 2015 Annual Performance Plan and captions and credits for the 

images used in Parts 2 and 3. 

The FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan captures the full spectrum of 

NASA’s activities to accomplish national priorities in civil aeronautics research, space exploration, science, and 

advanced research and development. 

1 The FY 2014 !nnual Performance Report and FY 2016 !nnual Performance Plan is produced by N!S!’s Office of the hief Financial Officer 

with contractor support provided by The Tauri Group. 

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Table of Contents 

Introduction.......................................................................................................................1
 

PART 1 ...............................................................................................................................4
 

A Performance-Based Organization ...................................................................................5
 

NASA Vision and Mission, 5
 

Organizational Structure, 5
 

Governance and Strategic Management............................................................................8
 

Governance, 8
 

Strategic Management, 11
 

Performance Management..............................................................................................13
 

Performance Planning and Assessments, 14
 

Performance Assessments, 14
 

Using Evidence, Evaluation, and Research to Set Strategies and Measure Progress ........15
 

Internal Reviews, 15
 

External Reviews and Assessments, 16
 

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan..................16
 

Assessment Rating Scales and Success Criteria, 16
 

Summary of FY 2014 Performance, 17
 

PART 2 .............................................................................................................................21
 

Performance Priorities.....................................................................................................22
 

Strategic Reviews, 22
 

Agency Priority Goals, 23
 

Cross-Agency Priority Goals, 29
 

Management Challenges .................................................................................................40
 

Response to OIG Management Challenges, 42
 

PART 3 .............................................................................................................................43
 

Introduction.....................................................................................................................44
 

How to Read the Strategic Objective Information, 45
 

How to Read the Performance Goal and Annual Performance Indicator Information, 46
 

Strategic Goal 1................................................................................................................47
 

Strategic Objective 1.1, 50
 

Strategic Objective 1.2, 59
 

Strategic Objective 1.3, 70
 

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225

 

 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 

Strategic Objective 1.4, 76

Strategic Objective 1.5, 87
 

Strategic Objective 1.6, 102
 

Strategic Objective 1.7, 113
 

Strategic Goal 2..............................................................................................................124
 

Strategic Objective 2.1, 127
 

Strategic Objective 2.2, 142
 

Strategic Objective 2.3, 160
 

Strategic Objective 2.4, 166
 

Strategic Goal 3..............................................................................................................174
 

Strategic Objective 3.1, 177
 

Strategic Objective 3.2, 195
 

Strategic Objective 3.3, 206
 

Strategic Objective 3.4, 219
 

PART 4 ........................................................................................................................... 
 

Changes to the FY 2015 Performance Plan ....................................................................226
 

Image Captions and Credits ........................................................................................... 231
 

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This section summarizes NASA as an organization and its approach to performance management, strategic 

planning, and performance reporting. It also explains how the Agency is organized, governed, and managed, and 

how it uses data, evaluations, and reporting to manage performance. Two additional sections describe NASA’s 

priorities and challenges, its reported performance for FY 2014, and its performance measures for FY 2015 and 

FY 2016. 

A Performance-Based Organization 

NASA is a performance-based organization, as defined and described by the Office of Management and Budget’s 

Circular A-11. A performance-based organization commits to manage towards specific, measurable goals derived 

from a defined mission, using performance data to continually improve operations. The concept of a 

performance-based organization was codified in the Government Performance and Results Act (GPRA) of 1993 

and updated in the GPRA Modernization Act of 2010. As a performance-based organization, NASA is dedicated to 

results-driven management focused on optimizing value to the American public. NASA sets concrete goals and 

holds itself accountable to those goals through a transparent framework of how to measure progress. 

NASA Vision and Mission 

NASA’s Vision and Mission are defined collaboratively through internal and external stakeholder input. NASA last 

revised these Vision and Mission statements in the 2014 Strategic Plan. 

NASA’s Vision is: 

We reach for new heights and reveal the unknown for the benefit of humankind. 

NASA’s Mission is to: 

Drive advances in science, technology, aeronautics, and space exploration to enhance knowledge, 

education, innovation, economic vitality, and stewardship of Earth. 

Organizational Structure 

NASA’s organizational structure is designed to accomplish its Mission through sound business, management, and 

safety oversight. Under the leadership of the Administrator, NASA offices at Headquarters in Washington, DC, 

guide and direct the Agency. The Office of the Administrator provides top-level strategy and direction for the 

Agency. The Administrator and his staff give programmatic direction for NASA’s missions and guide the operations 

of the Centers. NASA’s Centers and facilities execute the mission work—engineering, operations, science, 

technology development—and supporting activities. Figure 1 depicts NASA’s organizational structure, current as 

of February 2015. 

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Figure 1: NASA’s Organization 

NASA Policy Directive 1000.3D, “The N!S! Organization,” establishes components that have unique portfolios, 

budget oversight, and performance management responsibilities in executing the Mission: 

	 The Science Mission Directorate (SMD) manages the Agency’s science portfolio and focuses on 

programmatic work on Earth, planetary, astrophysics, and heliophysics research. SMD engages the U.S. 

science community, sponsors scientific research, and develops and deploys satellites and probes in 

collaboration with NASA’s international partners and other agencies (through the Joint Agency Satellite 

Division) to answer fundamental scientific questions and expand understanding of space. Additional 

information on SMD is available at http://science.nasa.gov/. 

	 The Aeronautics Research Mission Directorate (ARMD) manages the Agency’s aeronautics research 

portfolio, which enables technology innovation and development allowing the U.S. aviation industry to 

continue to grow and maintain global competitiveness. Research programs conduct cutting-edge research 

at both the fundamental and integrated systems levels to address national and global challenges. ARMD 

guides its research efforts using a strategic vision that embraces the multiple roles of aviation and 

expands the understanding of those roles to the global stage, while working to address tomorrow’s 

challenges. Additional information on ARMD is available at http://www.aeronautics.nasa.gov/. 

	 The Space Technology Mission Directorate (STMD) manages the space technology portfolio, which also 

funds the crosscutting activities of the Office of the Chief Technologist. STMD pioneers new technologies 

and capabilities needed by the Agency and commercial sector. It develops technologies that support the 

broader space economy and other government missions in space and complements technology 

development in NASA’s other mission directorates, delivering solutions to NASA’s technology needs for 

future science and exploration missions. Additional information on STMD is available at 

http://www.nasa.gov/directorates/spacetech/home/index.html. Additional information on the Office of 

the Chief Technologist is available at http://www.nasa.gov/offices/oct/home/index.html. 

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	 The Human Exploration and Operations Mission Directorate (HEOMD) manages the exploration and 

space operations portfolio. HEOMD manages development of the Space Launch System (SLS), the Orion 

spacecraft, and future exploration technologies. It works with U.S. space industry partners to develop 

commercial systems for providing crew and cargo transportation services to and from low Earth orbit. 

HEOMD also manages operations and research for the International Space Station (ISS), and 

communications systems and networks that enable deep space and near-Earth exploration. Additional 

information on HEOMD is available at http://www.nasa.gov/directorates/heo/home/index.html. 

	 The Mission Support Directorate (MSD) supports all NASA missions in a crosscutting manner. For 

example, MSD manages the Safety, Security, and Mission Services and Construction and Environmental 

Compliance and Restoration accounts, in addition to functions such as procurement and financial 

management, which cut across all mission directorates. These accounts fund operations at Headquarters 

and the Centers, as well as the institutional and programmatic construction of facilities. MSD reports 

progress on major national initiatives to the Administrator and other senior Agency officials, provides 

independent reviews and investigations, and liaises with the public and other federal agencies. MSD is 

based at Headquarters but has representatives at the Centers to provide coordination and control. 

Additional information on MSD is available at http://msd.hq.nasa.gov/. 

	 The Office of Education (Education) develops and manages a portfolio of educational programs for 

students and teachers at all levels. The office seeks to develop a vibrant pool of individuals for the future 

workforce that will provide sustainable support of national and NASA missions by attracting and retaining 

students in science, technology, engineering, and mathematics disciplines. To achieve these goals, 

Education works in partnership with other government agencies, nonprofit organizations, museums, and 

the education community at large. Additional information on the Office of Education is available at 

http://www.nasa.gov/offices/education/about/. 

	 The Administrator’s Staff Offices support the Administrator’s responsibilities by providing a range of highlevel guidance and support in critical areas like safety and mission assurance, technology planning, equal 

opportunity, information technology, financial administration, small business administration, 

international relations, and legislative and intergovernmental affairs. Additional information on the 

Administrator’s Staff Offices is available at http://www.nasa.gov/about/org_index.html. 

	 The Office of Inspector General (OIG) conducts audits, reviews, and investigations of NASA programs to 

prevent and detect fraud, waste, abuse, and mismanagement and to assist NASA management in 

promoting economy, efficiency, and effectiveness. Additional information on the Office of Inspector 

General is available at http://oig.nasa.gov/. 

A dedicated workforce transforms NASA’s Mission into reality. NASA employs about 17,700 civil servants at 

Headquarters in Washington, DC, its Centers, and other facilities across the country. NASA staffs each location 

with a contractor workforce for technical and business operations support. Figure 2 shows the distribution of 

NASA’s Centers and major facilities. NASA also has many other facilities throughout the country and around the 

world. 

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Figure 2: NASA Centers and Facilities Nationwide 

Governance and Strategic Management 

Governance 

Effective Agency governance is critical to mission success and delivering on the Agency’s commitment to good 

stewardship of taxpayer resources. Governance is the way decisions are made and the foundation on which NASA 

is managed and it requires consistent management and cohesive policies, guidance, and processes. 

NASA governs with three Agency-level councils, each with distinct charters and responsibilities. Councils evaluate 

issues and support decision authorities when topics require high levels of integration, visibility, and approval. 

Councils are used to provide high-level oversight, set requirements and strategic priorities, and guide key 

assessments of the Agency. Each council has a unique focus. The three councils are the Executive Council (EC), the 

Program Management Council (PMC), and the Mission Support Council (MSC). The EC focuses on major Agencywide decisions, the MSC on mission-enabling decisions, and the PMC on program and mission decisions, with 

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emphasis on managing performance as programs reach Key Decision Points. Regardless of organizational position, 

senior managers are accountable to the appropriate council chair with respect to topics addressed by that council. 

NASA’s governance policy ensures that leadership approaches strategic management decisions with rigor and 

reliable data. As shown in Figure 3, the governance councils affect all phases of the performance management 

cycle. 

Figure 3: Functional Relationships Between NASA’s Governing Councils 

In addition to the governing councils, the Senior Management Council (SMC) is a body of NASA senior leadership 

that provides advice and counsel to the EC on key issues of the Agency, provides input on the formulation of 

Agency strategy, and when delegated by the EC, serves as the Agency senior decision-making body on specific 

topics of strategic direction and planning. Examples of long-term strategic planning processes include the Strategy 

Implementation Planning process, strategic acquisition, NASA Strategic Plan development, scenario planning, and 

portfolio analysis. 

The Strategic Implementation Plan process promotes long-term strategy discussions across the Agency. This 

integrated Agency-level activity transforms high-level Agency strategy into guidance for implementing NASA’s 

portfolio and budget planning. It effectively brings together the relevant NASA representatives from the mission 

directorates, Centers, and key Headquarters offices to discuss programmatic and pervasive issues that require 

long-term planning. The process includes meetings chaired by the NASA Administrator to provide an early view of 

potential major acquisitions. During these meetings, the Administrator provides guidance to senior leaders to 

ensure any new Agency and Administration initiatives are appropriate, current portfolio risk and implications to 

the future portfolio are understood, and strategic and operational aspects for placement of work in-house versus 

out-of-house are part of a high-level make or buy strategy. 

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NASA uses its Mission-driven organization structure to implement strategies and policies developed by the 

governance councils. Stemming from the mission directorates and Centers, implementation takes place primarily 

at the program or project level, where agreements, requirements, budgets, and schedules are managed. 

Managers make and implement decisions within their area of responsibility and within the context of the larger 

organization. Accordingly, they have authority over their approved budgets, schedules, workforce, and capital 

assets. Managers also work across organizational lines to achieve program and project integration and to ensure 

appropriate synergy and effective resource utilization. 

The Administrator leads the Agency and is accountable to the President for all aspects of the Agency’s Mission, 

including establishing and articulating the Agency’s Vision, strategy, and priorities and overseeing successful 

implementation of supporting policies, programs, and performance assessments. The Administrator performs all 

necessary functions to govern NASA operations and exercises the powers vested in NASA by law. 

The GPRA Modernization Act requires all agencies to designate a Chief Operating Officer (COO) and Performance 

Improvement Officer (PIO) for managing Agency performance. The Administrator appoints the COO and the PIO 

to ensure the Agency’s Mission is achieved through management of activities in accordance with the GPRA 

Modernization Act. NASA’s Associate Administrator is the current COO and the Director of the Strategic 

Investments Division in the Office of the Chief Financial Officer is the current PIO. NASA’s PIO reports to the COO. 

The three primary responsibilities of NASA’s performance leaders are goal setting; assuring timely, actionable 

performance information is available to decision-makers at all levels of the organization; and conducting frequent 

data-driven reviews that guide decisions and actions to improve performance outcomes and reduce costs. NASA’s 

COO provides organizational leadership to improve performance; helps the Agency meet its Mission and goals 

through performance planning, measurement, analysis, and regular assessment of programs; chairs data-driven 

performance reviews, including strategic reviews; and directs resources to priorities, including budget and 

staffing, to improve performance. The PIO supports the Administrator and COO by leading efforts to set goals; 

conducting quarterly, data-driven performance reviews and analysis; coordinating cross-agency collaboration and 

Agency leadership on performance; ensuring alignment of personnel performance; communicating performance 

goals; and collaborating with mission directorates, mission support offices, leadership, and the Office of 

Management and Budget to set meaningful goals. 

Each month, NASA conducts an internal assessment and reporting forum, the Baseline Performance Review, 

which tracks performance against Agency plans. The Baseline Performance Review, led by the Associate 

Administrator, is a bottoms-up review of how well the Agency has performed against its strategic goals and other 

performance metrics, such as cost, schedule, contract, and technical commitments. Annually, NASA reviews 

progress towards strategic objectives by assessing the impact of strategies and the implementation of key 

activities, including multiyear performance goals, annual performance indicators, agency priority goals, and crossagency priority goals. NASA also identifies mission challenges, risks, and opportunities using a variety of evidence, 

evaluations, studies, and analysis. 

NASA encourages and considers the results of external assessments, evaluations, and reports on the Agency’s 

performance. External evaluators include the following advisory groups: the NASA Advisory Council, the National 

Academies, the Office of Personnel Management, the Aerospace Safety Advisory Panel, the Government 

Accountability Office, the National Academy of Public Administration, and independent auditors. NASA’s OIG also 

conducts audits, reviews, and investigations of NASA programs to prevent and detect fraud, waste, abuse, and 

mismanagement and to assist NASA management in promoting economy, efficiency, and effectiveness. As 

needed, mission directorates commission additional independent reviews to evaluate programs or research in 

terms of relevance and quality. 

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Strategic Management 

NASA’s performance management activities follow a continuous cycle that ensures strategic management and 

accountability. Figure 4 depicts the relationship between the three phases of NASA’s performance management 

cycle. 

Figure 4: Performance Management Cycle 

Planning Phase 

During the planning phase, NASA assesses and, as necessary, adjusts its Mission objectives at both the strategic 

and detailed levels. NASA accounts for national priorities, law, and other stakeholder input in its strategic longand near-term planning. Planning takes into account differing time spans and the complex interactions of 

guidance and requirements, independent assessments and analyses, and the specific needs of a multi-faceted 

organization. Strategic long-term planning analyses and initiatives are focused on timeframes of 10 years or 

beyond, and provide context and input to the NASA Strategic Plan and near-term planning efforts. 

Evaluation Phase 

In the evaluation phase, NASA holds leadership accountable for near-term performance standards and metrics, as 

well as progress towards long-term objectives. Program authorities hold internal reviews on a regular basis to 

monitor and evaluate performance. The results support internal management processes and decision-making. The 

COO reviews progress towards the Agency program and project plans and addresses crosscutting concerns that 

may affect performance. Additionally, on an annual basis, NASA’s COO and PIO review progress towards the 

Agency’s strategic objectives. 

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Reporting Phase 

The reporting phase connects evaluation to planning efforts. NASA managers present performance information to 

senior leaders, such as council members, and other stakeholders. Performance results inform investment, policy, 

and performance decisions made in the planning phase of the next performance management cycle. 

In FY 2014, NASA released its new 2014 Strategic Plan, which created new strategic goals and strategic objectives 

(see Figure 6). NASA sets, in its Annual Performance Plan, near-term performance goals, which are targets within 

the four-year span of the Strategic Plan, as well as annual performance indicators to measure and communicate 

progress towards achieving the Agency’s Vision and Mission. These performance goals and annual performance 

indicators align to Agency strategic goals and strategic objectives. Together, along with the cross-agency priority 

goals and agency priority goals, they form NASA’s strategy and performance framework (see Figure 5). 

Figure 5: 2014 Strategic Plan Performance Framework 

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Figure 6: NASA’s Strategic Goals and Strategic Objectives 

STRATEGIC GOAL 1 STRATEGIC GOAL 2 STRATEGIC GOAL 3 

Advance understanding of Earth and 

develop technologies to improve the 

quality of life on our home planet 

Expand the frontiers of knowledge, 

capability, and opportunity in space 

Serve the American public and 

accomplish our Mission by effectively 

managing our people, technical 

capabilities, and infrastructure 

By empowering the NASA community 

to... 

By engaging our workforce and 

partners to... By working together to... 

Objective 1.1: Expand human presence 

into the solar system and to the 

surface of Mars to advance 

exploration, science, innovation, 

benefits to humanity, and 

international collaboration. 

Objective 1.2: Conduct research on the 

International Space Station (ISS) to 

enable future space exploration, 

facilitate a commercial space 

economy, and advance the 

fundamental biological and physical 

sciences for the benefit of humanity. 

Objective 1.3: Facilitate and utilize U.S. 

commercial capabilities to deliver 

cargo and crew to space. 

Objective 1.4: Understand the Sun and 

its interactions with Earth and the 

solar system, including space weather. 

Objective 1.5: Ascertain the content, 

origin, and evolution of the solar 

system and the potential for life 

elsewhere. 

Objective 1.6: Discover how the 

universe works, explore how it began 

and evolved, and search for life on 

planets around other stars. 

Objective 1.7: Transform NASA 

missions and advance the Nation’s 

capabilities by maturing crosscutting 

and innovative space technologies. 

Objective 2.1: Enable a revolutionary 

transformation for safe and sustainable 

U.S. and global aviation by advancing 

aeronautics research. 

Objective 2.2: Advance knowledge of 

Earth as a system to meet the 

challenges of environmental change, 

and to improve life on our planet. 

Objective 2.3: Optimize Agency 

technology investments, foster open 

innovation, and facilitate technology 

infusion, ensuring the greatest national 

benefit. 

Objective 2.4: Advance the Nation’s 

STEM education and workforce 

pipeline by working collaboratively 

with other agencies to engage 

students, teachers, and faculty in 

NASA’s missions and unique assets. 

Objective 3.1: Attract and advance a 

highly skilled, competent, and diverse 

workforce, cultivate an innovative work 

environment, and provide the facilities, 

tools, and services needed to conduct 

NASA’s missions. 

Objective 3.2: Ensure the availability and 

continued advancement of strategic, 

technical, and programmatic capabilities 

to sustain NASA’s Mission. 

Objective 3.3: Provide secure, effective, 

and affordable information technologies 

and services that enable NASA’s Mission. 

Objective 3.4: Ensure effective 

management of NASA programs and 

operations to complete the mission 

safely and successfully. 

Performance Management 

NASA has a culture of data-driven performance management and continually improves its performance 

management system, through increasingly sophisticated design and applications and more disciplined processes, 

to increase accountability, transparency, and oversight. This leads to more consistent performance results across 

NASA’s missions and makes the best use of the resources entrusted to the Agency by the American people. 

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Performance Planning and Assessments 

NASA plans, assesses, and evaluates its performance in a continuous cycle that spans fiscal years. Every fiscal year, 

NASA defines its near-term and annual goals—the performance goals and annual performance indicators—in the 

Agency’s Annual Performance Plan. NASA formulates it alongside the upcoming fiscal year budget request, 

organized by Mission areas and themes, with accompanying explanations of purpose, accomplishments, and 

planned performance. In February, NASA releases to the public the completed Annual Performance Plan and 

Budget Estimates for progress of the Strategic Plan in the upcoming fiscal year and beyond. 

At the same time that NASA is releasing the Annual Performance Plan for the upcoming fiscal year, it is assessing 

performance for the current fiscal year (e.g., execution fiscal year). Once NASA organizations begin executing 

against the commitments in the Strategic Plan and Annual Performance Plan, Agency managers and performance 

analysts monitor and evaluate performance. NASA continuously measures the Agency’s progress in pursuit of its 

strategic goals, strategic objectives, and performance measures. NASA also evaluates the efficacy of its execution 

fiscal year measures, as well as measures for the upcoming fiscal year. The Annual Performance Plan Update 

reflects any measure revisions, additions, or deletions resulting from these evaluations or due to strategic, 

budgetary, or programmatic changes that have occurred during budget execution. 

At the end of each fiscal year, NASA publishes the Agency Financial Report, which contains a preliminary 

performance summary with early indicators of the execution fiscal year’s performance. NASA’s Annual 

Performance Report provides the final performance summary, addresses how well NASA met the performance 

goals and annual performance indicators set in the Annual Performance Plan, and highlights strides made toward 

long-term objectives. The Agency integrates this report with future Annual Performance Plans to provide a holistic 

view of NASA’s performance. The Annual Performance Report is published concurrently with the next Annual 

Performance Plan Update, the Budget Estimates, and that budget’s Annual Performance Plan. 

The Agency monitors and evaluates performance toward plans and commitments using ongoing, periodic, and 

one-time assessments, through which managers identify issues, gauge programmatic and organizational health, 

and provide appropriate data and evidence to NASA decision-makers. Assessments include the following: 

 Ongoing monthly and quarterly analysis and reviews of Agency activities; 

 Annual program and project assessments in support of budget formulation; 

 Annual reporting of performance, management issues, and financial position; 

 Annual strategic reviews of each strategic objective; 

 Periodic, in-depth program or special purpose assessments; and 

 Recurring or special assessment reports to internal and external organizations.

Performance Assessments 

During the third and fourth quarters of a fiscal year, program officials submit to NASA management a selfevaluation, which includes a rating for each performance measure and the supporting information that justifies 

the rating. The results of the performance assessments are presented to NASA’s COO and PIO in an Executive 

Review, which keeps them informed of NASA’s performance progress, allows them to make course corrections 

throughout the year to maintain alignment with the strategic goals, and informs budget discussions. The COO and 

PIO review and approve the performance ratings before they are published in the Agency Financial Report. The 

process culminates with the Annual Performance Report, comprising the ratings (including any changes made 

after the publication of the Agency Financial Report), rating explanations, and performance improvement plans. 

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Using Evidence, Evaluation, and Research to Set Strategies 

and Measure Progress 

Given the constrained fiscal environment and the need to ensure that taxpayer resources are expended 

appropriately, NASA must ensure that its programs and activities are managed and operated effectively and 

efficiently. To that end, the Agency uses laws, executive orders, governance, and management best practices to 

promote a strong culture of results and accountability. This is done through a dynamic process of collecting 

evidence (data, research, or end product) and conducting rigorous independent evaluations of that evidence. 

These processes of verification and validation support strategic planning and determine the general accuracy and 

reliability of performance information. These processes provide a level of confidence to stakeholders that the 

information the Agency provides is credible. 

Internal Reviews 

Program and Project Technical Reviews 

NASA monitors and assesses the engineering process of designing, building, and operating spacecraft and other 

major assets. Measures of performance for such investments focus on comparisons of actual versus planned 

schedule and cost, which can be assessed on a monthly basis through the use of tools such as Earned Value 

Management. As detailed in NASA Procedural Requirements 7120.5E, “NASA Space Flight Program and Project 

Management Requirements,” and NASA Procedural Requirements 7120.8, “NASA Research and Technology 

Program and Project Management Requirements,” the Agency holds formal internal independent assessments as 

the project progresses through a series of gatekeeping Key Decision Points. Such Key Decision Points provide 

managers time to review all aspects of technical progress and project performance in order to thoughtfully 

promote (or delay, or even terminate) work on a project. These reviews are scheduled at any time of the year, in 

accordance with the lifecycle schedule, depending on the formulation, development, or construction plan. NASA 

conducts additional technical reviews between the Key Decision Points to assess progress and continually 

monitors overall performance through the Baseline Program Review. Project performance is independently 

assessed on a monthly basis and is reported quarterly to the Baseline Program Review. 

Technology Readiness Levels 

NASA assesses technology development programs against incremental milestones (technology readiness levels). It 

regularly measures the technology readiness level advancement of an individual technology investment, with 

overall technology portfolio assessments occurring each year. 

Operations and Mission Support Assessments 

The Agency’s operational or support- and service-type programs generally assess progress on meeting their 

specific objectives against targets for output or capacity of the activity, quantifiable estimates of improvement 

with aggressive targets (e.g., reducing operating costs by two percent in two years), customer satisfaction, or 

routine on-site assessments. These assessments are often done annually. 

Data Submission and Storage 

As part of end-of-fiscal year reporting, NASA’s mission directorates and mission support offices submit evidence 

supporting all performance measure ratings and rating explanations. This information is stored within PMM. 

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External Reviews and Assessments 

NASA Science Advisory Subcommittee Strategic Reviews 

NASA’s research programs often have broad objectives, such as “understand how the universe works/” To 

measure performance of these types of investments, NASA establishes and measures performance against smaller 

achievable goals to help demonstrate impact and overall contribution to the knowledge on the subject. It 

conducts assessments on these programs yearly, and it captures lessons learned as part of a yearly strategic 

review process. These assessments are done in coordination with the NASA Advisory Council2 Science 

Subcommittees. 

NASA’s ARMD recently introduced a blueprint for aeronautics research along six major thrusts. Experts in the 

aeronautics community will assess progress in these areas to ensure that NASA is developing and maturing the 

technologies and capabilities according to the blueprint. See “Aeronautics Research Strategic Vision: A Blueprint 

for Transforming Global Air Mobility” for more information. 

Peer and Subject Community Review 

NASA relies on evaluations by the external community. Papers from NASA-supported research undergo 

independent peer review for publication in professional journals. The Agency uses external peer review panels to 

objectively assess and evaluate proposals for new work in its science areas, technology development, and 

education. NASA often leverages internal and external evaluators to assess strategies, impact, implementation, 

efficiency and effectiveness, cost-to-benefit ratio, and relevance of work being performed. NASA relies on senior 

reviews by external scientists for advice on the most productive uses of funding for extended operations of 

science missions. 

National Academies 

A series of decadal surveys and other analyses, conducted by the National Academies, help inform decisions about 

SMD’s investment portfolio and other aspects of NASA’s research and development efforts. These external 

evaluations of user needs and requirements, in combination with performance assessments of ongoing activities, 

help ensure that NASA’s research priorities and investments stay current with the needs of the research 

community. The Space Technology Roadmaps are a similar planning tool, reflecting the research and development 

and technology needs of NASA, the government, and industry. 

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 

NASA’s FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan present a high level summary 

of performance, reflecting FY 2014 year-end assessments of progress towards the performance goals and annual 

performance indicators. 

Assessment Rating Scales and Success Criteria 

NASA evaluates its progress towards achieving its performance measures on a traffic light rating system (i.e., the 

green, yellow, and red color ratings). In collaboration with NASA management, program officials define their own 

parameters for the success criteria during the development of their performance measures. NASA uses these 

success criteria, combined with explanations of the ratings and sources provided by the program officials, to 

review and validate each rating. NASA bases many of the performance ratings on internal assessments. External 

2 The NASA Advisory Council (NAC) is an independent group of scientists and aerospace experts who provide external guidance to NASA. 

The NAC provides its guidance on Mission and Mission-support areas through five committees: Aeronautics; Human Exploration and 

Operations; Science; Technology, Innovation, and Engineering; and Institutional. 

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FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
 

 

 

entities, such as science review committees and aeronautics technical evaluation bodies, validate select ratings 

prior to publication by NASA. 

On occasion, NASA will assign a white rating to a performance measure that cannot be assessed against its 

success criteria. White ratings are reserved for performance measures that are cancelled or postponed, typically 

due to budgetary reasons. Program officials do not develop measure-specific success criteria for white ratings. 

Only senior management can assign white ratings. 

While the success criteria are specific to each performance measure, Figure 7 provides high-level examples of the 

types of criteria often used to determine performance measure ratings. 

Figure 7: Performance Measure Rating System 

Rating Status Examples of Success Criteria 

Green On Track or Complete 

NASA achieved or expects to achieve the intent of the performance goal (PG) or 

annual performance indicator (API) in the planned timeframe and the majority of 

activities, milestones, deliverables, or results. 

Yellow Slightly Below Target 

and/or Behind Schedule 

NASA expects to achieve the intent of the PG or API in the planned timeframe and 

achieve the majority of activities, milestones, deliverables, or results; however, 

there is at least one likely programmatic, cost, or schedule risk. 

Red Significantly Below Target 

and/or Behind Schedule 

NASA does not expect to achieve the PG or API within the planned timeframe or 

does not expect to achieve the intended results or progress. 

White Cancelled or Postponed NASA senior management cancelled this PG or API and the Agency is no longer 

pursuing relevant activities during the fiscal year. 

Summary of FY 2014 Performance 

In FY 2014, NASA reviewed progress toward 72 two- to five-year performance goals and 120 annual performance 

indicators. NASA submitted the FY 2014 Annual Performance Plan with its FY 2014 Budget Estimates in April 2013. 

Since then, NASA updated the order, number, and content of these performance goals and annual performance 

indicators in light of the new Strategic Plan. 

The summary of NASA’s assessment of progress by strategic objective is provided in Figures 8-10. Additional 

information regarding the performance goals and annual performance indicators, including explanations for those 

rated yellow or red, is available in Part 3. 

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FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
 

	 

Figure 8: FY 2014 Performance Goal and Annual Performance Indicator Ratings by Strategic Goal 

 Strategic Objective 1.1: Expand human 

presence into the solar system and to 

the surface of Mars to advance 

exploration, science, innovation, 

benefits to humanity, and international 

collaboration. 

	 Strategic Objective 1.2: Conduct 

research on the International Space 

Station (ISS) to enable future space 

exploration, facilitate a commercial 

space economy, and advance the 

fundamental biological and physical 

sciences for the benefit of humanity. 

	 Strategic Objective 1.3: Facilitate and 

utilize U.S. commercial capabilities to 

deliver cargo and crew to space. 

	 Strategic Objective 1.4: Understand the 

Sun and its interactions with Earth and 

the solar system, including space 

weather. 

	 Strategic Objective 1.5: Ascertain the 

content, origin, and evolution of the 

solar system and the potential for life 

elsewhere. 

	 Strategic Objective 1.6: Discover how 

the universe works, explore how it 

began and evolved, and search for life 

on planets around other stars. 

 Strategic Objective 1.7: Transform NASA 

missions and advance the Nation’s 

capabilities by maturing crosscutting and 

innovative space technologies. 

	 	 Strategic Objective 2.1: Enable a 

revolutionary transformation for safe 

and sustainable U.S. and global aviation 

by advancing aeronautics research. 

	 Strategic Objective 2.2: Advance 

knowledge of Earth as a system to meet 

the challenges of environmental change, 

and to improve life on our planet. 

	 Strategic Objective 2.3: Optimize Agency 

technology investments, foster open 

innovation, and facilitate technology 

infusion, ensuring the greatest national 

benefit. 

 Strategic Objective 2.4: Advance the 

Nation’s STEM education and workforce 

pipeline by working collaboratively with 

other agencies to engage students, 

teachers, and faculty in NASA’s missions 

and unique assets. 

	 Strategic Objective 3.1: Attract and 

advance a highly skilled, competent, and 

diverse workforce, cultivate an 

innovative work environment, and 

provide the facilities, tools, and services 

needed to conduct NASA’s missions. 

	 Strategic Objective 3.2: Ensure the 

availability and continued advancement 

of strategic, technical, and programmatic 

capabilities to sustain NASA’s Mission. 

	 Strategic Objective 3.3: Provide secure, 

effective, and affordable information 

technologies and services that enable 

NASA’s Mission. 

 Strategic Objective 3.4: Ensure effective 

management of NASA programs and 

operations to complete the mission 

safely and successfully. 

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FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
 

Figure 9: FY 2014 Performance Goal and Annual Performance Indicator Ratings by Strategic Objective 

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Figure 10: Performance Goal and Annual Performance Indicator Ratings Trending 

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Performance Priorities 

The recently initiated Strategic Reviews process is aimed at analyzing performance information at the strategic 

objective level. NASA also prioritizes select performance objectives that are driven by federal mandates, Agency 

mandates, or both. Agency priority goals are high profile, two-year goals focused on some of NASA’s most vital 

near-term priorities. Cross-agency priority goals link NASA’s priorities to those of other agencies across the 

Federal Government. The following section provides an overview of these three processes, as well as a summary 

of recent impacts and results. 

Strategic Reviews 

Strategic Reviews are an annual assessment of each strategic objective with an analysis of an agency’s progress 

toward its strategic direction. As of 2014, the Strategic Reviews are a new requirement for all major federal 

agencies. These reviews are required by Congress through the Government Performance and Results Act 

Modernization Act (GPRAMA) of 2010 and implemented by the Office of Management and Budget (OMB), 

primarily through Circular A-11, Part 6. 

Per NASA’s 2014 Strategic Plan, NASA has three strategic goals and 15 strategic objectives. NASA developed its 

Strategic Review process and methodology in late calendar year 2013 and conducted its first annual Strategic 

Review in spring 2014 in accordance with OMB guidance. 

NASA’s development principles for the Strategic Reviews requirement were the following: 

•	 Use existing management processes and reviews to the greatest extent possible; 

•	 Synthesize existing evidence and data to assess objectives; 

•	 Keep it simple (do not “over-engineer” the process); 

•	 Focus on continuous process improvement (the first year is focused on learning and change 

management);
 

•	 Maximize integration with the budget process; 

•	 Ensure leadership championship; and 

•	 Promote transparency with stakeholders through frequent communications. 

The Agency will identify a subset of strategic objectives as achieving noteworthy progress or as a focus area for 

improvement. 

NASA’s first Strategic Review of these strategic objectives followed a three-step process, described below. 

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Assessments 

Each strategic objective leader conducted a self-assessment of the impact (looking at the long-term outlook) and 

implementation (given near-term plans and performance) for their strategic objective. They also identified risks, 

challenges, and opportunities. 

NASA’s Performance Improvement Officer (PIO) and staff performed a crosscutting assessment to identify 

common themes and issues. The PIO crosscutting assessment also analyzed each strategic objective, validated 

self-assessment inputs, and performed a relative characterization across all 15 strategic objectives. Based on this 

assessment, the PIO recommended an independent rating to the Chief Operating Officer (COO) for each strategic 

objective. Both the self-assessment and the crosscutting assessment used a variety of sources of evidence and 

inputs. 

Results and Impacts 

The COO reviewed the summary of the self-assessments and the crosscutting assessment at the end of April 2014 

and decided on final ratings for the strategic objectives and next steps for NASA. As a result of NASA’s 2014 

Strategic Review, 11 out of 15 strategic objectives are considered as having satisfactory performance. Two 

strategic objectives are considered as making noteworthy progress, and two strategic objectives are considered as 

a focus area for improvement. Full details, including these ratings, progress updates, and next steps are provided 

in Part 3. 

After the first Strategic Reviews cycle in 2014, NASA completed a survey of key stakeholders and participants for 

feedback on the baseline year’s processes and methodology, as well as to solicit suggestions for future cycles. 

NASA will be implementing improvements for the 2015 Strategic Reviews cycle and seeks to further enhance 

budget-performance integration and Agency management processes. 

Agency Priority Goals 

In accordance with GPRAMA, NASA identified four agency priority goals for the FY 2014 to FY 2015 reporting cycle 

that represent important near-term targets that the Agency will achieve to benefit the American people in the 

areas of space operations, human spaceflight, and astrophysics (see Figure 11). While the agency priority goals do 

not provide a complete picture of every high-profile activity within NASA, they do represent several important 

priorities. These goals reflect activities already being pursued and measured by NASA for FY 2014 and FY 2015; 

through the agency priority goals, NASA is tracking more detailed action plans and quarterly milestones. 

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Figure 11: NASA’s FY 2014-FY 2015 Agency Priority Goals 

Agency Priority Goal Responsible Organization 

By September 30, 2015, NASA will complete the Space Launch System, Orion, and 

Exploration Ground Systems Critical Design Reviews (CDRs), allowing the programs 

to continue to progress toward Exploration Mission (EM)-1 and EM-2 missions. 

Human Exploration Operations 

Mission Directorate, Exploration 

Systems Division 

By September 30, 2015, NASA will increase the utilization of the International Space 

Station internal and external research facility sites with science and technology 

payload hardware to 70 percent. 

Human Exploration Operations 

Mission Directorate, International 

Space Station Program 

By September 30, 2015, the Commercial Crew Program will complete the first phase 

of certification efforts with Commercial Crew Transportation partners, and will 

make measurable progress toward the second certification phase with industry 

partners while maintaining competition. 

Human Exploration Operations 

Mission Directorate, Commercial 

Crew Program 

By October 2018, NASA will launch the James Webb Space Telescope, the premier 

space-based observatory. To enable this launch date, NASA will complete the James 

Webb Space Telescope primary mirror backplane and backplane support structures 

and deliver them to the Goddard Space Flight Center for integration with the mirror 

segments by September 30, 2015. 

Science Mission Directorate, James 

Webb Space Telescope Program 

Impacts and Results 

The tables on the following pages provide brief background information and summarize major accomplishments. 

More detailed information on each of the agency priority goals, including overviews, strategies, and contributing 

programs, is available on http://performance.gov. 

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Agency Priority Goal: Exploration Systems Development 

GOAL STATEMENT 

By September 30, 2015, NASA will 

complete the Space Launch System, Orion, 

and Exploration Ground Systems Critical 

Design Reviews (CDRs), allowing the 

programs to continue to progress toward 

Exploration Mission (EM)-1 and EM-2 

missions. 

INFORMATION 

 

 


 

		

		

		

		

		

Goal Leader: William Hill, Assistant Deputy 

Associate Administrator for Exploration 

Systems Development 

Mission Directorate: Human Exploration 

and Operations Mission Directorate 

CONTRIBUTING PROGRAMS 

Space Launch System 

Orion Multi-Purpose Crew Vehicle 

Exploration Ground Systems 

FY 2014 PROGRESS UPDATE 

In the 4th quarter of 2014, the Orion Program continued making steady 

progress in preparation for the Exploration Flight Test (EFT)-1 test flight 

launch in December 2014. The EFT-1 vehicle was transferred to Kennedy 

Space Center’s Payload Hazardous Servicing Facility, where the spacecraft was 

fueled with ammonia, hydrazine, and high-pressure helium. The spacecraft 

was then moved again to the Launch Abort System Facility for the installation 

of the launch abort system prior to rollout to the launch pad. On December 5, 

2014, EFT-1 completed its uncrewed test and was recovered successfully. 

The Space Launch System (SLS) Program also continues to make progress 

toward manufacturing of the first flight vehicle. The Vertical Assembly Cell 

(VAC) welding tool at the Michoud Assembly Facility (MAF) in New Orleans, 

Louisiana, was officially accepted and activated in September 2014. The VAC 

will support assembly of the SLS core stage barrel sections and is the largest 

welding tool in the world. NASA began welding of the pathfinder barrel 

sections in the 4th quarter of FY 2014. 

The Exploration Ground Systems (EGS) Program successfully completed the 

third round of underway recovery tests to practice recovering Orion at the 

end of its December flight test. The mid-September test series continued to 

perfect techniques and ensure readiness of the full team and all equipment. 

In December 2014, the EGS Program successfully coordinated the landing and 

recovery of EFT-1 with the U.S. Navy, Lockheed Martin, and Orion Program, 

including the cross country transport of EFT-1 back to Kennedy Space Center. 

Design review progress has been made with the clearance of the SLS Key 

Decision Point (KDP)-C and the EGS KDP-C memoranda, as well as completion 

of the SLS core stage and booster element Critical Design Reviews. 

NEXT STEPS 

In FY 2015, the Space Launch System (SLS), Orion, and Exploration Ground
 

Systems (EGS) Programs will continue to make progress completing 

milestones toward the FY 2018 first launch of the combined uncrewed SLS 

and Orion vehicles on Exploration Mission (EM)-1 to a distant retrograde orbit 

around the Moon. 

The following milestones are based upon current program planning. 

FY 2015

 Q2: Complete the Qualification Motor-1 booster test firing.

•		 Q2: Complete the mobile launcher structural modifications.

•		 Q3: Complete the Critical Design Reviews for the SLS elements (i.e., upper

stage).

•		 Q3: Complete the Ground Systems Development and Operations CDR.

•		 Q4: Complete the Orion Critical Design Review.

•		 Q4: Complete the SLS Critical Design Review.

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Agency Priority Goal: International Space Station 

GOAL STATEMENT 

By September 30, 2015, NASA will increase 

the utilization of the International Space 

Station internal and external research 

facility sites with science and technology 

payload hardware to 70 percent. 

INFORMATION 

 

Goal Leader: Sam Scimemi, Director, 

International Space Station Division 

Mission Directorate: Human Exploration 

and Operations Mission Directorate 

CONTRIBUTING PROGRAMS 

		

		

		

		

International Space Station 

FY 2014 PROGRESS UPDATE 

During the fourth quarter of FY 2014, NASA successfully completed its 

milestone to launch payloads and payload resupply on Automated Transfer 

Vehicle-5 on July 29, 2014. Its payload included a new external exposure 

facility and a new electromagnetic levitator facility for containerless 

processing of materials. SpaceX-4 was launched on September 21, 2014, 

delivering payload resupply, the first set of rodent research hardware with 

20 mice, and the RapidScat Scatterometer to measure ocean wind. 

In addition, SpaceX-5 was launched on January 10, 2015. Its payload included 

the new Cloud-Aerosol Transport System (CATS) external payload to study 

the atmospheric constituents that impact Earth’s climate. 

NEXT STEPS 

During FY 2015, NASA will continue to support ongoing research disciplines, 

as well as increase the International Space Station (ISS) research facility 

occupancy by adding new research payload hardware on orbit. In general, 

the Orbital Sciences Corporation’s Cygnus and European Automated Transfer 

Vehicles support internal pressurized payloads, while the Space Exploration 

Technologies Corporation’s (SpaceX’s) Dragon and Japanese H-II Transfer 

Vehicles (HTVs) support both internal pressurized and external unpressurized 

payloads. 

The vehicle launch dates below reflect current program planning, but actual 

launch dates may change based on the ISS program requirements and launch 

vehicle readiness. Additional new research payload hardware beyond that 

listed below is in development and will be launched to the ISS as the 

hardware becomes available. 

FY 2015 

•		 Q2: Launch one new external science payload and payload resupply on 

SpaceX-5. As noted in the Progress Update section, SpaceX-5 launched in 

January 2015, ahead of schedule. 

•		 Q3: Launch one or more new external science payloads and payload 

resupply on SpaceX-6. 

•		 Q3: Support the 4th ISS Research and Development Conference, Boston, 

MA. 

•		 Q4: Launch payload hardware and resupply on HTV5. 

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Agency Priority Goal: Commercial Crew Transportation 

GOAL STATEMENT 

By September 30, 2015, the Commercial 

Crew Program will complete the first phase 

of certification efforts with Commercial 

Crew Transportation partners, and will 

make measurable progress toward the 

second certification phase with industry 

partners while maintaining competition. 

INFORMATION 

 

Goal Leader: William Hill, Assistant Deputy 

Associate Administrator for Exploration 

Systems Development 

Mission Directorate: Human Exploration 

and Operations Mission Directorate 

CONTRIBUTING PROGRAMS 

		

Commercial Crew 

FY 2014 PROGRESS UPDATE 

On September 16, 2014, NASA announced the selection of two Commercial 

Crew transportation Capability (CCtCap) partners, the Boeing Company and 

Space Exploration Technologies Corporation (SpaceX), to continue the 

development and certification efforts for their respective commercial crew 

transportation systems. On September 26, 2014, the Sierra Nevada 

Corporation filed a protest of the selection with the Government 

Accountability Office (GAO). 

On October 9, 2014, under the statutory authority available to it, NASA 

decided to proceed with the CCtCap contracts awarded to the Boeing 

Company and SpaceX, notwithstanding the bid protest filed at the GAO by the 

Sierra Nevada Corporation. NASA decided to proceed because delays in the 

CCtCap transportation service pose several risks to the International Space 

Station (ISS) program. 

On October 21, 2014, the U.S. Court of Federal Claims allowed NASA to 

proceed with the performance of its CCtCap contracts while the GAO was 

considering the bid protest filed by the Sierra Nevada Corporation. 

On January 5, 2015, GAO denied the bid protest filed by the Sierra Nevada 

Corporation. 

NEXT STEPS 

NASA and its commercial partners will continue Commercial Crew 

transportation Capability (CCtCap) contract activities. 

FY 2015 

•		 Q2/Q3/Q4: Execute contract elements in alignment with negotiated 

contract milestones. 

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Agency Priority Goal: James Webb Space Telescope 

GOAL STATEMENT 

 

By October 2018, NASA will launch the 

James Webb Space Telescope, the premier 

space-based observatory. To enable this 

launch date, NASA will complete the James 

Webb Space Telescope primary mirror 

backplane and backplane support 

structures and deliver them to the Goddard 

Space Flight Center for integration with the 

mirror segments by September 30, 2015. 

INFORMATION 

 

Goal Leader: Dr. Eric P. Smith, Program 

Director (Acting), James Webb Space 

Telescope Program Office 

Mission Directorate: Science Mission 

Directorate, James Webb Space Telescope 

Program Office 

CONTRIBUTING PROGRAMS 

		

		

		

James Webb Space Telescope 

FY 2014 PROGRESS UPDATE 

In the fourth quarter, NASA initiated placement of the spare mirror segments 

on the pathfinder primary mirror backplane support structure. The backplane 

support fixture is part of the optical telescope element (OTE). The backplane 

support fixture will hold the science instrument module and provide the 

connection between the telescope and spacecraft. 

In addition, the flight primary mirror wings were delivered to Northrop 

Grumman Aerospace Systems (NGAS). The wing installation ground support 

equipment was assembled at NGAS in preparation for attaching the wings to 

the flight primary mirror backplane support structure. 

In the first quarter of FY 2015, NASA completed the Pathfinder Telescope on 

schedule. This included not only the placement of primary mirror segments 

onto the Pathfinder Backplane, which was the planned first quarter FY 2015 

milestone, but also the installation of the secondary mirror, all required wire 

harnesses, and testing of the Pathfinder. 

Currently, the Mid-InfraRed Instrument (MIRI) cryocooler system is on the 

critical path. The critical path of a mission is a dynamic quantity that changes 

with time depending on the challenges faced in designing, assembling, and 

testing the hardware and software. 

The MIRI cryocooler system has experienced poor cost and schedule 

performance, and NASA, the Jet Propulsion Laboratory (JPL), and NGAS are 

devoting considerable attention to it. No further critical path reserve was 

consumed during the first quarter of FY 2015. Significant management 

changes were made both at NGAS and JPL. Since those changes, schedule 

performance has been improved. The flight cold head assembly was delivered 

from NGAS to the Goddard Space Flight Center and installed onto the 

Integrated Science Instrument Module (ISIM) for use in the ISIM cryovacuum 

test #3 in 2015. 

NEXT STEPS 

During the upcoming quarters, NASA will perform assembly activities on the 

primary mirror backplane support structure. Once completed, the structure 

will be ready for integration with the other parts of the optical telescope 

element (OTE), such as the primary mirror wings and secondary mirror 

support structure. 

FY 2015 

•		 Q2: Initiate flight OTE structure assembly integration. 

•		 Q3: Provide completed secondary mirror support structure to OTE 

structure integration and testing. 

•		 Q4: Deliver flight backplane to Goddard Space Flight Center. 

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- - 

 

 

Cross-Agency Priority Goals 

GPRAMA requires that each Agency address the cross-agency priority (CAP) goals in the Agency Strategic Plan, the 

Annual Performance Plan, and the Annual Performance Report. (Please refer to http://performance.gov for 

NASA’s contributions to the CAP goals and progress, where applicable.) NASA currently contributes to the CAP 

goals noted in Figure 12 below. 

CAP goals focus on major issues that require active collaboration between multiple federal agencies to implement 

and are intended to accelerate progress on a limited number of Presidential priority areas. The original set of CAP 

goals covered the FY 2012-FY 2013 reporting period. In FY 2014, OMB designated 15 new CAP goals to cover the 

FY 2014-FY 2017 reporting period. 

To ensure effective leadership and accountability across the Federal Government, each CAP goal has a named 

senior leader both within the Executive Office of the President and within one or more of the key delivery 

agencies. NASA is not a goal leader for any of the FY 2014-FY 2017 CAP goals, but does contribute to 10 of the 

CAP goals. 

Figure 12: Cross-Agency Priority Goals Supported by NASA, FY 2014-FY 2017 

FY 2014 FY 2017 Cross Agency Priority Goals Goal Type 

Supported by NASA 

Cybersecurity Mission 

Climate Change (Federal Actions) Mission 

Science, Technology, Engineering, and Mathematics (STEM) Education Mission 

Efficiency: Strategic Sourcing Management 

Effectiveness: Smarter IT Delivery Management 

Efficiency: Shared Services Management 

Efficiency: Benchmark and Improve Mission-Support Operations Management 

Economic Growth: Open Data Management 

Economic Growth: Lab-to-Market Management 

People and Culture Management 

Not Supported by NASA 

Effectiveness: Customer Service Management 

Insider Threat and Security Clearance Mission 

Job-Creating Investment Mission 

Infrastructure Permitting Modernization Mission 

Service Members and Veterans Mental Health Mission 

As part of the CAP goal requirements, agencies complete internal, data-driven reviews of their progress in 

implementing each of the goals. NASA leverages its Baseline Performance Review, described in more detail in the 

Governance and Strategic Management section of this report, to meet this requirement. The Baseline Program 

Review is a monthly forum for the program offices and mission-support offices to report on their performance 

results to NASA leadership. The meetings are results-oriented and ensure that performance information is 

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communicated regularly across the Agency. During its highlighted BPR month, the responsible organization for 

each CAP goal within NASA reports on its progress towards the goal to the Chief Operating Officer, Performance 

Improvement Officer, and other senior NASA leadership. 

Impacts and Results 

The following pages provide the overall Federal Government goal statement and sub-goals from 

http://performance.gov for each of the CAP goals that NASA supports, a brief section describing some of the 

significant contributions that NASA has made or is making to each of the CAP goals, and, where appropriate, 

linkages to performance goals and annual performance indicators in the Annual Performance Plan. 

Cybersecurity 

Government-wide Goal Statement 

Improve cybersecurity performance through ongoing awareness of information security, vulnerabilities, and 

threats impacting the operating information environment, ensuring that only authorized users have access to 

resources and information; and the implementation of technologies and processes that reduce the risk of 

malware. 

Government-wide Sub-Goals or Focus Areas 

	 Information Security Continuous Monitoring (ISCM): Provide ongoing observation, assessment, analysis, and 

diagnosis of an organization’s cybersecurity posture and operational readiness. 

	 Identity, Credential, and Access Management (ICAM): Implement a set of capabilities that ensure users must 

authenticate information technology resources and have access to only those resources that are required for 

their job function. 

	 Anti-Phishing and Malware Defense: Implement technologies, processes, and training to reduce the risk of 

malware introduced through email and malicious or compromised Web sites. 

NASA Contribution to the CAP Goal 

NASA submits data on all three of the cybersecurity priority areas as part of its required reporting in response to 

the Federal Information Security Management Act. In addition, one of the three information technology (IT) 

strategic goals in the 2014 Information Resources Management (IRM) Strategic Plan, which NASA released in 

March 2014, is specifically focused on cybersecurity: 

Strategic Goal 2—Enhance and strengthen IT security and cybersecurity to ensure the integrity, availability, and 

confidentiality of NASA’s critical data and IT assets. 

Cybersecurity is a critical driving force to protect the intellectual property, power of invention, and natural 

ingenuity that is at the heart of NASA. Therefore, NASA works to provide timely, 

reliable, and cost-effective enterprise security to protect its information and 

information systems, in alignment with federal cybersecurity priorities. IT threats 

are evolving globally, and NASA’s capabilities to protect information assets need to 

evolve accordingly. To this end, the Agency will anticipate and defend against 

these changing threats in order to enable the continued success of NASA’s 

missions. NASA is transforming its cybersecurity capabilities and integrating 

cybersecurity as a vital part of its cultural identity. Achieving full awareness of 

Agency-wide IT security posture will complement approaches to improve its 

capability to combat sophisticated cyber attacks. NASA also will ensure that it 

integrates the appropriate level of security needed to safely unlock the value of 

innovation, such as increasing end user mobility and burgeoning cloud computing 

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capabilities. These cybersecurity challenges demand balanced collaboration, resources, and communication to 

proactively defend against the ever-changing threat environment. 

As part of its cybersecurity education efforts, in FY 2015, NASA is participating in the Department of Homeland 

Security’s Stop | Think | Connect campaign, which is designed to raise awareness of best practices that will help 

safeguard vital NASA IT equipment against cyber attacks. 

Linkages to the NASA Annual Performance Plan(s) 

Performance Goal FY 2014 

3.3.1: Enhance NASA’s information security posture through implementation of automated security and 

privacy tools and technologies. Yellow 

Annual Performance Indicator FY 2014 

AMO-14-19: Achieve 95 percent implementation of continuous monitoring cybersecurity capabilities. Yellow 

AMO-14-23: Achieve 50 percent implementation of strong authentication cybersecurity capabilities. Green 

AMO-14-24: Achieve 99 percent implementation of Trusted Internet Connection consolidation 

cybersecurity capabilities. Green 

AMO-14-25: Achieve 100 percent implementation of Trusted Internet Connection 2.0 cybersecurity 

capabilities. Yellow 

For FY 2015: AMO-15-25: Increase the security of NASA’s information operations by implementing the FY 2015 target crossagency priority cybersecurity capabilities, including Information Security Continuous Monitoring (ISCM), Identity, Credential, 

and Access Management (ICAM), and Anti-Phishing & malware defense. 

For FY 2016: AMO-16-25: Increase the security of NASA’s information operations by implementing the FY 2016 target crossagency priority cybersecurity capabilities, including Information Security Continuous Monitoring (ISCM), Identity, Credential, 

and Access Management (ICAM), and Anti-Phishing & malware defense. 

Climate Change (Federal Actions) 

Government-wide Goal Statement 

More than double Federal Government consumption of electricity from renewable sources to 20 percent by 

2020 and improve energy efficiency at federal facilities as part of the wider strategy to reduce the Federal 

Government’s direct greenhouse gas emissions by 28 percent and indirect greenhouse gas emissions by 

13 percent by 2020 (2008 baseline). 

Government-wide Sub-Goals or Focus Areas 

	 Greenhouse Gas (GHG) Emissions: Reduce GHG emissions by the Federal Government for Scope 1 and 2 by

28 percent by 2020, and for Scope 3 by 8 percent by 2020. 

o	 Scope 1 includes direct GHG emissions from sources owned by NASA. 

o	 Scope 2 includes indirect GHG emissions from purchased electricity, heat, or steam. 

o Scope 3 includes other indirect GHG emissions; e.g., travel in non-NASA vehicles. 

 Renewable Energy: Increase renewable energy consumed by the Federal Government to 20 percent by 2020.

 Performance Contracting: Improve energy and water efficiency in Federal buildings through the use of 

Energy Savings Performance Contracts (ESPCs) or Utility Energy Service Contracts (UESCs). 

NASA Contribution to the CAP Goal 

NASA’s sustainability policy is to execute its Mission without compromising the Earth’s resources, so that future 

generations can meet their needs. Sustainability also involves taking action now to provide a future where the 

environment and living conditions are protected and enhanced. In implementing sustainability practices, NASA 

manages risks to its missions, risks to the environment, and risks to local communities. To this end, NASA seeks 

to use public funds efficiently and effectively, promote the health of the planet, and operate in a way that 

benefits its neighbors. 

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FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 31 
 

 


 


 


 

NASA continues to devote significant effort towards meeting its sustainability 

goals. NASA was awarded green ratings in all but one focus area of the 

January 2014 Office of Management and Budget (OMB) Scorecard on 

Sustainability/Energy. In addition, NASA received green ratings in all three goals 

that directly relate to the focus areas for the Climate Change CAP goal in its 2014 

Strategic Sustainability Performance Plan (SSPP), which was released on 

October 31, 2014. In particular, NASA greatly exceeded the goals for ESPCs and 

UESCs. NASA pledged to invest $19.6 million in 2011-2013 for these contracts, 

which guarantee energy savings and pay for project construction costs through 

the realized cost savings. NASA actually awarded $45.3 million in ESPCs and 

UESCs in 2011-2013, more than double what was pledged. In response to the 

Agency’s success, NASA now is voluntarily increasing its pledge to $73.9 million. 

More examples of NASA’s recent successes and planned actions are included in 

the 2014 SSPP. 

Linkages to the NASA Annual Performance Plan(s) 

Performance Goal FY 2014 

3.1.7: Ensure that NASA continues progress towards implementing statutory or Executive Order targets 

and goals reflected in its annual Sustainability Plan. Green 

Annual Performance Indicator FY 2014 

AMO-14-22: Ensure that at least 7.5 percent of electricity is generated from renewable energy sources. Green 

For FY 2015: AMO-15-12: Ensure that at least 10 percent of electricity is consumed from renewable energy sources. 

For FY 2016: AMO-16-12: Ensure that at least 15 percent of electricity consumed is generated from renewable energy 

sources. 

STEM Education 

Government-wide Goal Statement 

Improve Science, Technology, Engineering, and Mathematics (STEM) Education by implementing the Federal 

STEM Education 5-Year Strategic Plan. 

Government-wide Sub-Goals or Focus Areas 

 Improve STEM instruction.
 

 Increase and sustain youth and public engagement in STEM.
 

 Enhance STEM experience of undergraduate student.
 

 Better serve groups historically under-represented in STEM fields.
 

 Design graduate education for tomorrow’s STEM workforce.

NASA Contribution to the CAP Goal 

NASA’s STEM education expertise and assets play a unique role in the Nation’s STEM education portfolio. The 

Agency aims to increase both the effectiveness and utilization of NASA resources to achieve the Administration’s 

STEM education goals through interagency efforts. The Agency also aims to increase the reach of its programs, 

including engaging a diverse audience of educators and students, including women, minorities, and persons with 

disabilities. 

The National Science and Technology Council maintains a Committee on Science, Technology, Engineering, and 

Math Education (CoSTEM). The purpose of the CoSTEM is to coordinate federal program and activities in support 

of STEM education pursuant to the requirements of Section 101 of the America COMPETES Reauthorization Act 

Part 2—Performance Priorities and Management Challenges

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 32
 

 

	 

	 

	 

of 2010. CoSTEM functions to review STEM education activities and programs, 

and the respective assessments of each, throughout federal agencies to ensure 

effectiveness; coordinate, with the Office of Management and Budget, STEM 

education activities and programs throughout Federal agencies; and develop 

and implement through participating agencies a five-year STEM education 

strategic plan, to be updated every five years. In May 2013, CoSTEM issued its 

first Federal STEM Education 5-Year Strategic Plan. 

The CoSTEM established the Federal Coordination in STEM Education (FCSTEM) sub-committee. The FC-STEM serves as a forum for discussion and policy 

coordination to facilitate implementation of the STEM strategic plan. To 

facilitate implementation of the Plan, the FC-STEM has chartered five Interagency Working Groups (IWGs) organized around the STEM education priority 

areas. The IWGs report quarterly to the FC-STEM. 

NASA’s Chief Scientist is its representative to CoSTEM and the Associate Administrator for Education is co-chair 

to FC STEM. NASA has representation on all five priority area working groups; including serving as co-lead to the 

engagement group. 

Linkages to the NASA Annual Performance Plan(s) 

All of the performance goals and annual performance indicators under Strategic Objective 2.4, for the Office of Education, 

link to the STEM Education CAP goal. Please refer to this section for the complete list of measures. 

Smarter IT Delivery 

Government-wide Goal Statement 

Improve outcomes and customer satisfaction with Federal services through smarter IT delivery and stronger 

agency accountability for success. 

Government-wide Sub-Goals or Focus Areas 

	 Attract, recognize, hire, and retain more of the best talent working inside government in order to increase 

the government’s internal technical capacity and bring federal IT culture in line with private sector best 

practices. 

	 Get more of the best companies and partners working with government to rapidly deliver innovative 

solutions and systems that meet or exceed customer and agency expectations in terms of cost, time, 

experience, and capabilities. 

	 Put the right processes and practices in place to drive outcomes and accountability through High Impact List 

(HIL) engagements, PortfolioStat, and Digital Services pilot engagements. 

Part 2—Performance Priorities and Management Challenges 

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 33 
NASA Contribution to the CAP Goal 

NASA takes advantage of new technologies to efficiently deliver end user IT services to its workforce. For 

example, where possible, the Agency is increasing its use of cloud computing, rather than purchasing computer 

hardware, such as servers. The Smarter IT Delivery CAP goal aligns with Strategic Goal 3 in the 2014 Information 

Resources Management (IRM) Strategic Plan: 

Strategic Goal 3—Enable innovative, sustainable, and transparent mission 

support through effective IT planning, enterprise architecture, and governance. 

As a united IT community, NASA ensures the financial sustainability of its IT 

operations by being more responsive and adaptable while making innovative 

investments to deliver increased value to its customers. Core approaches to 

providing a responsive, economical enterprise IT platform for NASA include 

strategic sourcing- buying “services-on-demand” when appropriate, instead of 

owning infrastructure; and consolidating duplicative services. To improve the 

effective and efficient use of IT, NASA needs to understand the allocation of its 

pool of IT resources in order to enable decisions that direct these resources 

towards achieving agreed-upon architectures and solutions that achieve its 

mission support commitments. Supporting NASA’s Mission demands a high 

level of performance from its diverse IT workforce, whose knowledge, skills, and 

dedication form the backbone of its achievements. NASA empowers and relies on its workforce for the timely 

and effective planning and execution of the strategies defined within the IRM Strategic Plan. Collectively, through 

more effective governance, management discipline, and execution accountability, NASA’s IT staff will reduce 

NASA’s IT operations and maintenance costs, improve NASA’s information security posture, and better enable 

mission success. 

Linkages to the NASA Annual Performance Plan(s) 

Performance Goal FY 2014 

3.3.7: Increase the adoption of technologies and services such as cloud computing throughout NASA’s 

infrastructure and mission, leveraging savings from solutions such as reduced capital expenditures from 

not owning hardware, benefits from new technology capabilities, and increased computing flexibility 

available with “pay as you go” services/ 

New for 

FY 2015 

Annual Performance Indicator 

For FY 2015: AMO-15-29: Onboard two significant communities into the cloud in FY 2015. 

For FY 2016: AMO-16-29: Onboard two significant communities into the cloud in FY 2016. 

For FY 2016: AMO-16-30: Implement at least one new technology solution that improves efficiency and the effectiveness of 

end user service delivery to NASA’s workforce. 

Part 2—Performance Priorities and Management Challenges

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 34 
 


 


 


 


 


 


 


 


 


 


 

Strategic Sourcing 

Government-wide Goal Statement 

Expand the use of high-quality, high-value strategic sourcing solutions in order to improve the government’s 

buying power and reduce contract duplication. 

Government-wide Sub-Goals or Focus Areas 

 Achieve savings through the implementation of strategic sourcing initiatives.

 On an annual basis, demonstrate increased adoption of new strategic sourcing initiatives.
 

 To the maximum extent practicable, increase small businesses participation in federal contracting by making
 

sure that strategic sourcing efforts meet small business expectations, as outlined in OMB Memorandum 

M-13-02. 

 Reduce contract duplication by optimizing strategic sourcing efforts. 

NASA Contribution to the CAP Goal 

In order to support the Agency’s Mission in a more effective and efficient manner, NASA established its Strategic 

Sourcing Program in 2006 to strategically acquire products and services common across the Agency, Centers, or 

organizations. This process involves critical analysis of Agency spending and the utilization of the data obtained 

through that analysis in structured and collaborative acquisition planning efforts that:
 
 

 Increase effectiveness and efficiency within the acquisition lifecycle;
 

 Optimize contractor performance;
 

 Evaluate total lifecycle management costs;
 

 Create value to the Agency in the form of tangible and intangible process and resource savings;

 Improve the methods and processes utilized for managing spending;
 

 Enhance achievement of socio-economic goals; and
 

 Reduce the total cost of ownership.
 

NASA also is one of a small number of large agencies that participates on the Strategic Sourcing Leadership
 

Council (SSLC). The majority of federal spending is driven by SSLC agencies, so these agencies are critical to the 

implementation and success of government-wide strategic sourcing efforts. Many of these agencies have 

experience with strategic sourcing efforts, and some of them currently manage government-wide acquisition
 

contracts that could be adapted to support strategic sourcing efforts.
 

Linkages to the NASA Annual Performance Plan(s) 

Performance Goal FY 2014 

3.1.6: Achieve savings for the Agency through acquisition reforms. Green 

Annual Performance Indicator FY 2014 

AMO-14-30: Achieve savings through increased use of both Federal-level and Agency-level strategic 

sourcing vehicles. Green 

For FY 2015: AMO-15-8: Achieve savings through effective use of both Federal-level and Agency-level strategic sourcing 

approaches. 

For FY 2016: AMO-16-8: Achieve savings through effective use of both Federal-level and Agency-level strategic sourcing 

approaches. 

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FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 35 
 

 


 


 


 


 


 

Shared Services 

Government-wide Goal Statement 

Strategically expand high-quality, high value shared services to improve performance and efficiency throughout 

government. 

Government-wide Sub-Goals or Focus Areas 

 Marketplace development: Enhance the capabilities and capacity of shared service providers.
 

 Improve governance of shared service providers.

 Identify “quick wins” for shared service adoption.
 

NASA Contribution to the CAP Goal 

The NASA Shared Services Center (NSSC) was established on 

March 1, 2006, at the Stennis Space Center. The NSSC performs 

selected business activities for all NASA Centers in financial 

management, human resources, information technology, 

procurement, and business support services. The NSSC is supported 

in its mission, under contract, by its service provider. 

NSSC also runs the Enterprise License Management Team (ELMT), 

which maintains licenses and maintenance agreements and 

negotiates economy-of-scale pricing for selected software used by 

the Agency. The ELMT is a tool that allows each NASA Center to take advantage of reduced software and 

procurement costs. Tangible benefits include increased Agency access to vendor software suites, centralized 

license compliance and audit support gained through leveraged purchasing power, and economies of scale. 

During FY 2014, the ELMT consolidated 10 software license agreements, for a cost savings of roughly $15 million. 

Linkages to the NASA Annual Performance Plan(s) 

While NASA is undertaking numerous efforts in support of the Shared Services CAP goal, there are no direct linkages to the 

performance goals or annual performance indicators reported in the NASA Annual Performance Plan. 

Benchmark and Improve Mission -Support Operations 

Government-wide Goal Statement 

Improve administrative efficiency and increase the adoption of effective management practices by establishing 

cost and quality benchmarks of mission-support operations and giving agency decision-makers better data to 

compare options, allocate resources, and improve processes. 

Government-wide Sub-Goals or Focus Areas 

 Reduce administrative costs and improve service quality in acquisition functions.
 

 Reduce administrative costs and improve service quality in financial management functions.
 

 Reduce administrative costs and improve service quality in human capital functions.
 

 Reduce administrative costs and improve service quality in information technology (IT) management

functions. 

 Reduce administrative costs and improve service quality in real property functions. 

Part 2—Performance Priorities and Management Challenges 

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 36
 

 

 

 

 

 

NASA Contribution to the CAP Goal 

NASA is participating fully in the effort, led by the Office of Management and Budget (OMB) and General Services 

Administration (GSA), to develop benchmarks for the administrative functions performed across the Federal 

Government. During FY 2014, the initial focus of this effort was on the development of efficiency measures. 

NASA reported its results on roughly 40 efficiency measures across five functional areas, including acquisitions, 

financial management, human capital, IT management, and real property. NASA participated in working groups 

and meetings, which focused on specific key takeaways from an initial review of the data across agencies. 

The next step for this effort, planned for FY 2015, is to begin selecting quality and level-of-service measures to 

accompany the efficiency measures. The quality measures will complement the efficiency measures by 

demonstrating that agencies are not compromising customer service or quality in the pursuit of improved 

efficiency. 

NASA also will continue working with OMB, GSA, and other participating agencies to develop standard definitions 

and methodologies for the benchmarking metrics. At this time, there are inconsistencies in how agencies report 

on these measures, so the data are not always comparable across agencies. Comparability is critical to ensure 

that meaningful conclusions can be drawn based on the data. 

The ultimate goal of these efforts is to help senior leadership in each agency better understand the cost and 

quality of their administrative functions, particularly as they compare to other agencies. Due to differing business 

operations and requirements across agencies, even once the data have been made comparable, they may not 

always be useful in drawing meaningful conclusions or actionable findings. That said, ideally, benchmarking could 

be used to identify best practices, areas for improvement, and potential solutions or strategies to address 

underperformance. 

Linkages to the NASA Annual Performance Plan(s) 

While NASA is undertaking numerous efforts in support of the Benchmark and Improve Mission-Support Operations CAP 

goal, there are no direct linkages to the performance goals or annual performance indicators reported in the NASA Annual 

Performance Plan. 

Open Data 

Government-wide Goal Statement 

Fuel entrepreneurship and innovation and improve government efficiency and effectiveness by unlocking the 

value of government data and adopting management approaches that promote interoperability and openness of 

this data. 

Government-wide Sub-Goals or Focus Areas 

• Fuel economic growth and innovation. 

• Make open and machine-readable the new default for all government information. 

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FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 37 
 

 

 

 

	 

	 

	 

	 

	 

	 

	 

	 

	 

NASA Contribution to the CAP Goal 

NASA has a longstanding commitment, central to its founding legislation in 

1958, to make its data open and accessible to as wide an audience as possible. 

Developers, technologists, entrepreneurs, citizen scientists, and others 

contribute directly to the understanding of Earth and space by helping to create 

new ways of looking at this information. 

NASA released its Open Government Plan Version 3.0 in June 2014. As 

highlighted in the plan, NASA has an open data movement that is multifaceted, 

and includes the further release of datasets, the publication of datasets to 

https://www.data.gov, and the development of strategies to process large 

datasets. 

As part of its Open Government Initiative, NASA is improving the accessibility of 

its data and incentivizing the use of government data by citizens. To address the 

ever-increasing amount of tools and data catalogues that are publicly available 

on NASA’s many Web sites, the Agency created a directory of publicly-available datasets at http://data.nasa.gov. 

The directory includes information and direct links to more than 500 datasets, grouped into nine broad 

categories: 

1.	 Aeronautics: Data related to the study, design, and manufacture of flying machines. 

2.	 Earth Science: Earth science and physical Earth observations. 

3.	 Space Science: All types of planetary or astronomical data; anything outside of the Earth and the Earth’s 

atmosphere. 

4.	 Life Science: Life sciences and human data, including space medicine and human factors. 

5.	 Climate: Atmospheric and environmental data. 

6.	 Engineering: Engineering data, charts, or specifications. 

7.	 Operations: Mission operations data relating to flight programs, mission control, or on-orbit operations. 

8.	 Institutional: Data related to the historical and administrative functions of NASA as an Agency. 

9.	 Catalogs: This category points to external NASA catalogs on data.gov. 

NASA also encourages the use of its data through open challenge programs (e.g., the flagship Climate Data 

Initiative and International SpaceApps Challenge). 

NASA is adding capabilities to the http://data.nasa.gov site to build a rich mechanism for data-customer 

engagement. For example, NASA is establishing an Agency-wide data management team to ensure that new 

datasets adhere to information architecture standards, including open format and the use of metadata. The 

agency continues to encourage, and will soon require, missions to publish non-sensitive data and to periodically 

update the data inventory. 

More information on these and other efforts is available on the Open Government Initiative Web site. 

Linkages to the NASA Annual Performance Plan(s) 

Performance Goal FY 2014 

3.3.6: Enhance NASA’s data management through open data actions, research and development 

data access, and new data modeling and technologies. New for FY 2015 

Annual Performance Indicator 

For FY 2015: AMO-15-27: Provide access to high-quality data that is available and accessible to spur innovation. 

For FY 2016: AMO-16-27: Provide information architecture to manage NASA’s data more efficiently. 

For FY 2016: AMO-16-28: Provide hosting and data infrastructure for R&D data and publications. 

Part 2—Performance Priorities and Management Challenges 

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 38 
 

		

		

		

		

		

	 

	 


 

Lab -To -Market 

Government-wide Goal Statement 

Increase the economic impact of Federally funded research and development by accelerating and improving the 

transfer of new technologies from the laboratory to the commercial marketplace. 

Government-wide Sub-Goals or Focus Areas 

•		 Developing Human Capital. 

•		 Empowering Effective Collaborations. 

•		 Opening R&D Assets. 

•		 Fueling Small Business Innovation. 

•		 Evaluating Impact. 

NASA Contribution to the CAP Goal 

NASA has a robust Technology Transfer program to ensure that the technologies developed for missions in 

exploration and discovery are broadly available to the public and private enterprises, maximizing the benefit to 

the Nation. 

In October 2012, NASA released a five-year Plan for Accelerating Technology Transfer. As noted below, NASA 

reports on its progress towards implementing the objectives of the five-year plan in its Annual Performance 

Report. 

FY 2014 achievements in support of this CAP goal include but are not limited to the following: 

 The NASA Technology Transfer program was the recipient of several major awards this year, most 

notably from the Federal Laboratory Consortium and R&D Magazine. 

 A new technology transfer portal has gone live online at http://technology.nasa.gov/ with available 

technologies and software, success stories, and other resources. 

	 An Agency-wide software catalog was published containing well over 1,000 technologies. It is available 

both online and in hardcopy at no cost to the public. NASA is proud to be the first federal agency to 

produce such a comprehensive offering. The catalog is available at http://software.nasa.gov. 

	 NASA made significant advances in developing a new approach to agency-level portfolio management for 

all of NASA’s patented and patent-pending technologies. In addition, new and modernized agency 

technology transfer polices have been written and published. NASA explored three innovative methods 

for licensing its technologies to industry. One was the expansion of the QuickLaunch platform, which 

showcases a selection of the licensing portfolio, is available online for non-negotiated, non-exclusive 

licenses, and features modest licensing fees. The other two initiatives involved working with two 

innovative companies, Marblar and Edison Nation, whose missions are to facilitate the engagement of 

non-traditional partners to explore novel ways of incorporating technologies. 

Linkages to the NASA Annual Performance Plan(s) 

ST-14-8: The Agency will develop and implement two innovative methods for technology licensing.
 
 

For FY 2015: ST-15-7: Each Center will engage with at least one university business school for technology marketing

assessments and encouragement of technology application.
 
 


 

For FY 2016: ST-16-7: Streamline, augment, and automate intellectual property and license portfolio management through a

licensee monitoring system.
 
 

For FY 2016: ST-16-9: Implement initiatives to encourage and track infusion of NASA-developed technology into NASA 

missions.
 

Performance Goal FY 2014 

2.3.1: Implement the five-year Strategic Plan to improve the ability to transfer NASA-developed 

technologies. 

Annual Performance Indicator FY 2014 

Green 

Green 

Part 2—Performance Priorities and Management Challenges

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 39 
 

 

 

		

		

		

	 

	 

People and Culture 

Government-wide Goal Statement 

Innovate by unlocking the full potential of the workforce we have today and building the workforce we need for 

tomorrow. 

Sub-Goals or Focus Areas 

•		 Engagement: Driving greater employee engagement. 

•		 SES Leadership: Build a world-class federal management team, starting with the Senior Executive Service. 

•		 Recruitment and Hiring: Enable agencies to recruit and hire the best talent. 

NASA Contribution to the CAP Goal 

NASA continues to lead the Federal Government in employee engagement, 

as demonstrated by the results of the 2014 Federal Employee Viewpoint 

Survey (FEVS). NASA has the highest employee engagement score for a large 

agency, and increased its employee engagement score over the last five 

years, from 76.0 percent in 2010 to 77.3 percent in 2014. Successful agencies 

foster an engaged working environment that ensures that each employee 

can reach his or her potential and contribute to the success of the Agency. 

NASA also has the highest global satisfaction score for a large agency, at 

74 percent. 

NASA also is emphasizing innovation when it recognizes and rewards 

performance. NASA developed the annual NASA Innovation Awards to 

recognize, encourage, and celebrate a spirit of innovative behavior. There 

are two categories of awards, the Lean Forward; Fail Smart Award and the 

Champion of Innovation Award, and the NASA workforce selects the winner 

in each category: 

	 Lean Forward; Fail Smart Award: As an Agency that welcomes and nurtures a culture of innovation, failure is 

seen as merely a stepping stone to success. Whenever an employee encounters failure, they should use it as 

an opportunity for learning. Whether the innovation involves creating something new, improving an existing 

technology or process, or adapting a tried and true idea to a new context, the purpose of this category is to 

showcase innovative behavior within NASA. 

	 Champion of Innovation Award: Supervisors/managers play a unique role in fostering innovation at NASA. In 

addition to being innovative themselves, they can support and encourage their employees to think outside 

the box and become creative problem solvers. 

Linkages to the NASA Annual Performance Plan(s) 

While NASA is undertaking numerous efforts in support of the People and Culture CAP goal, there are no direct linkages to 

the performance goals or annual performance indicators reported in the NASA Annual Performance Plan. 

Management Challenges 

NASA leverages its internal reviews to identify management challenges, but also looks to external opinions. 

NASA’s Office of Inspector General (OIG) provides a list of the top management and performance challenges 

annually. The Government Accountability Office (GAO) performs numerous audits of NASA activities, but the High 

Risk report addresses management challenges specifically and calls out NASA acquisition management as a longstanding issue. 

Part 2—Performance Priorities and Management Challenges 

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 40
 

 

- - - - - - - - - - - -

 

 

While the individual GAO and OIG reports provide a snapshot of the challenges at one- to two-year intervals, 

NASA examined the topics highlighted in the reports over a longer timeframe for additional insight. NASA looked 

for trends in the GAO reports over a 22-year span and in the OIG reports a 14-year span (see Figure 13). 

Figure 13: Trends in GAO High Risk and OIG Management Challenges, 1991-2014 

Report Year 

Category 1991 

1992 

1993 

1994 

1995 

1996 

1997 

1998 

1999 

2000 

2001 

2002 

2003 

2004 

2005 

2006 

2007 

2008 

2009 

2010 

2011 

2012 

2013 

2014 

Financial 

Management GAO GAO GAO GAO GAO OIG 

GAO 

OIG 

GAO 

OIG 

GAO 

OIG 

GAO 

OIG OIG 

Contract 

Management GAO GAO GAO GAO GAO OIG 

GAO 

OIG 

GAO 

OIG 

GAO 

OIG 

GAO 

OIG 

GAO 

OIG 

GAO 

OIG 

GAO 

OIG 

Program and Project 

Management/Cost 

and Schedule 

Performance 

GAO GAO GAO GAO GAO 

OIG 

GAO 

OIG GAO GAO OIG 

GAO 

OIG 

GAO 

OIG 

GAO 

OIG 

GAO 

OIG 

IT Governance and 

Security OIG OIG OIG OIG OIG OIG OIG OIG 

Infrastructure and 

Facilities 

Management 

GAO GAO GAO OIG GAO OIG OIG OIG 

Human Capital 

Management GAO GAO GAO OIG OIG OIG 

Human Spaceflight 

Transition and 

Future 

OIG OIG OIG OIG OIG 

Safety and Mission 

Assurance OIG OIG OIG OIG OIG 

Science Portfolio OIG 

Space 

Communications 

Networks 

OIG 

Weather Satellites* GAO 

* NASA acts as the National Oceanic and Atmospheric Administration’s (NOAA’s) acquisition agent; GAO corrective 

actions are directed to NOAA. 

Legend: GAO = GAO High Risk/Major Management Challenges 

OIG = OIG Management Challenges 

GAO has identified five criteria that must be met before a focus area can be removed from the High Risk List: (1) a 

demonstrated strong commitment to, and top leadership support for, addressing problems; (2) the capacity to 

address problems; (3) a corrective action plan; (4) a program to monitor corrective measures; and (5) 

demonstrated progress in implementing corrective measures. As part of the 2015 High Risk Report, GAO for the 

first time included a scorecard detailing which of these criteria have been met, partially met, or are unmet for 

each High Risk area. NASA has fully met the leadership commitment, action plan, and monitoring criteria, and has 

partially met the criteria for capacity and demonstrated progress. In order to meet the remaining criteria, the GAO 

would like NASA to address gaps in the guidance for the joint confidence level (JCL) policy and earned value 

Part 2—Performance Priorities and Management Challenges 

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 41 
 

 

 

 

 

 

 

 

 

management, as well as demonstrate continuing success in keeping projects within their cost and schedule 

baselines established at confirmation. 

NASA has been working to implement a series of initiatives to improve acquisition management through a High 

Risk Corrective Action Plan developed in 2007. In 2014, NASA declared that the one outstanding initiative, 

Contractor Cost Performance Monitoring, was closed. This initiative was originally designed to improve the 

availability of contractor data to support performance monitoring of programs and projects. The initiative would 

be accomplished through the use of enhanced business systems and changes to the contractor cost reporting 

process. NASA performed analyses at that time to identify gaps in the existing key business systems and concepts 

and courses of action that could be implemented to address those gaps. While NASA has made several 

improvements to its business systems since 2008, the Agency has determined that the original objectives are 

unachievable within the framework of its current processes and systems. In place of these original objectives, 

NASA has instituted several process improvements designed to achieve greater insight into project performance, 

including contractor cost performance. 

These changes have yielded more credible cost and schedule baselines, and GAO has observed that NASA’s 

management of its major flight projects has improved over the past several years. For NASA’s largest projects, 

such as the James Webb Space Telescope, the Space Launch System, and Orion, GAO has observed that risks 

remain and that failure to adequately assess these risks could put the portfolio in jeopardy. 

Since the High Risk List was originally established, the GAO has been moving away from agency-specific challenges 

towards more government-wide challenges that involve multiple agencies. For example, the 2013 High Risk List 

identified for the first time the risk that potential gaps in weather satellite data pose to the government. While 

NOAA is the lead in addressing this issue, NASA is a major contributor to this work. The 2010 National Space Policy 

provides that NO!! “will primarily utilize N!S! as the acquisition agent for operational environmental satellites” 

in support of “weather forecasting, climate monitoring, ocean and coastal observations, and space weather 

forecasting/” N!S! established the Joint !gency Satellite Division (J!SD) within the Science Mission Directorate in 

March 2010 to manage NASA’s reimbursable satellite and instrument development program in furtherance of this 

responsibility. JASD’s primary focus is on efficiently managing operational satellite projects, particularly across 

multiple acquisitions. JASD provides early support to NOAA in its planning for multi-satellite operational missions, 

leading to better-managed and more cost-effective acquisitions. JASD also provides an integrated NASA–NOAA 

office through which the agencies’ headquarters can provide unified direction to the NASA Centers that conduct 

research and development for the satellite projects. Key Decision Point reviews at both the Science Mission 

Directorate and Agency levels are co-chaired by NASA and NOAA, and the reimbursable nature of JASD projects 

gives the partner agency the final decision authority for the projects. JASD relies on the other NASA Science 

Mission Directorate science divisions to represent NASA’s science interests to these projects through existing 

interagency forums. At the same time, JASD ensures the quality of mission development by implementing 

reimbursable programs with the same rigorous processes used to ensure mission success on NASA’s research 

missions. 

Response to OIG Management Challenges 

Each fiscal year, as required by the Reports Consolidation Act of 2000, OIG issues a document summarizing what 

the Inspector General considers to be the most serious management and performance challenges facing the 

Agency and briefly assesses the Agency’s progress in addressing those challenges. The letter and NASA’s 

comments on each management challenge raised by OIG are published in NASA’s FY 2014 Agency Financial 

Report. This listing of NASA’s Top Management and Performance Challenges is a key input to the Agency’s 

leadership when evaluating strategies and making adjustments to strategic and performance plans. 

Part 2—Performance Priorities and Management Challenges 

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 42 

 

 

 

	 

Introduction 

Part 3 presents NASA’s integrated FY 2014 Annual Performance Report, FY 2015 Annual Performance Plan Update, and FY 2016 Annual Performance Plan. 

It features a summary of NASA’s first-ever Strategic Review by strategic objective, with strategic objective-level performance ratings selected by NASA in 

consultation with the Office of Management and Budget (OMB). It also shows up to six years of historical rated performance alongside two years of future 

plans. Together this information provides a retrospective and prospective view of NASA’s performance. 

The integrated report contains the following: 

 Charts summarizing performance goal and annual performance indicator ratings, organized by strategic goal.
 

 A summary of the annual Strategic Review by strategic objective. The section below provides an overview of the strategic objective content.

 The strategic objective’s budget, actuals from FY 2014, the budget request for FY 2016, and notional funding through FY 2020. 

 The performance goals contributing to the strategic objective. Each performance goal includes an FY 2014 performance rating, multiyear 

performance trends beginning with FY 2011,3 any planned performance changes for FY 2015 or FY 2016, a narrative describing activities 

contributing to performance progress in FY 2014, and an improvement plan for performance goals rated yellow or red. Figure 15 is a quick guide 

to the performance tables. 

	 The annual performance indicators associated with the performance goal, including the FY 2014 performance rating, multiyear performance 

trends beginning with FY 2009, the planned performance for FY 2015 and FY 2016, and a performance explanation for annual performance 

indicators rated yellow or red. 

NASA’s method for trending multiyear performance data is to show the linkages between measures tracking similar data and annual progress for followon program activities. Linked measures, even if revised in subsequent years, are shown as related performance data. In some cases, measures have been 

updated over the years to improve accuracy and data quality. 

3NASA introduced performance goals with its 2011 Strategic Plan and, therefore, the performance goals only trend back to FY 2011. NASA has had annual measures since the 2003 Strategic 

Plan and presents actual results for up to six years/ !dditional years of actual results are maintained in N!S!’s performance data system. 

Part 3—Performance Reporting and Planning 

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 44 
 

 

How to Read the Strategic Objective Information 

The information presented below the strategic objectives is the result of NASA’s first Strategic Review, completed in spring 2014 in accordance with OMB 

guidance. In addition, supporting performance goals and annual performance indicators are provided in a table for each strategic objective. 

Budget 

Each strategic objective consists of Contributing Programs. NASA provides the budget authority for these programs in its annual Congressional 

Justification, available at http://www.nasa.gov/news/budget/index.html. Through this budget–performance crosswalk NASA is able to estimate a budget 

for each strategic objective. 

Actual Enacted Requested Notional 

Budget Authority (in $ millions) FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 

Total Budget $xxxx ---­ ­ $xxxx $xxxx $xxxx $xxxx $xxxx 

 The budget totals provided in the table above consist of a summation of the budget authority for each program that contributes to the strategic objective. These 

programs are provided under the “ontributing Program” header for each strategic objective/ The source for the budget data is N!S!’s FY 2016 udget 

Estimates. 

 FY 2014 reflects funding amounts specified in the June 2014 Operating Plan per P.L. 113-76. 

 Totals for FY 2015 are not available at this time; the initial operating plan is not yet approved. 

 Note that totals of all budgets provided for strategic objectives will not add to the NASA total budget request; funds associated with the Inspector General do not 

map to specific strategic objectives and are not included in any strategic objective budget roll-up. 

Strategic Review Assessment Rating 

A subset of strategic objectives are to be identified as achieving noteworthy progress or as a focus area for improvement. The “Update of Progress Toward 

Strategic Objective” section will note if N!S!, in consultation with OM, assessed the strategic objective as making noteworthy progress or as a focus are 

for improvement. If the section does not provide a rating, it means that NASA found that the strategic objective is demonstrating satisfactory 

performance. 

Part 3—Performance Reporting and Planning 

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 45 
 

 

 

 

 

- - - - - - - -

How to Read the Performance Goal and Annual Performance Indicator Information 

Performance Goal Table and Fiscal Year Results 

For each performance goal, NASA provides a table of information summarizing both results and plans. OMB Circular A-11 requires agencies to provide six 

years of trended ratings, including the reporting fiscal year. NASA introduced performance goals in its 2011 Strategic Plan and, therefore, can only provide 

up to four years of ratings/ Each table also includes “Planned Future Performance” for FY 2015 and FY 2016. The table will note if the performance goal 

does not continue beyond FY 2014. If NASA is introducing the performance goal in FY 2015 or FY 2016, the performance goal language will be provided in 

the “Planned Future Performance” field, the FY 2014 rating field will be “None,” and the FY 2011 through FY 2013 rating fields will be “No PG this fiscal 

year/” 

The table also indicates the “ontributing Theme” and “ontributing Program” responsible for pursuing activities as described in the performance goal. 

The “FY 2014 Performance Results” summarizes the work related to the performance goal/ It includes a performance improvement plan for performance 

goals rated yellow or red. 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Achieve critical milestones in development of new systems for the human exploration of deep space. 

(Agency Priority Goal) 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

1.1.1 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Exploration Systems Development Contributing Program: Multiple Programs 

Annual Performance Indicator Table 

The annual performance indicator tables follow the same format as those for the performance goals, except that they trend to FY 2009. NASA does not 

summarize the performance results for the annual performance indicators; however, it provides an “Explanation of Rating” for annual performance 

indicators rated yellow or red. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Complete the Critical Design Review (CDR) of the Space Launch System (SLS) Core 

Stage. 

No API this 

fiscal year 

No API this 

fiscal year 

HEC 11 1 

Green 

ESD 12 1 

Green 

ESD 13 1 

Green 

ESD 14 1 

Green 

Planned Future Performance 

For FY 2015: ESD-15-1: Complete the Space Launch System (SLS) Critical Design Review (CDR) in support of Key Decision Point D. 

For FY 2016: ESD-16-1: Conduct the second of two Space Launch System (SLS) booster qualification motor test firings (QM-2). 

Contributing Theme: Exploration Systems Development Contributing Program: Space Launch System 

Part 3—Performance Reporting and Planning 

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 46 

Strategic Objective 1.1: 

Expand human presence 

into the solar system and 

to the surface of Mars to 

advance exploration, 

science, innovation, 

benefits to humanity, and 

international 

collaboration. 

 1.1.1: Achieve critical 

milestones in 

development of new 

systems for the human 

exploration of deep 

space. (Agency Priority 

Goal) 

 1.1.2: Complete System 

Requirements Reviews 

by FY 2015 for the In-Sit

Resource Utilization 

Demonstration 

Experiment on the Mars 

2020 mission. 

 1.1.3: Develop 

technologies to enable 

autonomous mission 

operations in space to 

increase affordability. 

 1.1.4: Mature 

environmental control 

and life support system 

(ECLSS) technology to 

enable human 

exploration beyond low 

Earth orbit. 

u

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

Strategic Objective 1.2: 

Conduct research on the 

International Space 

Station (ISS) to enable 

future space exploration, 

facilitate a commercial 

space economy, and 

advance the fundamental 

biological and physical 

sciences for the benefit of 

humanity. 

Strategic Objective 1.3: 

Facilitate and utilize U.S. 

commercial capabilities to 

deliver cargo and crew to 

space. 

Strategic Objective 1.4: 

Understand the Sun and 

its interactions with Earth 

and the solar system, 

including space weather. 

Strategic Objective 1.5: 

Ascertain the content, 

origin, and evolution of 

the solar system and the 

potential for life 

elsewhere. 

Strategic Objective 1.6: 

Discover how the universe 

works, explore how it 

began and evolved, and 

search for life on planets 

around other stars. 

Strategic Objective 1.7: 

Transform NASA missions 

and advance the Nation’s 

capabilities by maturing 

crosscutting and 

innovative space 

technologies. 

FY 2014 Performance Goals 

 1.2.1: Increase utilization 

of the International 

Space Station’s internal 

and external research 

facilities. (Agency Priority 

Goal) 

 1.2.2: Maintain capability 

for six on-orbit crew 

members. 

 1.2.3: Advance 

engineering, technology, 

and science research. 

 1.2.4: Ensure vital assets 

are ready, available, and 

appropriately sized to 

conduct NASA’s Mission. 

 1.2.5: Conduct basic and 

applied biological and 

physical research to 

advance and sustain U.S. 

scientific expertise. 

 1.2.6: Provide cargo 

transportation to support 

on-orbit crew members 

and utilization. 

 1.3.1: Facilitate the 

development of and 

certify U.S. industrybased crew 

transportation systems 

while maintaining 

competition. (Agency 

Priority Goal) 

 1.3.2: Invest financial and

technical resources to 

stimulate efforts within 

the private sector to 

develop and 

demonstrate safe, 

reliable, and costeffective space 

transportation 

capabilities. 

 1.4.1: Demonstrate 

progress in exploring the 

physical processes in the 

space environment from 

the Sun to Earth and 

throughout the solar 

system. 

 1.4.2: Demonstrate 

 progress in advancing 

understanding of the 

connections that link the 

Sun, Earth and planetary 

space environments, and 

the outer reaches of the 

solar system. 

 1.4.3: Demonstrate 

progress in developing 

the knowledge and 

capability to detect and 

predict extreme 

conditions in space to 

protect life and society 

and to safeguard human 

and robotic explorers 

beyond Earth. 

 1.4.4: By December 

2017, launch two 

missions in support of 

Strategic Objective 1.4. 

 1.5.1: Demonstrate 

progress in advancing the 

understanding of how 

the chemical and physical 

processes in the solar 

system operate, interact 

and evolve. 

 1.5.2: Demonstrate 

progress in exploring and 

observing the objects in 

the solar system to 

understand how they 

formed and evolve. 

 1.5.3: Demonstrate 

progress in exploring and 

finding locations where 

life could have existed or 

could exist today. 

 1.5.4: Demonstrate 

progress in improving 

understanding of the 

origin and evolution of 

life on Earth to guide the 

search for life elsewhere. 

 1.5.5: Demonstrate 

progress in identifying 

and characterizing 

objects in the solar 

system that pose threats 

to Earth or offer 

resources for human 

exploration. 

 1.5.6: By December 

2017, launch at least two 

missions in support of 

Strategic Objective 1.5. 

 1.6.1: Launch the James 

Webb Space Telescope. 

(Agency Priority Goal) 

 1.6.2: Demonstrate 

progress in probing the 

origin and destiny of the 

universe, including the 

nature of black holes, 

dark energy, dark matter, 

and gravity. 

 1.6.3: Demonstrate 

progress in exploring the 

origin and evolution of 

the galaxies, stars, and 

planets that make up the 

universe. 

 1.6.4: Demonstrate 

progress in discovering 

and studying planets 

around other stars and 

exploring whether they 

could harbor life. 

 1.6.5: By December 

2018, launch at least one 

mission in support of 

Strategic Objective 1.6. 

 1.7.1: Explore and 

advance promising early 

stage solutions to space 

technology challenges 

through investment 

across the U.S. 

innovation community. 

 1.7.2: Advance 

technologies that offer 

significant improvement 

to existing solutions or 

enable new space 

science and exploration 

capabilities. 

 1.7.3: Mature new 

crosscutting space 

technology capabilities 

for demonstration. 

48 

Strategic Goal 1 Part 3—Performance Reporting and Planning 

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
Summary of Performance for Strategic Goal 1 

Comparison of Ratings for Performance Goals and Annual Performance 

Indicators by Strategic Objective, FY 2013 

1.7 1.6 1.5 1.4 1.3 1.2 1.1

Annual Performance Indicator 

Multi-year Performance Goal 

Annual Performance Indicator 

Multi-year Performance Goal 

Annual Performance Indicator 

Multi-year Performance Goal 

Annual Performance Indicator 

Multi-year Performance Goal 

Annual Performance Indicator 

Multi-year Performance Goal 

Annual Performance Indicator 

Multi-year Performance Goal 

Annual Performance Indicator 

3 

3 

6 

4 

2 

1 

5 

3 

7 

5 

5 

4 

5 

2 

1 

Multi-year Performance Goal 

Comparison of Ratings for Performance Goals and Annual Performance 

Indicators by Strategic Objective, FY 2014 

1.7 1.6 1.5 1.4 1.3 1.2 1.1

Annual Performance Indicator 

Multi-year Performance Goal 

Annual Performance Indicator 

Multi-year Performance Goal 

Annual Performance Indicator 

Multi-year Performance Goal 

Annual Performance Indicator 

Multi-year Performance Goal 

Annual Performance Indicator 

Multi-year Performance Goal 

Annual Performance Indicator 

Multi-year Performance Goal 

Annual Performance Indicator 

Multi-year Performance Goal 

8 

4 

10 

6 

4 

2 

7 

4 

10 

6 

6 

5 

5 

3 

1 

Summary of Ratings for Performance Goals and Annual Performance 

Indicators by Strategic Objective, FY 2013 

Strategic Goal 1 

Lead Objective PGs APIs 

HEOMD 1.1 3 3 

HEOMD 1.2 4 6 1 

HEOMD 1.3 1 2 

SMD 1.4 3 5 

SMD 1.5 5 7 

SMD 1.6 4 5 

STMD 1.7 2 5 

Total 22 34 

Summary 100% 

Green 

97% 

Green 

3% 

Yellow 

Summary of Ratings for Performance Goals and Annual Performance
 

Indicators by Strategic Objective, FY 2014
 

Strategic Goal 1 

Lead Objective PGs APIs 

HEOMD 1.1 4 8 

HEOMD 1.2 6 10 

HEOMD 1.3 2 4 

SMD 1.4 4 7 

SMD 1.5 6 10 

SMD 1.6 5 6 1 

STMD 1.7 3 5 

Total 30 51 

Summary 100% 

Green 

98% 

Green 

2% 

Yellow 

49

Strategic Goal 1 Part 3—Performance Reporting and Planning 

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
 

 

 

 

 

Strategic Objective 1.1 

Expand human presence into the solar system and to the surface of Mars to 

advance exploration, science, innovation, benefits to humanity, and 

international collaboration. 

Lead Office 

Human Exploration and Operations Mission Directorate (HEOMD) 

Goal Leader 

Greg Williams, Deputy for Policy and Management, HEOMD 

Contributing Programs 

Advanced Exploration Systems (AES), Exploration Ground Systems (EGS), Orion Multi-Purpose Crew Vehicle, Space Launch System (SLS) 

Budget for Strategic Objective 1.1 

Actual Enacted Requested Notional 

Budget Authority (in $ millions) FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 

Total Budget $3,268 -­ ­ $3,094 $3,127 $3,389 $3,913 $4,024 

Note: For explanation of budget table, please see the “How to Read the Strategic Review Information” section in the introduction to Part 3. 

Vision for Success in 10 Years 

In 10 years, NASA will have a new human deep-space exploration architecture with SLS, Orion, and other high-priority capabilities needed for human 

exploration and pioneering. 

Update of Progress Toward Strategic Objective 

The NASA 2014 Strategic Review found that: 

 HEOMD is implementing an iterative, strategic approach to prioritize activities that support human exploration beyond low Earth orbit. 

 Strategies are demonstrating success in achieving the strategic objective, including the agency priority goal. HEOMD is progressing well towards 

completion of near-term Program milestones with no schedule slips. 

 SLS, Orion, and EGS are currently making satisfactory progress toward Exploration Mission (EM)-1, and while there may be technical challenges in 

the out-years, the programs continue to meet their milestones. 

 Challenges include: Schedule and cost pressures; and development of the human systems needed to execute the Asteroid Redirect Mission. 

50 

Strategic Goal 1—Strategic Objective 1.1 Part 3—Performance Reporting and Planning 

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
 

 

 

 

 

		

		

		

		

		

		

		

FY 2014 achievements include the following: 

•		 Completing the Critical Design Review (CDR) for the SLS core stage. 

•		 Completing Orion manufacturing and assembly, in preparation for Exploration Flight Test (EFT)-1. 

•		 Completing the EGS Preliminary Design Review (PDR). 

•		 Successfully demonstrating an autonomous flight demonstration of the Autonomous Landing and Hazard Avoidance Technology (ALHAT) hazard 

detection and avoidance and precision landing system on the Morpheus vehicle test bed. 

•		 Highlighted achievements during FY 2014 are detailed in the NASA FY 2014 Agency Financial Report. 

Next Steps 

NASA is on track to achieve the agency priority goal to “complete the Space Launch System, Orion, and Exploration Ground Systems DRs, allowing the 

programs to continue to progress toward Exploration Mission (EM)-1 and EM-2 missions” by September 2015/ 

Additional details on the strategies for this strategic objective can be found in the NASA 2014 Strategic Plan. 

Next Steps in FY 2015 

•		 Complete Critical Design Reviews for both SLS and EGS. 

•		 Continue to plan for an Asteroid Redirect Mission to visit an asteroid mass placed in lunar orbit. 

FY 2014 Performance Measures 

Strategic Objective 1.1: Expand human presence into the solar system and to the surface of Mars to advance exploration, science, innovation, benefits to humanity, 

and international collaboration. 

Performance Goal 1.1.1: Achieve critical 

milestones in development of new systems for 

the human exploration of deep space. (Agency 

Priority Goal) 

Performance Goal 1.1.2: Complete System 

Requirements Reviews by FY 2015 for the In-Situ 

Resource Utilization Demonstration Experiment 

on the Mars 2020 mission. 

Performance Goal 1.1.3: Develop technologies to 

enable autonomous mission operations in space 

to increase affordability. 

Performance Goal 1.1.4: Mature environmental 

control and life support system (ECLSS) 

technology to enable human exploration beyond 

low Earth orbit. 

Annual Performance Indicators 

 ESD-14-1: Complete the Critical Design Review 

(CDR) of the Space Launch System (SLS) Core 

Stage. 

 ESD-14-2: Complete Orion manufacturing and 

assembly so the spacecraft is ready for launch 

vehicle integration for the Exploration Flight 

Test 1 (EFT-1). 

 ESD-14-3: Complete the Exploration Ground 

Systems Program Preliminary Design Review 

(PDR). 

 ERD-14-2: Complete International Lander 

contribution assessments for the robotic 

precursor mission. 

 ERD-14-3: Award contracts to industry to 

fabricate and test several proof of concept 

asteroid capture mechanisms. 

 ERD-14-6: Define the payload concept for the 

In-Situ Resource Utilization Demonstration 

Experiment on Mars 2020 mission. 

 ERD-14-4: Test Autonomous Mission Operations 

software for the International Space Station to 

reduce crew’s dependence on ground-based 

mission control. 

 ERD-14-5: Conduct integrated subsystem tests 

for improved water recovery and more reliable 

atmosphere revitalization systems. 

51 

Strategic Goal 1—Strategic Objective 1.1	 Part 3—Performance Reporting and Planning 

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
Performance Goal Ratings for Strategic Objective 1.1, FY 2011 through FY 2014 

100% 

2 3 3 4 

2011 2012 

1.1 

2013 2014 

80% 

60% 

40% 

20% 

0% 

Annual Performance Indicator Ratings for Strategic Objective 1.1, FY 2009 

through FY 2014 

100% 

80% 

60% 

40% 

20% 

0% 

2 3 3 

2009 2010 2011 

1.1 

2012 2013 2014 

8 

Past fiscal years do not include performance measures that do not trend to the current fiscal year annual performance indicators. 

52 

Strategic Goal 1—Strategic Objective 1.1 Part 3—Performance Reporting and Planning

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
 

 

 

 

 

 

 

 

 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Achieve critical milestones in development of new systems for the human exploration of deep space. 

(Agency Priority Goal) 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

1.1.1 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Exploration Systems Development Contributing Program: Multiple Programs 

FY 2014 Performance Results 

In FY 2014, NASA made significant progress towards achieving this agency priority goal, and is on track to complete it in FY 2015. NASA is developing the 

Nation’s first human deep-space exploration capability with the Space Launch System (SLS) and the Orion crew vehicle. With the support of the 

Exploration Ground Systems Program, SLS and Orion will carry humans farther into space than ever before. 

In July 2014, NASA completed the SLS core stage Critical Design Review (CDR). The CDR is a significant review that demonstrates that the design of the SLS 

is mature enough for production. NASA also signed the SLS Key Decision Point (KDP)-C memorandum on August 26, 2014. The KDP-C review is an 

assessment of a project’s readiness to move from formulation into full-scale development. The memorandum documents that the project has met all of 

the KDP-C criteria. 

During FY 2014, NASA prepared for the Orion Exploration Flight Test (EFT)-1, which launched an uncrewed Orion flight test vehicle to approximately 3,600 

feet to test critical vehicle systems. NASA completed initial power-on tests and functional tests of the Orion test vehicle, as well as test vehicle 

manufacturing and assembly. On September 7, 2014, NASA delivered the completed Orion crew service module to ground processing on its way to the 

Space Launch Complex-37 launch pad. The crew service module is a primary component of the Orion EFT-1 spacecraft. In FY 2015, on December 5, 2014, 

EFT-1 completed its uncrewed test and was recovered successfully. 

In March 2014, NASA completed the Preliminary Design Review (PDR) for the Ground Systems Development and Operations (GSDO) Program. The PDR 

ensures that the designs and systems selected are appropriate to the program’s needs, that the risks have been assessed, and that the estimated cost and 

schedule baselines are acceptable. The GSDO Program’s mission is to prepare the Kennedy Space Center to process and launch the next generation of 

rockets and spacecraft in support of NASA’s exploration objectives by developing the necessary ground systems, infrastructure, and operational 

approaches. The GSDO PDR validated that the ground systems designs were on track to process and launch the SLS and Orion from the Kennedy Space 

Center. In addition, NASA signed the GSDO KDP-C memorandum on September 9, 2014. 

More detailed information on this agency priority goal is included in Part 2 of this document. 

53 

Strategic Goal 1—Strategic Objective 1.1 Part 3—Performance Reporting and Planning

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan
- - - - - - - -

 

- -

 

 

 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014

For FY 2014: Complete the Critical Design Review (CDR) of the Space Launch System (SLS) Core 

Stage. 

No API this 

fiscal year 

No API this 

fiscal year 

HEC -11 -1 

Green 

ESD -12 -1 

Green 

ESD -13 -1 

Green 

ESD -14 -1 

Green 

Planned Future Performance 

For FY 2015: ESD-15-1: Complete the Space Launch System (SLS) Critical Design Review (CDR) in support of Key Decision Point D. 

For FY 2016: ESD-16-1: Conduct the second of two Space Launch System (SLS) booster qualification motor test firings (QM-2). 

Contributing Theme: Exploration Systems Development Contributing Program: Space Launch System 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Complete Orion manufacturing and assembly so the spacecraft is ready for launch 

vehicle integration for the Exploration Flight Test 1 (EFT-1). 

No API this 

fiscal year 

No API this 

fiscal year 

HEC 11 2 

Green 

ESD 12 2 

Green 

ESD 13 2 

Green 

ESD 14 2 

Green 

Planned Future Performance 

For FY 2015: ESD-15-2: Complete Orion Key Decision Point-C. 

For FY 2016: ESD-16-2: Begin assembly and integration of the Orion Exploration Mission-1 flight article in the Armstrong Operations and Checkout Building at the Kennedy Space Center. 

Contributing Theme: Exploration Systems Development Contributing Program: Orion Multi-Purpose Crew Vehicle 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Complete the Exploration Ground Systems Program Preliminary Design Review (PDR). No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

ESD 14 3 

Green 

Planned Future Performance 

For FY 2015: ESD-15-3: Complete the Exploration Ground Systems Program Critical Design Review (CDR). 

For FY 2016: ESD-16-3: Complete the Exploration Ground Systems Program System Integration Review (SIR). 

Contributing Theme: Exploration Systems Development Contributing Program: Exploration Ground Systems 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Complete System Requirements Reviews by FY 2015 for the In-Situ Resource Utilization Demonstration 

Experiment on the Mars 2020 mission. 

No PG 

this 

fiscal 

year 

1.3.3.1 

Green 

1.3.3.1 

Green 

1.1.2 

Green 

Planned Future Performance 

For FY 2015: Complete the Systems Requirements Review by FY 2015 for the In-Situ Resource Utilization Demonstration Experiment on Mars 2020. 

For FY 2016: Complete Design Reviews for planetary In-Situ Resource Utilization Demonstrations. 

Contributing Theme: Exploration Research and Development Contributing Program: Advanced Exploration Systems 

FY 2014 Performance Results 

NASA’s Advanced Exploration Systems (AES) Program is pioneering new approaches to develop prototype systems, demonstrate key capabilities, and 

validate operational concepts for future human missions beyond Earth orbit. The AES Program focuses on crew safety and mission operations in deep 

54 

Strategic Goal 1—Strategic Objective 1.1 Part 3—Performance Reporting and Planning 

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
 

 

 

 

- - - - - -

- -

space. Early integration and testing of prototype systems reduces risk and improves the affordability of exploration mission elements. 

NASA is planning a robotic mission to Mars in 2020 to further address key questions about the potential for life on Mars. The mission will provide 

opportunities to gather knowledge and demonstrate technologies, such as in-situ resource utilization (ISRU). The AES Program, in collaboration with 

NASA’s Space Technology Mission Directorate (STMD), plans to deploy a carbon dioxide capture, storage, and oxygen-processing payload to demonstrate 

the value of ISRU in reducing mission cost and risk for future human missions. On July 30, 2014, NASA selected the Massachusetts Institute of Technologyled Mars Oxygen ISRU Experiment (MOXIE) as a payload for the Mars 2020 mission. MOXIE will be co-funded by the AES Program and STMD. 

In addition, NASA is proposing an Asteroid Redirect Mission to divert a local asteroid into an accessible orbit. Through this mission, NASA will make strides 

in technical capabilities, such as solar electric propulsion and capture mechanisms, which will enable operations in human space explorations missions. 

In July 2014, NASA awarded four contracts to industry to fabricate and test proof-of-concept asteroid capture mechanisms: 

 Airborne Systems North America in Santa Ana, CA—The “!steroid apture System” study will fabricate and test a proof-of-concept inflatable 

capture system. 

 Jacobs in Houston, TX—The “!steroid apture System onceptual Study” will test a subscale capture system using mechanically deployed booms/ 

 Altius Space Machines in Louisville, CO—The “Kraken !steroid oulder Retrieval System” will test prototype grasping arms and gripper concepts 

for capturing a boulder off the surface of an asteroid. 

 Space Systems/Loral in Palo Alto, CA—The “!utonomous oulder Liberation Equipment” study will demonstrate robotic arms for placement and 

handling of pneumatic excavation tools, boulder jacking devices, and positive capture and restraint tools. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Complete International Lander contribution assessments for the robotic precursor 

mission. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

ERD 12 4 

Green 

ERD 13 2 

Green 

ERD 14 2 

Green 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: No API this fiscal year 

Contributing Theme: Exploration Research and Development Contributing Program: Advanced Exploration Systems 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Award contracts to industry to fabricate and test several proof of concept asteroid 

capture mechanisms. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

ERD 14 3 

Green 

Planned Future Performance 

For FY 2015: ERD-15-2: Down-select asteroid capture system for the Asteroid Redirect Mission (ARM). 

For FY 2016: No API this fiscal year 

Contributing Theme: Exploration Research and Development Contributing Program: Advanced Exploration Systems 

55 

Strategic Goal 1—Strategic Objective 1.1 Part 3—Performance Reporting and Planning 

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan
 

 

 

- -

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014

For FY 2014: Define the payload concept for the In-Situ Resource Utilization Demonstration 

Experiment on Mars 2020 mission. 

No API this

fiscal year 

No API this 

fiscal year 

No API this

fiscal year 

No API this

fiscal year 

No API this 

fiscal year 

ERD -14 -6

Green 

Planned Future Performance 

For FY 2015: ERD-15-3: Complete the Systems Requirements Review (SRR) for the In-Situ Resource Utilization Demonstration Experiment on Mars 2020 mission.

For FY 2016: ERD-16-2: Complete the Critical Design Review (CDR) for the In-Situ Resource Utilization Demonstration Experiment on the Mars 2020 mission. 

Contributing Theme: Exploration Research and Development Contributing Program: Advanced Exploration Systems

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Develop technologies to enable autonomous mission operations in space to increase affordability. 3.3.1.1 

Green 

3.3.1.1 

Green 

3.3.1.1 

Green 

1.1.3 

Green 

Planned Future Performance 

This performance goal does not continue past FY 2014. 

Contributing Theme: Exploration Research and Development Contributing Program: Advanced Exploration Systems 

FY 2014 Performance Results 

NASA’s Advanced Exploration Systems (AES) Program is developing revolutionary new approaches to further automate mission operations. When humans 

explore near-Earth objects, Mars, and other destinations deep in space, astronauts and flight controllers no longer will be able to relay messages and 

commands back and forth in a matter of seconds. By the time word gets back to mission control, the crew may need to already be working on a solution 

to an anomaly or performing operations independently during a time-critical mission phase. The AES Program is working to reduce crew dependence on 

ground-based mission control by automating flight dynamics and consumables management on the International Space Station (ISS). 

During FY 2014, NASA integrated autonomous mission operations software onto the Total Organic Carbon Analyzer (TOCA) hardware onboard the ISS. The 

TOCA is used to ensure that reclaimed water aboard the ISS is safe to drink. The ISS crew first used the autonomous mission operations software on 

September 5, 2014. The crew is using the software to optimize the operation of the TOCA hardware and test the fidelity of the software. Each week, the 

onboard crew uses autonomous mission operations software to provide a recommendation of what TOCA activities are required for the next planning 

cycle. The experiment is designed to integrate with established ground analyses and planning cycles to reduce the risk to the crew and equipment. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Test Autonomous Mission Operations software for the International Space Station to 

reduce crew’s dependence on ground-based mission control. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

ERD 14 4 

Green 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: No API this fiscal year 

Contributing Theme: Exploration Research and Development Contributing Program: Advanced Exploration Systems 

56

Strategic Goal 1—Strategic Objective 1.1 Part 3—Performance Reporting and Planning 

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan
 

 

 

 

 

- -

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014

Mature environmental control and life support system (ECLSS) technology to enable human exploration 

beyond low Earth orbit. 

No PG

this 

fiscal 

year 

No PG

this 

fiscal 

year 

No PG

this 

fiscal 

year 

1.1.4 

Green

Planned Future Performance 

This performance goal does not continue past FY 2014.

Contributing Theme: Exploration Research and Development Contributing Program: Advanced Exploration Systems

FY 2014 Performance Results 

NASA’s Advanced Exploration Systems (AES) Program is developing capabilities to provide a safe environment for astronauts and minimize the resupply 

burden of deep space habitats. As NASA prepares for the next great era of space exploration, extending humanity’s reach beyond low Earth orbit for longterm research and study of the Moon, Mars, asteroids, and other bodies across the solar system, it is developing and testing life-support systems to make 

those journeys possible. The AES Program is improving the reliability of water recycling, air revitalization, and environmental monitoring systems of lifesupport systems using ground test beds. 

In FY 2014, the AES Program tested improvements to the water recovery and atmosphere revitalization components of the Environmental Control and Life 

Support System (ECLSS) aboard the International Space Station (ISS). The ECLSS is designed to: 

 Provide oxygen for metabolic consumption; 

 Provide potable water for consumption, food preparation, and hygienic uses; 

 Filter or remove carbon dioxide, particulates and microorganisms, and volatile organic trace gases from the cabin air;

 Monitor and control cabin air partial pressures of nitrogen, oxygen, carbon dioxide, methane, hydrogen, and water vapor;

 Maintain total cabin pressure, cabin temperature, and humidity levels; and 

 Distribute cabin air between connected modules. 

NASA used the Cascade Distillation System (CDS), a rotary distillation system with the potential for greater reliability and lower energy costs than existing 

distillation systems, to treat wastewater streams with different pre-treatment regimens, producing purified water at 85 percent process efficiency. NASA 

also completed integrated chamber testing of ISS-derived atmosphere revitalization systems and demonstrated that they have reduced mass and 

improved reliability compared to the systems currently in use aboard the ISS. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Conduct integrated subsystem tests for improved water recovery and more reliable 

atmosphere revitalization systems. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

ERD 14 5 

Green 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: No API this fiscal year 

Contributing Theme: Exploration Research and Development Contributing Program: Advanced Exploration Systems 

57

Strategic Goal 1—Strategic Objective 1.1 Part 3—Performance Reporting and Planning

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
 

 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Does not trend to FY 2014. 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

None 

Planned Future Performance 

For FY 2015 and FY 2016: 1.1.5: Incorporate autonomous controls in life support subsystems testing to increase reliability. 

Contributing Theme: Exploration Research and Development Contributing Program: Advanced Exploration Systems 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Does not trend to FY 2014. No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year None 

Planned Future Performance 

For FY 2015: ERD-15-4: Integrate sensors and feedback controls with the air-revitalization subsystem to increase system performance. 

For FY 2016: ERD-16-4: Analyze the performance of sensors, controls, and multiple life-support system components in integrated tests. 

Contributing Theme: Exploration Research and Development Contributing Program: Advanced Exploration Systems 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Does not trend to FY 2014. 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

None 

Planned Future Performance 

For FY 2015: No performance goal this fiscal year 

For FY 2016: 1.1.6: Demonstrate systems concepts and technology for the Asteroid Redirect Mission (ARM). 

Contributing Theme: Exploration Research and Development Contributing Program: Advanced Exploration Systems 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Does not trend to FY 2014. No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year None 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: ERD-16-3: Demonstrate spacesuits and operational concepts for asteroid extravehicular activity (EVA). 

Contributing Theme: Exploration Research and Development Contributing Program: Advanced Exploration Systems 

58 

Strategic Goal 1—Strategic Objective 1.1 Part 3—Performance Reporting and Planning

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
Strategic Objective 1.2 

Conduct research on the International Space Station (ISS) to enable future 

space exploration, facilitate a commercial space economy, and advance the 

fundamental biological and physical sciences for the benefit of humanity. 

Lead Office

Human Exploration and Operations Mission Directorate (HEOMD) 

Goal Leader 

 

 

 

 

Greg Williams, Deputy for Policy and Management, HEOMD 

Contributing Programs 

Human Research, Human Space Flight Operations, International Space Station 

Budget for Strategic Objective 1.2 

Actual Enacted Requested Notional 

Budget Authority (in $ millions) FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 

Total Budget $3,220 -­ ­ $3,382 $3,554 $3,930 $4,115 $4,330 

Note: For explanation of budget table, please see the “How to Read the Strategic Review Information” section in the introduction to Part 3. 

Vision for Success in 10 Years 

NASA will advance benefits to humanity through research, enable a commercial demand-driven market in low Earth orbit, enable long-duration human 

spaceflight beyond low Earth orbit, and provide a basis for international exploration partnerships. 

Update of Progress Toward Strategic Objective 

The NASA 2014 Strategic Review found that: 

 The International Space Station (ISS) is the cornerstone of human exploration and operations. Both the life extension to 2024 and the commercial 

cargo successes facilitate increased availability of research opportunities. 

 Strategies are demonstrating success in achieving the strategic objective. 

 Challenges include: Utilizing ISS to its fullest capability; managing crew time as research demand grows; maintaining steady pace of 

resupply/return missions from commercial partners; and bringing commercial crew partners to a regular operational flight cadence.

 Opportunities include: A variety of new possible partnerships (commercial, interagency, international).

59

Strategic Goal 1—Strategic Objective 1.2 Performance Reporting and Planning 

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan
 

FY 2014 achievements included the following:

 The ISS achieved a milestone in early July 2014 of reaching 5,000 days of humans living and working aboard the station. 

 Two U.S.-developed commercial cargo delivery systems successfully delivered research and logistics hardware to the ISS. 

 Increased ISS facility occupancy and accomplished on-orbit research and technology development objectives. Utilization of the ISS broadened to

capitalize on the external unpressurized capabilities of the station. 

 The first Center for the Advancement of Science in Space (CASIS)-sponsored payloads were delivered to the ISS, successfully broadening space 

research on the national laboratory to include investigators outside the space community. 

 Highlighted achievements during FY 2014 are detailed in the NASA FY 2014 Agency Financial Report. 

Next Steps 

The ISS Program and its International Partners have completed reviews to ensure that the on-orbit infrastructure is certified to safely operate the ISS 

through at least 2024. In addition, NASA is on track to achieve the agency priority goal to “increase the utilization of the International Space Station 

internal and external research facility sites with science and technology payload hardware to 70 percent” by September 2015/ N!S! will continue working 

towards the goal of increasing utilization of the ISS by expanding the availability of crew time for research through efficiencies, and through future 

augmentation to seven crew, planned with the arrival of commercial crew capability in 2017. 

Additional details on the strategies for this strategic objective can be found in the NASA 2014 Strategic Plan. 

Next Steps in FY 2015 

• Maintain a safe and functional on-orbit platform. 

• Continue to expand the ISS on-orbit research program, including continuing to increase utilization of ISS internal and external research facilities. 

• Continue the commercial and International Partner cargo missions to resupply the ISS. 

60

Strategic Goal 1—Strategic Objective 1.2 Performance Reporting and Planning 

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
FY 2014 Performance Measures 

Strategic Objective 1.2: Conduct research on the International Space Station (ISS) to enable future space exploration, facilitate a commercial space economy, and 

advance the fundamental biological and physical sciences for the benefit of humanity. 

Performance Goal 1.2.1: 

Increase utilization of the 

International Space Station’s 

internal and external research 

facilities. (Agency Priority Goal) 

Performance Goal 1.2.2: 

Maintain capability for six onorbit crew members. 

Performance Goal 1.2.3: 

Advance engineering, 

technology, and science 

research. 

Performance Goal 1.2.4: Ensure 

vital assets are ready, available, 

and appropriately sized to 

conduct NASA’s Mission. 

Performance Goal 1.2.5: 

Conduct basic and applied 

biological and physical research 

to advance and sustain U.S. 

scientific expertise. 

Performance Goal 1.2.6: 

Provide cargo transportation to 

support on-orbit crew members 

and utilization. 

Annual Performance Indicators 

 ISS-14-4: Increase facility 

occupancy beyond the FY 

2013 baseline of 60 percent. 

 ISS-14-1: In concert with 

International Partners, 

maintain a continuous sixcrew capability on ISS by 

coordinating and managing 

resources, logistics, systems, 

and operational procedures. 

 ERD-14-1: Complete two 

space radiation national 

research campaigns at the 

NASA Space Radiation 

Laboratory at Brookhaven 

National Laboratory. 

 ISS-14-3: Accomplish a 

minimum of 90 percent of the 

on-orbit research and 

technology development 

objectives. 

 SFS-14-7: Appropriately size 

the astronaut corps to provide 

timely assignments based 

upon mission needs. 

 ISS-14-5: Complete all pre

flight activities and be ready 

to support the launch of the 

first flight with animals. 

 ISS-14-6: Conduct successful 

Critical Design Reviews (CDR) 

for four physical science 

payloads and a Preliminary 

Design Review (PDR) for the 

Cold Atom Laboratory in FY 

2014. 

 ISS-14-7: CASIS will release 

two Requests for Proposals, 

complete proposal evaluation, 

and select research projects 

for ISS execution in FY 2014. 

 ISS-14-8: Produce 450 peerreviewed publications from 

projects in human research, 

space biology, and physical 

sciences. 

­  ISS-14-2: Complete at least 

three flights by U.S.

developed cargo delivery 

systems, delivering research 

and logistics hardware to ISS. 

­

61

Strategic Goal 1—Strategic Objective 1.2 Performance Reporting and Planning

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan
Performance Goal Ratings for Strategic Objective 1.2, FY 2011 through FY 2014 

100% 

4 4 4 6 

2011 2012 

1.2 

2013 2014 

80% 

60% 

40% 

20% 

0% 

Annual Performance Indicator Ratings for Strategic Objective 1.2, FY 2009 

through FY 2014 

100% 

80% 

60% 

40% 

20% 

0% 

1 

3 3 5 6 

6 

10 

2009 2010 2011 

1.2 

2012 2013 2014 

Past fiscal years do not include annual performance indicators that do not trend to the current fiscal year annual performance indicators. 

62 

Strategic Goal 1—Strategic Objective 1.2 Performance Reporting and Planning 

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
 

 

 

 

 

 

 

	 

	 

	 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Increase utilization of the International Space Station’s internal and external research facilities. (Agency 

Priority Goal) 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

1.2.1 

Green 

Planned Future Performance 

This performance goal continues through FY 2015. 

Contributing Theme: International Space Station Contributing Program: International Space Station 

FY 2014 Performance Results 

In FY 2014, NASA made significant progress towards achieving this agency priority goal. The International Space Station (ISS) is on track to achieve its 

70 percent occupancy goal (also referred to as facility utilization) by the end of FY 2015. NASA measures facility utilization by combining the occupancy of 

internal research facility sites, the occupancy of external research facilities, and the use of available duty cycles of operational facilities. 

The ISS is a world-renowned laboratory that performs multidisciplinary research in science and technology. NASA is increasing the utilization of the ISS to 

conduct scientific research, for exploration-related technology development, and to foster commercial investment in space. Increasing facility utilization is 

a function of the demand for the use of ISS, which is driven by the funding of research by NASA, other government agencies, and the private sector; and 

the capacity of the laboratory to support research, which is determined by the infrastructure in orbit, the transportation system, and the crew availability. 

During FY 2014, the following research payloads were launched to the ISS: 

 On January 7, 2014, Orbital Sciences Corporation’s Orbital-1 launched with six CubeSats (i.e., miniaturized satellites for space research) and 

science resupply. 

 On April 18, 2014, Space Exploration Technologies Corporation’s (SpaceX’s) SpaceX-3 launched with two unpressurized payloads to be placed on 

the exterior of the ISS, the High Definition Earth Viewing (HDEV) camera and the Optical PAyload for Lasercomm Science (OPALS). 

 On July 12, 2014, Orbital-2 launched with more CubeSats and science resupply. 

 On July 29, 2014, the European Space Agency’s Automated Transfer Vehicle (ATV)-5 launched with two new facilities, a new handrail exposure 

facility and an electromagnetic levitator. 

	 On September 22, 2014, SpaceX-4 launched with the ISS-Rapid Scatterometer, designed to measure near-surface ocean wind speed and direction; 

new Rodent Research Hardware; and a three-dimensional printer, which is the first step towards establishing an on-demand machine shop in 

space. 

NASA continues to make progress towards this agency priority goal in FY 2015. On January 10, 2015, SpaceX-5 was launched to the ISS. Its payload 

included the new Cloud-Aerosol Transport System (CATS) external payload to study the atmospheric constituents that impact Earth’s climate. 

More detailed information on this agency priority goal is included in Part 2 of this document. 

63

Strategic Goal 1—Strategic Objective 1.2 Performance Reporting and Planning

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
- -

 

 

 

 

- - - - - - - -

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Increase facility occupancy beyond the FY 2013 baseline of 60 percent. No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

ISS-13-4 

Yellow 

ISS 14 4 

Green 

Planned Future Performance 

For FY 2015: ISS-15-1: Continue to increase facility occupancy to 70 percent. 

For FY 2016: No API this fiscal year 

Contributing Theme: International Space Station Contributing Program: International Space Station 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Maintain capability for six on-orbit crew members. 1.1.1.1 

Green 

1.1.1.1 

Green 

1.1.1.1 

Green 

1.2.2 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: International Space Station Contributing Program: International Space Station 

FY 2014 Performance Results 

The International Space Station (ISS) enables humanity to have an ongoing presence in space, and allows crew members to conduct scientific and 

technology research that could not be done anywhere else. As NASA prepares for the next great era of space exploration, extending humanity’s reach 

beyond low Earth orbit for long-term research and study of the Moon, Mars, asteroids, and other bodies across the solar system, the ISS is being used to 

conduct medical and microgravity experiments and to test the systems that will be required for long-durations missions. 

During FY 2014, NASA maintained a crew of six onboard the ISS, except during scheduled crew rotation periods. Crew members representing the United 

States, Russia, Japan, Canada, and Europe rotated every six months on the Russian Soyuz spacecraft. All of the required resupply flights, logistics, systems, 

and operational procedures continued to support a safe and effective ISS platform in space. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: In concert with International Partners, maintain a continuous six-crew capability on 

ISS by coordinating and managing resources, logistics, systems, and operational procedures. 

9ISS6 

Green 

10ISS07 

Green 

ISS 11 1 

Green 

ISS 12 1 

Green 

ISS 13 1 

Green 

ISS 14 1 

Green 

Planned Future Performance 

For FY 2015: ISS-15-2: In concert with International Partners, maintain a continuous six-crew capability on ISS by coordinating and managing resources, logistics, systems, and operational 

procedures. 

For FY 2016: ISS-16-2: In concert with International Partners, maintain a continuous six-crew capability on ISS by coordinating and managing resources, logistics, systems, and operational 

procedures. 

Contributing Theme: International Space Station Contributing Program: International Space Station 

64

Strategic Goal 1—Strategic Objective 1.2 Performance Reporting and Planning 

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan
 

 

 

 

 - - - - - - - -

Advance engineering, technology, and science research. 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014

1.1.2.1

Green 

1.1.2.1 

Green 

1.1.2.1 

Green 

1.2.3 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: International Space Station Contributing Program: International Space Station 

FY 2014 Performance Results 

During FY 2014, the International Space Station (ISS) supported a robust research and development program, allowing NASA to achieve all of its planned 

research objectives to advance engineering, technology, and scientific research. 

On June 17-19, 2014, the American Astronautical Society, in cooperation with NASA and the Center for the Advancement of Science in Space, held its third 

annual ISS Research and Development Conference in Chicago, IL. More than 300 scientists and technologists attended the conference, which focused on 

ISS discoveries, applications, and opportunities in microgravity, space and Earth science, enabling technologies, and science, technology, engineering, and 

mathematics education. The conference also included a presentation of awards for the Most Compelling Scientific and Technology Results from the ISS in 

2013. 

During FY 2014, the ISS Program completed two national research campaigns at the NASA Space Radiation Laboratory (NSRL) at Brookhaven National 

Laboratory, the first in November 2013 and the second in May 2014. As astronauts spend an increasing amount of time in space, they are exposed to 

more ionizing radiation. Ionizing radiation is harmful to human beings, and prolonged exposure may result in tumors, cancer, genetic defects in offspring, 

or death. NSRL is working to understand and mitigate the possible risks to astronauts of exposure to space radiation. This work is critical to ensure the 

safety of astronauts on long-duration missions beyond low Earth orbit. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Complete two space radiation national research campaigns at the NASA Space 

Radiation Laboratory at Brookhaven National Laboratory. 

No API this 

fiscal year 

No API this 

fiscal year 

ERD 11 4 

Green 

ERD 12 1 

Green 

ERD 13 1 

Green 

ERD 14 1 

Green 

Planned Future Performance 

For FY 2015: ERD-15-5: Begin ISS one-year mission joint U.S.-Russian research plan and initiate on-orbit research implementation. 

For FY 2016: ERD-16-5: Complete the U.S.-Russian joint human health and performance research project on the International Space Station one-year mission. 

Contributing Theme: Exploration Research and Development Contributing Program: Human Research 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014

For FY 2014: Accomplish a minimum of 90 percent of the on-orbit research and technology 

development objectives. 

No API this 

fiscal year 

No API this

fiscal year 

ISS -11 -5 ISS -12 -6 ISS -13 -3 ISS -14 -3 

Green Green Green Green 

Planned Future Performance 

For FY 2015: ISS-15-3: Accomplish a minimum of 90 percent of the on-orbit research and technology development objectives.

For FY 2016: ISS-16-3: Accomplish a minimum of 90 percent of the on-orbit research and technology development objectives.

Contributing Theme: International Space Station Contributing Program: International Space Station

65

Strategic Goal 1—Strategic Objective 1.2 Performance Reporting and Planning

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
 

 

 

 

 

 - -

 

 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Ensure vital assets are ready, available, and appropriately sized to conduct NASA’s Mission. 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

1.2.4 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Space and Flight Support Contributing Program: Human Space Flight Operations 

FY 2014 Performance Results 

In FY 2014, the astronaut corps was sized appropriately and met all mission needs and health standards. Six U.S. astronauts executed 100 percent of their 

planned on-orbit mission objectives, enabling over 12,000 on-orbit crew hours during six expedition missions to the International Space Station (ISS). 

In addition, NASA implemented refined crew qualification and selection criteria related to potential space-induced medical conditions, which is expected 

to increase the diversity of crew members eligible for longer mission assignments. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Appropriately size the astronaut corps to provide timely assignments based upon 

mission needs. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

SFS 14 7 

Green 

Planned Future Performance 

For FY 2015: SFS-15-1: Appropriately size the astronaut corps to provide timely assignments based upon mission needs. 

For FY 2016: SFS-16-1: Ensure the astronaut corps meets all mission-related training requirements and mission-related health standards. 

Contributing Theme: Space and Flight Support Contributing Program: Human Space Flight Operations 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Conduct basic and applied biological and physical research to advance and sustain U.S. scientific expertise. 1.1.2.2 

Green 

1.1.2.2 

Green 

1.1.2.2 

Green 

1.2.5 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: International Space Station Contributing Program: International Space Station 

FY 2014 Performance Results 

During FY 2014, NASA completed all of its annual performance indicators, demonstrating its focus on conducting basic scientific research aboard the 

International Space Station (ISS). Following are some of the major accomplishments in biological and physical research completed in FY 2014: 

66 

Strategic Goal 1—Strategic Objective 1.2 Performance Reporting and Planning 

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan
- - - - - - - -

	 

	 

	 

	 

	 

	 

	 

	 

	 On September 21, 2014, the Space Exploration Technologies Corporation (SpaceX) launched SpaceX-4 to the ISS. The payload included the 20 mice 

needed for the Rodent Research Hardware and Operations Validation (Rodent Research-1) investigation, a prolonged biological study of the

effects of microgravity on animals.

	 During FY 2014, NASA completed four Critical Design Reviews (CDRs). The CDR is a significant review that demonstrates that a design is mature

enough for production. The CDRs were completed on the following experiments: 

1.	 Advanced Combustion via Microgravity Experiments (ACME). ACME is intended to improve efficiency, reduce pollutants, and prevent fires, 

especially for spacecraft, of advanced combustion systems. 

2.	 Advanced Colloids Experiment-Heated (ACE-H). Colloidal mixtures, which are small particles suspended in a fluid, are found in everyday 

household products, fuels, and foods. ACE-H will examine how heat affects the composition of colloidal mixtures. Colloidal mixtures may 

become the building blocks of future new materials. 

3.	 Observation and Analysis of Smectic Islands in Space (OASIS). OASIS will use a microgravity environment to advance the understanding of 

the physics of complex fluids. 

4.	 Packed Bed Reactor Experiment (PBRE). The packed bed reactor is a critical component of the leading water reclamation and air 

revitalization technologies used in life-support systems. PBRE will examine how a reduced gravity environment affects the performance 

and reliability of the reactors. 

	 In March 2014, NASA completed the Preliminary Design Review (PDR) for the Cold Atom Laboratory (CAL). The PDR ensures that the designs and 

systems selected are appropriate to the program’s needs, that the risks have been assessed, and that the estimated cost and schedule baselines 

are acceptable. CAL will be a facility aboard the ISS for the study of ultra-cold quantum gases in microgravity, enabling research in an environment 

that is inaccessible to Earth-based laboratories. 

	 The Center for the Advancement of Science in Space (CASIS) released three Requests for Proposals, including remote sensing, materials science,

and enabling technologies. The solicitations are intended to expand the use of the ISS by public and private organizations other than NASA.

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Complete all pre-flight activities and be ready to support the launch of the first flight 

with animals. 

9AC3 

Green 

10AC03 

Green 

ERD 11 1 

Green 

ISS 12 7 

Green 

ISS 13 6 

Green 

ISS 14 5 

Green 

Planned Future Performance 

For FY 2015: ISS-15-4: Carry out the first NASA Research Announcement-selected rodent research in the Rodent Research-2 project. 

For FY 2016: ISS-16-4: Carry out the NASA Research Announcement-selected research in the Rodent Research-3 project. 

Contributing Theme: International Space Station Contributing Program: International Space Station 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014

For FY 2014: Conduct successful Critical Design Reviews (CDR) for four physical science payloads 

and a Preliminary Design Review (PDR) for the Cold Atom Laboratory in FY 2014. 

9AC2 

Green 

10AC02 

Green 

ERD -11 -3 

Green 

ISS -12 -9 

Green 

ISS -13 -8 

Green

ISS -14 -6 

Green 

Planned Future Performance 

For FY 2015: ISS-15-5: Launch three physical science research payloads to ISS; select investigators and conduct the Pre-Ship Review for the Cold Atom Laboratory. 

For FY 2016: ISS-16-5: Deliver to the International Space Station the Advanced Combustion via Microgravity Experiments module to conduct research focused on developing combustion 

technology. 

Contributing Theme: International Space Station Contributing Program: International Space Station

67

Strategic Goal 1—Strategic Objective 1.2 Performance Reporting and Planning

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
- -

 

 

- -

 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: CASIS will release two Requests for Proposals, complete proposal evaluation, and 

select research projects for ISS execution in FY 2014. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

ISS 14 7 

Green 

Planned Future Performance 

For FY 2015: ISS-15-6: Through the Center for the Advancement of Science in Space (CASIS) cooperative agreement, release two Requests for Proposal, complete proposal evaluation, and 

select research projects for International Space Station execution in FY 2015. 

For FY 2016: ISS-16-6: Through the Center for the Advancement of Science in Space (CASIS) cooperative agreement, release two Requests for Proposal, complete proposal evaluation, and 

select research projects for International Space Station execution in FY 2016. 

Contributing Theme: International Space Station Contributing Program: International Space Station 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Produce 450 peer-reviewed publications from projects in human research, space 

biology, and physical sciences. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

ISS 14 8 

Green 

Planned Future Performance 

For FY 2015: ISS-15-7: Produce 500 peer-reviewed publications from projects in human research, space biology, and physical sciences. 

For FY 2016: ISS-16-7: Produce 500 peer-reviewed publications from projects in human research, space biology, and physical sciences. 

Contributing Theme: International Space Station Contributing Program: International Space Station 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Does not trend to FY 2014. No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year None 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: ISS-16-9: Complete the data collection for the International Space Station Identical Twins Study, designed to better understand human genetic expression changes during 

spaceflight. 

Contributing Theme: International Space Station Contributing Program: International Space Station 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Provide cargo transportation to support on-orbit crew members and utilization. 1.1.1.3 

Green 

1.1.1.3 

Green 

1.1.1.3 

Green 

1.2.6 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: International Space Station Contributing Program: International Space Station 

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- - - - - -

 

FY 2014 Performance Results 

During FY 2014, NASA continued to provide cargo transportation to the International Space Station (ISS), fully supporting on-orbit crew operations 

through agreements with foreign partners and U.S. commercial providers. Cargo transportation was provided by the Russian Federation’s Progress 

expendable cargo spacecraft, the European Space Agency’s (ESA’s) Automated Transfer Vehicle (ATV), the Space Exploration Technologies Corporation’s 

(SpaceX’s) Dragon spacecraft, and the Orbital Sciences Corporation’s Cygnus automated cargo spacecraft. 

In FY 2014, U.S. commercial providers completed four cargo flights to the ISS:

 In January 2014, the Orbital Science Corporation’s first Commercial Resupply Services (CRS) flight, Orbital CRS-1, berthed with the ISS, delivering

1,465 kilograms of supplies, including research resupply, crew provisions, vehicle hardware, and spare parts. 

 In April 2014, SpaceX’s third CRS flight, SpaceX CRS-3, berthed with the ISS. SpaceX-3 CRS-3 carried 2,253 kilograms of supplies, including research

resupply, crew supplies, vehicle hardware, and spare parts.

 In July 2014, Orbital’s CRS-2 flight berthed with the ISS, delivering 1,600 kilograms of supplies. This included research resupply, crew provisions,

food, vehicle hardware, and spare parts. 

 In September 2014, SpaceX’s CRS-4 flight delivered 2,216 kilograms of supplies, including research resupply, crew provisions, food, vehicle

hardware, and spare parts. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Complete at least three flights by U.S.-developed cargo delivery systems, delivering 

research and logistics hardware to ISS. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

ISS 12 3 

Green 

ISS 13 2 

Green 

ISS 14 2 

Green 

Planned Future Performance 

For FY 2015: ISS-15-8: Complete at least three flights by U.S.-developed cargo delivery systems, delivering research and logistics hardware to ISS. 

For FY 2016: ISS-16-8: Complete at least three flights, delivering research and logistics hardware to the ISS, by U.S.-developed cargo delivery systems. 

Contributing Theme: International Space Station Contributing Program: International Space Station 

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Strategic Objective 1.3 

Facilitate and utilize U.S. commercial capabilities to deliver cargo and crew 

to space. 

Lead Office

 

 

 

	 

Human Exploration and Operations Mission Directorate (HEOMD)	 

Goal Leader 

Phil McAlister, Division Director, Commercial Spaceflight Development 

Division 

	 

	 

Contributing Programs 

Commercial Crew 

Budget for Strategic Objective 1.3 

Actual Enacted Requested Notional 

Budget Authority (in $ millions) FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 

Total Budget $696 -­ ­ $1,244 $1,185 $732 $173 $1 

Note: For explanation of budget table, please see the “How to Read the Strategic Review Information” section in the introduction to Part 3. 

Vision for Success in 10 Years 

NASA will have the ability to utilize U.S. commercial space transportation capabilities to provide safe, reliable, and cost effective access to and from low 

Earth orbit and the International Space Station (ISS) for crew and cargo. 

Update of Progress Toward Strategic Objective 

The NASA 2014 Strategic Review found that: 

 Strategies are demonstrating success in achieving this strategic objective. 

 Recent past performance of commercial cargo demonstrates several significant achievements. 

 NASA’s primary challenges are adequate budget availability and phasing of budget to maximize competition as NASA moves forward into the n

Design, Develop, Test and Evaluate (DDT&E) and certification. 

ew 

FY 2014 achievements included the following: 

 The Commercial Crew Certification Products Contracts were completed.

 The Commercial Crew Transportation Capability (CCtCAP) contracts were awarded.

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 The final Commercial Orbital Transportation Services (COTS) demonstration flight to the ISS was completed in October 2013.
 

 Highlighted achievements during FY 2014 are detailed in the NASA FY 2014 Agency Financial Report.
 

Next Steps 

NASA is on track to achieve the agency priority goal by September 2015. “the Commercial Crew Program will complete the first phase of certification 

efforts with Commercial Crew Transportation partners, and will make measurable progress toward the second certification phase with industry partners 

while maintaining competition/” 

Additional details on the strategies for this strategic objective can be found in the NASA 2014 Strategic Plan. 

Next Steps in FY 2015 

 NASA will continue monitoring partner milestone progress based on CCtCap contract content.

FY 2014 Performance Measures 

Strategic Objective 1.3: Facilitate and utilize U.S. commercial capabilities to deliver cargo and crew to space. 

Performance Goal 1.3.1: Facilitate the development of and certify U.S. industry-based crew 

transportation systems while maintaining competition. (Agency Priority Goal) 

Performance Goal 1.3.2: Invest financial and technical resources to stimulate efforts within the private 

sector to develop and demonstrate safe, reliable, and cost-effective space transportation capabilities. 

Annual Performance Indicators 

 CS-14-1: Complete the Commercial Crew Certification Products Contracts. 

 CS-14-2: Award the second phase Commercial Crew Transportation System certification contracts. 

 CS-14-4: Conduct Commercial Orbital Transportation Services (COTS) demonstration flight to ISS. 

 CS-14-5: Complete the evaluation of the Commercial Crew Transportation Capability (CCtCap) 

proposals and begin contract operations while maintaining competition. 

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Performance Goal Ratings for Strategic Objective 1.3, FY 2011 through FY 2014 

100% 

1 1 1 2 

2011 2012 

1.3 

2013 2014 

80% 

60% 

40% 

20% 

0% 

Annual Performance Indicator Ratings for Strategic Objective 1.3, FY 2009 

through FY 2014 

100% 

80% 

60% 

40% 

20% 

0% 

1 

1 1 1 2 

1 

2009 2010 2011 

1.3 

2012 2013 2014 

4 

Past fiscal years do not include annual performance indicators that do not trend to the current fiscal year annual performance indicators. 

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- - - -

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Facilitate the development of and certify U.S. industry-based crew transportation systems while 

maintaining competition. (Agency Priority Goal) 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

1.3.1 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Commercial Spaceflight Contributing Program: Commercial Crew 

FY 2014 Performance Results 

The NASA Commercial Crew Program is facilitating the development of U.S. commercial crew space transportation capabilities, with the goal of achieving 

safe, reliable, and cost-effective access to and from low Earth orbit and the International Space Station (ISS). Enabling a U.S. industry-based capability can 

facilitate the development of a commercial market, providing new high-technology jobs and reducing the cost of human access to space. 

In FY 2012, NASA initiated the first phase of crew transportation systems certification by awarding Certification Products Contracts (CPCs) to the Boeing 

Company, Sierra Nevada Corporation, and Space Exploration Technologies Corporation (SpaceX). Under the CPCs, the commercial partners worked with 

NASA to develop products that meet the Agency’s flight safety and performance requirements and specifications. This included the certification across all 

aspects of the integrated system, including the spacecraft, launch vehicle, and ground and mission operations. In June 2014, NASA finalized and closed out 

the CPCs with its three commercial partners. 

The second phase of certification reached a major milestone on September 16, 2014, when NASA awarded Commercial Crew Transportation Capability 

(CCtCap) contracts to the Boeing Company and SpaceX to transport U.S. crews to and from the ISS by 2017. The contracts include at least one crewed 

flight test per company, with at least one NASA astronaut on board to verify that the fully integrated rocket and spacecraft system can launch, maneuver 

in orbit, and dock to the ISS, as well as to validate that all systems perform as expected. Once each company’s test program has been completed 

successfully and its system achieves NASA certification, each contractor will conduct at least two, and as many as six, crewed missions to the ISS. 

More detailed information on this agency priority goal is included in Part 2 of this document. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Complete the Commercial Crew Certification Products Contracts. 9CS9 

Yellow 

10CS07 

Yellow 

CS-11-2 

Yellow 

No API this 

fiscal year 

CS 13 1 

Green 

CS 14 1 

Green 

Planned Future Performance 

For FY 2015: CS-15-1: Continue monitoring partner milestone progress based on Commercial Crew transportation Capability (CCtCap) contract content. 

For FY 2016: CS-16-1: Continue monitoring partner milestone progress based on Commercial Crew transportation Capability (CCtCap) contract content. 

Contributing Theme: Commercial Spaceflight Contributing Program: Commercial Crew 

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Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014

For FY 2014: Award the second phase Commercial Crew Transportation System certification

contracts. 

No API this

fiscal year 

No API this 

fiscal year 

CS -11 -4 

Green 

CS -12 -1

Green 

CS -13 -2

Green

CS -14 -2

Green 

Planned Future Performance

For FY 2015: CS-15-2: Continue monitoring partner milestone progress based on agreement content. 

For FY 2016: No API this fiscal year 

Contributing Theme: Commercial Spaceflight Contributing Program: Commercial Crew

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Invest financial and technical resources to stimulate efforts within the private sector to develop and 

demonstrate safe, reliable, and cost-effective space transportation capabilities. 

1.2.1.1 

Green 

1.2.1.1 

Green 

1.2.1.1 

Green 

1.3.2 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Commercial Spaceflight Contributing Program: Commercial Crew 

FY 2014 Performance Results 

The NASA Commercial Crew Program is working with multiple U.S. companies that are designing and developing transportation capabilities to and from 

low Earth orbit and the International Space Station (ISS). By supporting the development by the private sector of human spaceflight capabilities, NASA is 

laying the foundation for future commercial transportation capabilities. 

In March 2014, NASA solicited proposals from U.S. private enterprises to collaboratively develop new commercial space capabilities under its 

Collaborations for Commercial Space Capabilities (CCSC) initiative. The CCSC initiative will advance entrepreneurial efforts by giving private enterprises 

access to NASA’s spaceflight resources. Using Space Act Agreements, NASA and its partners will agree to a series of mutually beneficial activities. The 

partnerships will have no exchange of funds, and each party will bear the cost of its participation. NASA’s contributions through resulting Space Act 

Agreements could include technical expertise, assessments, lessons learned, technologies, and data. At the end of FY 2014, NASA was assessing the 

proposals submitted by industries for the CCSC effort. 

CCSC is only one of several NASA partnership initiatives with the commercial space industry. For example, during FY 2014, the Commercial Crew Program 

also coordinated the Certification Products Contracts and Commercial Crew Transportation Capability contracts. This work is described in the FY 2014 

Performance Results for Performance Goal 1.3.1. The Commercial Crew Program completed all work planned for FY 2014 for these contracts on schedule 

while maintaining competition. 

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Strategic Goal 1—Strategic Objective 1.3 Part 3—Performance Reporting and Planning 

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
- -

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Conduct Commercial Orbital Transportation Services (COTS) demonstration flight to 

ISS. 

No API this 

fiscal year 

No API this

fiscal year 

No API this

fiscal year 

No API this

fiscal year 

No API this 

fiscal year 

CS -14 -4 

Green 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: No API this fiscal year 

Contributing Theme: Commercial Spaceflight Contributing Program: Commercial Crew

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Complete the evaluation of the Commercial Crew Transportation Capability (CCtCAP) 

proposals and begin contract operations while maintaining competition. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

CS 14 5 

Green 

Planned Future Performance 

For FY 2015: CS-15-3: Continue monitoring partner milestone progress based on agreement content. 

For FY 2016: CS-16-2: Continue monitoring partner milestone progress based on agreement content. 

Contributing Theme: Commercial Spaceflight Contributing Program: Commercial Crew 

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Strategic Objective 1.4 

Understand the Sun and its interactions with Earth and the solar system, 

including space weather. 

Lead Office

Heliophysics Division, Science Mission Directorate 

Goal Leader 

Dr. Jeffrey Newmark, Interim Director, Heliophysics Division 

Contributing Programs 

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

Budget for Strategic Objective 1.4 

Actual Enacted Requested Notional 

Budget Authority (in $ millions) FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 

Total Budget $641 -­ ­ $651 $685 $698 $708 $722 

Note: For explanation of budget table, please see the “How to Read the Strategic Review Information” section in the introduction to Part 3. 

Vision for Success in 10 Years 

Further understanding of what causes the Sun to vary, how do the geospace, planetary space environments, and the heliosphere respond, and what are 

the impacts on humanity. 

Update of Progress Toward Strategic Objective 

NASA, in consultation with the Office of Management and Budget, has determined that performance toward this strategic objective is making noteworthy 

progress. 

The NASA 2014 Strategic Review found that: 

 Noteworthy progress is demonstrated by performance, cost, and schedule meeting planned progress, scientific achievements, and clear strategie

being in place for continued success. 

s 

 Appropriate and sufficient strategies are in place to achieve the strategic objective. 

 The Heliophysics flight program has demonstrated satisfactory cost and schedule performance.

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Strategic Goal 1—Strategic Objective 1.4 Part 3—Performance Reporting and Planning

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	 Risks and challenges have been identified and are being addressed appropriately; the division is taking advantage of a range of opportunities such 

as hosting a payload on a commercial communications satellite or Department of Defense spacecraft. The Heliophysics Division faces all the 

challenges articulated in the NASA 2014 Science Plan, Chapter 3.3. 

 The October 2013 government shutdown contributed to cost growth and schedule delays for the Magnetospheric Multiscale (MMS) mission. 

FY 2014 achievements include the following: 

	 On March 26, 2014, the Van Allen Probes mission achieved mission success. 

	 NASA’s Interface Region Imaging Spectrograph (IRIS) spacecraft observed the low level of the Sun’s atmosphere, a constantly moving area called 

the interface region, in better detail than has ever been achieved before. 

	 The MMS mission completed all observatory environmental testing. 

	 The NASA instruments (Heavy Ion Sensor and Heliospheric Imager) for Solar Orbiter successfully completed Critical Design Review. 

	 Solar Probe Plus (SPP) will be the first mission to fly into the Sun’s atmosphere, or corona. SPP successfully completed Preliminary Design Review 

and was confirmed to enter into development. 

	 NASA’s Voyager 1 spacecraft officially became the first human-made object to venture into interstellar space. 

 Highlighted achievements during FY 2014 are detailed in the NASA FY 2014 Agency Financial Report. 

Next Steps 

NASA has instituted several process improvements designed to achieve greater insight into project performance including contractor cost performance. 

Specifically, NASA has enhanced project formulation by clarifying expected project maturities, instituting Formulation Agreements, implementing Joint 

Confidence Levels, establishing tools to provide schedule health checks, and requiring the use of Earned Value Management, a project management 

technique, on projects with a life-cycle cost estimate greater than $20 million, including in-house development work. 

Additional details on the strategies for this strategic objective can be found in the NASA 2014 Strategic Plan. 

Next Steps in FY 2015 

•		 Fund operating heliophysics missions in accordance with the 2013 Senior Review results. 

•		 Prepare for launch of the MMS mission in FY 2015. 

•		 Continue development of SPP and Solar Orbiter. 

•		 Conduct Key Decision Point (KDP)-Cs for the Ionospheric Connection Explorer (ICON) and the Global-scale Observations of the Limb and Disk 

(GOLD) mission. 

•		 Work with the National Oceanic and Atmospheric Administration (NOAA) and other agencies to ensure that agency responsibilities and activities 

related to space weather are clear, well-coordinated, and synergistic. 

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FY 2014 Performance Measures 

Strategic Objective 1.4: Understand the Sun and its interactions with Earth and the solar system, including space weather. 

Performance Goal 1.4.1: Demonstrate progress in 

exploring the physical processes in the space 

environment from the Sun to Earth and 

throughout the solar system. 

Performance Goal 1.4.2: Demonstrate progress in 

advancing understanding of the connections that 

link the Sun, Earth and planetary space 

environments, and the outer reaches of the solar 

system. 

Performance Goal 1.4.3: Demonstrate progress in 

developing the knowledge and capability to 

detect and predict extreme conditions in space to 

protect life and society and to safeguard human 

and robotic explorers beyond Earth. 

Performance Goal 1.4.4: By December 2017, 

launch two missions in support of Strategic 

Objective 1.4. 

Annual Performance Indicators 

 HE-14-1: Demonstrate planned progress in 

exploring the physical processes in the space 

environment from the Sun to Earth and 

throughout the solar system. 

 HE-14-2: Complete mission success criteria for 

the Van Allen Probes mission. 

 HE-14-4: Demonstrate planned progress in 

advancing understanding of the connections 

that link the Sun, Earth and planetary space 

environments, and the outer reaches of the 

solar system. 

 HE-14-7: Demonstrate planned progress in 

developing the knowledge and capability to 

detect and predict extreme conditions in space 

to protect life and society and to safeguard 

human and robotic explorers beyond Earth. 

 HE-14-3: Complete Magnetospheric Multiscale 

(MMS) Observatory #4 Environmental Test. 

 HE-14-5: Complete Solar Orbiter Collaboration 

Heavy Ion Sensor (HIS) Instrument Critical 

Design Review (CDR). 

 HE-14-6: Complete Solar Probe Plus (SPP) 

Preliminary Design Review (PDR). 

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Strategic Goal 1—Strategic Objective 1.4 Part 3—Performance Reporting and Planning 

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Performance Goal Ratings for Strategic Objective 1.4, FY 2011 through FY 2014 

100% 

3 3 3 4 

2011 2012 

1.4 

2013 2014 

80% 

60% 

40% 

20% 

0% 

Annual Performance Indicator Ratings for Strategic Objective 1.4, FY 2009 

through FY 2014 

100% 

80% 

60% 

40% 

20% 

0% 

4 5 4 4 5 

2009 2010 2011 

1.4 

2012 2013 2014 

7 

Past fiscal years do not include annual performance indicators that do not trend to the current fiscal year annual performance indicators. 

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Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Demonstrate progress in exploring the physical processes in the space environment from the Sun to Earth 

and throughout the solar system. 

2.2.1.1 

Green 

2.2.1.1 

Green 

2.2.1.1 

Green 

1.4.1 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Heliophysics Contributing Program: Multiple Programs 

FY 2014 Performance Results 

The Heliophysics Subcommittee of the NASA Advisory Council Science Committee determined in September 2014 that NASA remained on track in its 

annual performance supporting achievement of this performance goal. Below are some of the achievements contributing to the fiscal year’s progress. 

Van Allen Probes Declared a Success 

On March 26, 2014, NASA declared the Van Allen Probes mission, designed to explore and unlock the mysteries of Earth’s radiation belts, an official 

success. This certification comes less than 19 months into the two-year primary mission of the twin spacecraft. This means the Van Allen Probes mission 

has met and surpassed its requirements for scientific instrument performance, mission operations, and scientific progress needed to achieve mission 

success. 

Sounding Rocket Observes Coronal Heating 

The Sun has four outer layers: the photosphere, chromosphere, transition region, and corona. The outermost layer, the corona, is much hotter than the 

others, with a temperature of over two million degrees Fahrenheit. Scientists find this phenomenon counterintuitive; they expect the layers to become 

cooler the farther they are from the surface of the sun. Data from a NASA sounding rocket have provided insight into the mechanisms that make the 

corona so hot. 

The data were obtained by NASA’s Extreme Ultraviolet Normal Incidence Spectrograph (EUNIS)-13 sounding rocket, which found the presence of 

pervasive faint high-temperature plasma (charged particles) in the corona. Scientists believe this plasma is due to small-scale heating events called 

nanoflares. These nanoflares occur within strands that form coronal loops, the building blocks of the corona. Models predicted that heating events occur 

on individual strands. Each of these heating events raises the strand plasma to temperatures of more than 18 million degrees. Previously, however, 

spacecraft have had difficulty observing these heating events. Using a very sensitive spectrograph, EUNIS-13 observed that the heating events behaved 

exactly as predicted by the nanoflare model, perhaps providing the “smoking gun” that confirms this theory. 

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- - - - - - - -

 

- -

 

Connections Between Earth’s Lower Atmosphere and Near Space Environment 

New data from the Aeronomy of Ice in the Mesosphere (AIM) spacecraft are the first to show the teleconnections in Earth’s atmosphere that stretch from 

the North Pole to the South Pole and back again. Through these two-way connections, winter weather at Earth’s surface in one hemisphere might be a 

harbinger of weather in the summer polar mesosphere in the other hemisphere. 

When northern stratospheric winds slow down, they affect the southern mesosphere, which becomes warmer and drier. There also will be fewer 

noctilucent clouds, Earth’s highest clouds. When the northern stratospheric winds speed up, the southern mesosphere becomes colder and wetter, and 

icy noctilucent clouds become more abundant. These complex interactions between atmospheric winds and waves produce what is called the 

stratospheric polar vortex, which leads to cold air outbreaks at the ground level. AIM data also show that the ripple effect takes about two weeks to affect 

the noctilucent clouds. This is likely how long it takes for changes to propagate through three layers of atmosphere (troposphere, stratosphere, and 

mesosphere) and from pole to pole. Surface temperatures in the United States from the Midwest to the Northeast during the bitter cold snaps in winter 

2013-2014 and lagged noctilucent cloud frequencies correlate with wave activity in the stratosphere, the presumed forcing that led to both phenomena. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Demonstrate planned progress in exploring the physical processes in the space 

environment from the Sun to Earth and throughout the solar system. 

9HE1 

Green 

10HE01 

Green 

HE 11 1 

Green 

HE 12 1 

Green 

HE 13 1 

Green 

HE 14 1 

Green 

Planned Future Performance 

For FY 2015: HE-15-1: Demonstrate planned progress in exploring the physical processes in the space environment from the Sun to Earth and throughout the solar system. 

For FY 2016: HE-16-1: Demonstrate planned progress in exploring the physical processes in the space environment from the Sun to Earth and throughout the solar system. 

Contributing Theme: Heliophysics Contributing Program: Multiple Programs 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Complete mission success criteria for the Van Allen Probes mission. No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

HE 14 2 

Green 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: No API this fiscal year 

Contributing Theme: Heliophysics Contributing Program: Living with a Star 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Demonstrate progress in advancing understanding of the connections that link the Sun, Earth and 

planetary space environments, and the outer reaches of the solar system. 

2.2.2.1 

Green 

2.2.2.1 

Green 

2.2.2.1 

Green 

1.4.2 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Heliophysics Contributing Program: Multiple Programs 

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FY 2014 Performance Results 

The Heliophysics Subcommittee of the NASA Advisory Council Science Committee determined in September 2014 that NASA remained on track in its 

annual performance supporting achievement of this performance goal. 

Heliophysics System Observatory Tracks Energy Through Near-Earth Space 

NASA scientists used data from the Heliophysics System Observatory to track the journey solar energetic particles take as they explode from the Sun and 

hurtle around Earth’s magnetosphere. 

Like Earth, the Sun also generates a magnetic field, created by flows of hot plasma that change shape and intensity much faster than Earth’s. Scientists 

reconstructed the full three-dimensional magnetic field and total energy emitted from active regions in the solar photosphere (the visible surface of the 

Sun) using surface magnetic field and extreme-ultraviolet measurements from NASA’s Solar Dynamics Observatory (SDO). As the magnetic field is 

propelled outward from the Sun, part of it is re-arranged and its energy impulsively accelerates solar energetic particles outward into the solar system. 

Scientists thought such impulsive solar energetic particle acceleration events were isolated to large events. However, recent Solar TErrestrial RElations 

Observatory (STEREO), Solar and Heliospheric Observatory (SOHO), Hinode, and SDO observations showed that these events happen, at low levels, nearly 

all the time. These events may be brief and relatively localized, but they have a major effect. The injected solar energetic particles permeate the inner 

heliosphere (which falls between Earth and the Sun) and can be further accelerated to extremely high energies by interplanetary shocks ahead of coronal 

mass ejections, bubbles of gas and magnetic fields that explode from the outer atmosphere of the Sun. The emergent solar magnetic field also can affect 

geospace significantly as it passes by Earth. It compresses the magnetosphere, imparting magnetic energy into Earth’s magnetized space environment that 

is then internally transformed to particle heating and acceleration. NASA’s Two Wide-angle Imaging Neutral-atom Spectrometers (TWINS) mission has 

recently revealed that the properties of the solar driver are well imprinted on the heated ions in the inner magnetosphere. 

IBEX and Voyager Help Paint an Evolving Picture of the Solar System’s Boundaries 

The Sun is surrounded by the heliosphere, a bubble of charged particles that extends far beyond the outer planets. The heliosphere is formed as the 

constant stream of particles from the Sun’s solar wind flows outward in all directions until it slows down to balance the pressure from interstellar winds. 

In 2009, scientists reported that NASA’s Interstellar Boundary Explorer (IBEX), which studies this distant boundary region from Earth’s orbit, had detected 

a ribbon along the heliospheric boundary streaming energetic neutral atoms toward IBEX. Observations from the past five years have allowed scientists to 

build a new computer model of the orientation of the interstellar magnetic field draping around the heliosphere. The model shows a magnetic field that is 

nearly perpendicular to the motion of the solar system through the galaxy. This accounted for the uneven distribution of cosmic rays observed at Earth, 

where more cosmic rays arrive from the upwind direction. The model also suggests that the boundary that separates solar and interstellar plasmas, known 

as the heliopause, is very long, maybe two trillion miles in the downwind direction, and that the direction of the magnetic field beyond this boundary is 

quite different when compared to that observed by Voyager 1. NASA’s Voyager 1 spacecraft entered this complex boundary region in 2004, where it 

collected data until it crossed into interstellar space in 2012. Though puzzling, these new results also provide important clues to the ways in which highenergy cosmic rays enter the solar system and reach Earth. 

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Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Demonstrate planned progress in advancing understanding of the connections that 

link the Sun, Earth and planetary space environments, and the outer reaches of the solar system. 

9HE6 

Green 

10HE06 

Green 

HE -11 -4

Green 

HE -12 -4 

Green 

HE -13 -4 

Green 

HE -14 -4 

Green 

Planned Future Performance 

For FY 2015: HE-15-2: Demonstrate planned progress in advancing understanding of the connections that link the Sun, Earth and planetary space environments, and the outer reaches of 

the solar system. 

For FY 2016: HE-16-2: Demonstrate planned progress in advancing understanding of the connections that link the Sun, Earth and planetary space environments, and the outer reaches of 

the solar system. 

Contributing Theme: Heliophysics Contributing Program: Multiple Programs 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Demonstrate progress in developing the knowledge and capability to detect and predict extreme 

conditions in space to protect life and society and to safeguard human and robotic explorers beyond Earth. 

2.2.3.1 

Green 

2.2.3.1 

Green 

2.2.3.1 

Green 

1.4.3 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Heliophysics Contributing Program: Multiple Programs 

FY 2014 Performance Results 

The Heliophysics Subcommittee of the NASA Advisory Council Science Committee determined in September 2014 that NASA remained on track in its 

annual performance supporting achievement of this performance goal. Below are some of the achievements contributing to the fiscal year’s progress. 

Prolonged Solar Minimum Could Mean Increase in Galactic Cosmic Ray Intensities Near Earth 

Sunspot activity increases and decreases throughout the Sun’s 11-year cycles. The peak of the Sun’s activity, known as solar maximum, is associated with 

more extreme solar activity, while solar minimum is a time of few sunspots. The last solar minimum, which began around 2008, was especially low, and 

protracted, and was followed by the current weak solar maximum. Using long term records of sunspot numbers, scientists have developed models to help 

them predict solar weather conditions in future cycles. 

During the last solar minimum, spacecraft in NASA’s Heliophysics System Observatory (HSO) observed the solar wind decline in speed, density, and 

temperature, and the heliospheric magnetic field weaken. Data also showed that as the heliospheric magnetic field weakened, galactic cosmic ray (highenergy particles from outside the solar system) intensities increased. In 2009, when the Sun was persistently quiet, galactic cosmic ray intensities were 

greater than ever before in the space age. Recently developed models show that a long declining trend may extend into future solar cycles. Two important 

implications are that the sunspot number and level of solar activity is expected to continue to decline, but galactic cosmic rays could increase significantly, 

posing a threat to human and robotic systems in space. 

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- - - - - - - -

Magnetosphere Protects Earth from Space Weather Events 

Observations have illustrated how the magnetic bubble surrounding Earth, the magnetosphere, helps deflect the impact of solar coronal mass ejections. 

Coronal mass ejections, bubbles of gas and magnetic fields that explode from the outer atmosphere of the Sun, hurl magnetized particles into space. 

When coronal mass ejections from the Sun impact Earth they first encounter Earth’s magnetic field at the outer boundary of the magnetosphere, known 

as the magnetopause. Matter and energy can cross the boundary into the magnetopause through the process of magnetic reconnection, where magnetic 

field lines disconnect and reconnect, releasing a burst of energy that can heat and accelerate particles. 

On January 17, 2013, a coronal mass ejection impacted Earth, causing a modest magnetic storm and enhancing magnetospheric circulation. Using a 

network of ground-based Global Positioning System (GPS) receivers, researchers saw the cool dense plasma surrounding Earth in the region known as the 

plasmasphere be picked up by this enhanced circulation and swept outward towards the magnetopause. NASA’s three Time History of Events and 

Macroscale Interactions during Substorms (THEMIS) spacecraft, which were about to cross the magnetopause, were engulfed by this cool, dense plasma. 

As each of the spacecraft crossed the magnetopause, they observed the characteristic signatures of magnetic reconnection; however, the reconnection 

rate was slowed by the presence of the cool dense plasma. GPS receivers on the ground observed the plasma, once it was on reconnected magnetic field 

lines, join the flow away from the Sun. These multipoint observations illustrate how the magnetosphere can self-regulate and confirm results of model 

simulations of the role of the plasmasphere in magnetospheric circulation. These models also are significantly improving scientists’ ability to forecast 

space weather events. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Demonstrate planned progress in developing the knowledge and capability to detect 

and predict extreme conditions in space to protect life and society and to safeguard human and 

robotic explorers beyond Earth. 

9HE8 

Green 

10HE08 

Green 

HE 11 5 

Green 

HE 12 5 

Green 

HE 13 5 

Green 

HE 14 7 

Green 

Planned Future Performance 

For FY 2015: HE-15-3: Demonstrate planned progress in developing the knowledge and capability to detect and predict extreme conditions in space to protect life and society and to 

safeguard human and robotic explorers beyond Earth. 

For FY 2016: HE-16-3: Demonstrate planned progress in developing the knowledge and capability to detect and predict extreme conditions in space to protect life and society and to 

safeguard human and robotic explorers beyond Earth. 

Contributing Theme: Heliophysics Contributing Program: Multiple Programs 

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- - - - - - - -

- - - -

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014

1.4.4 

Green 

Planned Future Performance

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

By December 2017, launch two missions in support of Strategic Objective 1.4. 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Heliophysics Contributing Program: Multiple Programs 

FY 2014 Performance Results 

NASA remains on track to achieve this performance goal by making progress toward launching two Heliophysics missions, Magnetospheric Multiscale 

(MMS) mission and the Ionospheric Connection Explorer (ICON). 

In April 2014, engineers at Goddard Space Flight Center began testing all four MMS spacecraft to ensure that they will be able to withstand the extreme 

vibration and dynamic load they will experience during launch. MMS will study magnetic reconnection, the process where the Sun and Earth’s magnetic 

fields connect and disconnect, explosively releasing energy. MMS currently will be ready for launch in early 2015. 

ICON is a single spacecraft mission dedicated to understanding neutral-ion coupling in the Earth’s upper atmosphere (thermosphere). It will resolve both 

long-standing and newly emerging questions about the mechanisms that control the daily development of plasma in Earth’s space environment. The 

project completed both its System Requirements Review (SRR) and Preliminary Design Review (PDR) in FY 2014. NASA confirmed ICON to proceed into its 

implementation phase in October 2014. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Complete Magnetospheric Multiscale (MMS) Observatory #4 Environmental Test. 9HE2 

Green 

10HE02 

Green 

HE 11 2 

Green 

HE 12 2 

Green 

HE 13 3 

Green 

HE 14 3 

Green 

Planned Future Performance 

For FY 2015: HE-15-4: Launch the Magnetospheric Multiscale (MMS) mission. 

For FY 2016: No API this fiscal year 

Contributing Theme: Heliophysics Contributing Program: Solar Terrestrial Probes 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Complete Solar Orbiter Collaboration Heavy Ion Sensor (HIS) Instrument Critical 

Design Review (CDR). 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

HE 13 6 

Green 

HE 14 5 

Green 

Planned Future Performance 

For FY 2015: HE-15-5: Initiate Solar Orbiter Collaboration launch integration activities at Kennedy Space Center. 

For FY 2016: No API this fiscal year 

Contributing Theme: Heliophysics Contributing Program: Living with a Star 

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- -

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Complete Solar Probe Plus (SPP) Preliminary Design Review (PDR). No API this 

fiscal year 

10HE04 

Green 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

HE 14 6 

Green 

Planned Future Performance 

For FY 2015: HE-15-6: Complete Solar Probe Plus (SPP) Critical Design Review (CDR). 

For FY 2016: HE-16-5: Complete Solar Probe Plus System Integration Review (SIR). 

Contributing Theme: Heliophysics Contributing Program: Living with a Star 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Does not trend to FY 2014. No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year None 

Planned Future Performance 

For FY 2015: HE-15-7: Complete the Ionospheric Connection Explorer (ICON) Critical Design Review (CDR). 

For FY 2016: HE-16-6: Complete the Ionospheric Connection Explorer (ICON) System Integration Review (SIR). 

Contributing Theme: Heliophysics Contributing Program: Heliophysics Explorer Program 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Does not trend to FY 2014. No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year None 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: HE-16-4: Release the next Heliophysics Explorer Announcement of Opportunity (AO). 

Contributing Theme: Heliophysics Contributing Program: Heliophysics Explorer Program 

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Strategic Objective 1.5 

Ascertain the content, origin, and evolution of the solar system and the 

potential for life elsewhere. 

Lead Office	 

Planetary Science Division, Science Mission Directorate (SMD) 

Goal Leader 

Dr. James Green, Director, Planetary Science Division 

Contributing Programs 

Planetary Science Research Program, Lunar Quest Program, Discovery Program, New Frontiers Program and Mars Exploration Program, Outer Planets 

Program, Planetary Technology Program 

Budget for Strategic Objective 1.5 

Actual Enacted Requested Notional 

Budget Authority (in $ millions) FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 

Total Budget $1,346 -­ ­ $1,361 $1,420 $1,458 $1,502 $1,528 

Note: For explanation of budget table, please see the “How to Read the Strategic Review Information” section in the introduction to Part 3. 

Vision for Success in 10 Years 

Further understanding of the content, origin, and evolution of the solar system, as well as the potential for life elsewhere. 

Update of Progress Toward Strategic Objective 

NASA, in consultation with the Office of Management and Budget, has determined that performance toward this strategic objective is making noteworthy 

progress. 

The NASA 2014 Strategic Review found that: 

•		 Noteworthy progress is demonstrated by performance, cost, and schedule exceeding planned progress, scientific achievements, and clear 

strategies being in place for continued success.
 

•		 Appropriate and sufficient strategies are in place to achieve the strategic objective. 

•		 The Planetary Science flight program has demonstrated noteworthy cost and schedule performance (e.g., Lunar Atmosphere and Dust 

Environment Explorer (LADEE), Mars Atmosphere and Volatile EvolutioN (MAVEN), and Origins-Spectral Interpretation-Resource IdentificationSecurity-Regolith Explorer (OSIRIS-REx)). 

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•		 Risks and challenges have been identified and are being addressed appropriately. Many of the key challenges the Planetary Science Division faces 

in carrying out the 2014 Science Plan are common across all of the Science Mission Directorate (SMD) science divisions, and are well articulated in 

chapter 3.3 of the Science Plan. 

•		 The division has identified and is taking advantage of a range of opportunities such as using a proven design for the next Mars rover to reduce 

costs and risks and partnering with other organizations, including the U.S. Geological Survey (USGS) Astrogeology Science Center in Flagstaff, AZ, 

on planetary cartography and mapping products. 

FY 2014 achievements included the following: 

•		 MAVEN launched on November 18, 2013, and arrived at Mars in September 2014. 

•		 The Mars Science Laboratory (MSL) completed its mission success criteria. 

•		 LADEE launched in September 2013 and completed its mission in April 2014. 

•		 Completed Critical Design Reviews for the OSIRIS-REx and Interior Exploration using Seismic Investigations, Geodesy and Heat Transport (InSight) 

missions. 

•		 Highlighted achievements during FY 2014 are detailed in the NASA FY 2014 Agency Financial Report. 

Next Steps 

NASA has instituted several process improvements designed to achieve greater insight into project performance, including contractor cost performance. 

Specifically, NASA has enhanced project formulation by clarifying expected project maturities, instituting Formulation Agreements, implementing Joint 

Confidence Levels, establishing tools to provide schedule health checks, and requiring the use of Earned Value Management on projects with a lifecycle 

cost estimate greater than $20 million, including in-house development work. 

Additional details on the strategies for this strategic objective can be found in the NASA 2014 Strategic Plan. Additional information on strategies, 

challenges, implementation, and program-specific detail is available in the NASA 2014 Science Plan. 

Next Steps in FY 2015 

•		 Execute restructuring of the Planetary Science Research and Analysis program in the Research Opportunities in Space and Earth Sciences (ROSES)­

14 solicitation, aligning research programs to the annual performance indicators. 

•		 Strengthen the cross-divisional collaboration between Planetary Science and Astrophysics to conduct an exoplanets research program, focusing 

resources on this rapidly emerging field of study. 

•		 Review the proposals for the 2014 Discovery Announcement of Opportunity and make selections. Discovery missions are principal investigatorled, small-class missions with focused scientific investigations. 

•		 Continue implementation of the New Frontiers mission, OSIRIS-REx, and the Discovery mission, InSight. 

•		 Continue formulation of NASA’s contributions to fly on the European Space Agency’s (ESA’s) JUpiter ICy moons Explorer (JUICE) mission consisting 

of one U.S.-led science instrument and hardware for two European instruments: the radar, ultraviolet spectrometer, and the particle environment 

package. 

•		 The Mars Rover 2020 mission will complete Phase A and begin Phase B (Formulation). 

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FY 2014 Performance Measures 

Strategic Objective 1.5: Ascertain the content, origin, and evolution of the solar system and the potential for life elsewhere. 

Performance Goal 1.5.1: 

Demonstrate progress in 

advancing the understanding of 

how the chemical and physical 

processes in the solar system 

operate, interact and evolve. 

Performance Goal 1.5.2: 

Demonstrate progress in 

exploring and observing the 

objects in the solar system to 

understand how they formed 

and evolve. 

Performance Goal 1.5.3: 

Demonstrate progress in 

exploring and finding locations 

where life could have existed or 

could exist today. 

Performance Goal 1.5.4: 

Demonstrate progress in 

improving understanding of the 

origin and evolution of life on 

Earth to guide the search for 

life elsewhere. 

Performance Goal 1.5.5: 

Demonstrate progress in 

identifying and characterizing 

objects in the solar system that 

pose threats to Earth or offer 

resources for human 

exploration. 

Performance Goal 1.5.6: By 

December 2017, launch at least

two missions in support of 

Strategic Objective 1.5. 

Annual Performance Indicators 

 PS-14-1: Demonstrate planned 

progress in advancing the 

understanding of how the 

chemical and physical 

processes in the solar system 

operate, interact and evolve. 

 PS-14-4: Demonstrate planned 

progress in exploring and 

observing the objects in the 

solar system to understand 

how they formed and evolve. 

 PS-14-5: Demonstrate 

planned progress in exploring 

and finding locations where 

life could have existed or 

could exist today. 

 PS-14-6: Complete mission 

success criteria for Mars 

Science Laboratory (MSL). 

 PS-14-8: Demonstrate planned 

progress in improving 

understanding of the origin 

and evolution of life on Earth 

to guide the search for life 

elsewhere. 

 PS-14-10: Conduct research 

into mitigation strategies 

utilizing observed 

characteristics and properties 

of those small bodies that 

pose a threat to terrestrial life. 

 PS-14-12: Demonstrate 

planned progress in 

identifying and characterizing 

objects in the solar system 

that pose threats to Earth or 

offer resources for human 

exploration. 

 PS-14-2: Complete the Origins 

Spectral Interpretation 

Resource Identification 

Security–Regolith Explorer 

(OSIRIS-REx) Critical Design 

Review (CDR). 

 PS-14-3: Complete the Interior 

Exploration using Seismic 

Investigations, Geodesy and 

Heat Transport (InSight) 

mission (Discovery 12) Critical 

Design Review (CDR). 

 PS-14-7: Launch the Mars 

Atmosphere and Volatile 

EvolutioN (MAVEN) mission. 

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Performance Goal Ratings for Strategic Objective 1.5, FY 2011 through FY 2014 

100% 

5 5 5 6 

2011 2012 

1.5 

2013 2014 

80% 

60% 

40% 

20% 

0% 

Annual Performance Indicator Ratings for Strategic Objective 1.5, FY 2009 

through FY 2014 

100% 

80% 

60% 

40% 

20% 

0% 

1 

1 1 

5 

7 

7 

7 10 

3 

2009 2010 2011 

1.5 

2012 2013 2014 

Past fiscal years do not include annual performance indicators that do not trend to the current fiscal year annual performance indicators. 

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Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Demonstrate progress in advancing the understanding of how the chemical and physical processes in the 

solar system operate, interact and evolve. 

2.3.1.1 

Green 

2.3.1.1 

Green 

2.3.1.1 

Green 

1.5.1 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Planetary Science Contributing Program: Multiple Programs 

FY 2014 Performance Results 

The Planetary Science Subcommittee of the NASA Advisory Council Science Committee determined in September 2014 that NASA remained on track in its 

annual performance supporting achievement of this performance goal. 

Mercury Has Shrunk Much More Than Previously Believed 

Since its formation billions of years ago, Mercury has been shrinking as it cools. Unlike Earth, which has numerous tectonic plates, Mercury has a single 

rocky crust over a large, hot, fluid metallic core. As its crust cools and contracts, it has developed large numbers of geological features, such as lobate 

scarps (cliffs) and wrinkle ridges. A detailed global study of images taken by the MESSENGER (MErcury Surface, Space ENvironment, GEochemistry, and 

Ranging) spacecraft of more than 5,900 such features shows that Mercury has contracted radially by as much as seven kilometers. This is much greater 

than previously estimates of 0.8 to 3 kilometers, which were based on incomplete data from the 1970s era Mariner 10 flyby. The new data are in much 

better agreement with thermal models, which are based on the history of heat production and loss and global contraction. They also have important 

implications for studying the planet’s thermal, tectonic, and volcanic history, and the structure of its unusually large metallic core. Find out more at the 

MESSENGER Mission News site. 

Evidence That Impacts Melted the Ancient Martian Crust 

Scientists first observed flat-floored craters on Mars’ surface in images taken by Mariner 4 in 1965. The craters’ features were mysterious. Scientists 

hypothesized that the craters had a sedimentary origin. However, data from the Mars Odyssey orbiter show that these craters (approximately 3,300 

identified) contain some of the rockiest materials on the planet, inconsistent with poorly consolidated sedimentary materials. In a recent study, the 

scientists determined that the majority of the rocky crater floors were filled approximately 3.5 billion years ago and are associated with the highest 

thermal inertia values and some of the most mafic materials—rock rich with iron and magnesium, such as basalt—identified on the planet. Thermal inertia 

describes the geological surface’s resistance to temperature change as heat is added, providing information about the composition and density of the 

rock. The scientists concluded that the most likely scenario is volcanic infilling through fractures created by the impact event. The ancient Martian crust 

was likely thin. An impact could have generated conditions in the mantle that would have allowed for the eruption of lava directly into the crater. The 

surface would have melted enough to allow lava to flow to the surface and spread across the crater floor. This process was widespread and responsible 

for the eruption of significant volumes of material, inside and likely outside of craters. 

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- - - - - - - -

 

 

 

 

 

LADEE Maps the Lunar Exosphere 

The Lunar Atmosphere and Dust Environment Explorer, or LADEE, mapped the temporal and spatial distribution of the major components of the lunar 

exosphere. An exosphere is an atmosphere that is so thin and tenuous that its constituent molecules do not collide with each other. This type of thin 

atmosphere may be the most common type of atmosphere in the solar system. LADEE’s Neutral Mass Spectrometer mapped helium, neon, and argon, 

determining that helium and neon are derived mainly from solar wind, while argon is largely internally derived. The abundance of argon in the exosphere 

increases during sunrise, as the Moon’s surface cools and argon is released through desorption. LADEE’s Ultraviolet Spectrometer mapped sodium and 

potassium, as well as identifying many other minor and trace constituents of the exosphere. The data from this mission are helping scientists unravel the 

sources and sinks of the various components of the lunar exosphere and will lead them to a better general understanding of how exospheres are created 

and evolve. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Demonstrate planned progress in advancing the understanding of how the chemical 

and physical processes in the solar system operate, interact and evolve. 

No API this 

fiscal year 

No API this 

fiscal year 

PS 11 1 

Green 

PS 12 1 

Green 

PS 13 1 

Green 

PS 14 1 

Green 

Planned Future Performance 

For FY 2015: PS-15-1: Demonstrate planned progress in advancing the understanding of how the chemical and physical processes in the solar system operate, interact, and evolve. 

For FY 2016: PS-16-1: Demonstrate planned progress in advancing the understanding of how the chemical and physical processes in the solar system operate, interact, and evolve. 

Contributing Theme: Planetary Science Contributing Program: Multiple Programs 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Demonstrate progress in exploring and observing the objects in the solar system to understand how they 

formed and evolve. 

2.3.2.1 

Green 

2.3.2.1 

Green 

2.3.2.1 

Green 

1.5.2 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Planetary Science Contributing Program: Multiple Programs 

FY 2014 Performance Results 

The Planetary Science Subcommittee of the NASA Advisory Council Science Committee determined in September 2014 that NASA remained on track in its 

annual performance supporting achievement of this performance goal. 

Asteroid Belt Reveals a Diverse Early Solar System 

A new map of asteroids in the main belt, which is located between Mars and Jupiter, show that the asteroids are not grouped by composition, the result 

of an orderly solar system evolution. Instead, different types of asteroids were likely mixed together by planetary migration and subsequent dynamical 

processes. 

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Previous measurements of the asteroids in the main belt suggested a uniform, smooth change in composition from more highly reflective, stony asteroids 

closer to the Sun to dark, carbon-rich objects that were barely altered by solar heating in the belt’s more distant regions. However, data from the Widefield Infrared Survey Explorer (WISE) and the Sloan Digital Sky Survey have shown that while there is an overall gradient, the true picture is much more 

jumbled, with a wide range of different compositions scattered throughout the belt. Asteroids rich in minerals that require high temperatures to form 

have been found in the outer belt, while primitive objects are found close to its inner edge, revealing that the early migration of the giant planets 

turbulently scrambled the asteroids. 

Model Explains Enceladus’ Active South Pole Terrain 

Saturn’s moon Enceladus has very different hemispheres. Its south polar terrain is young and geologically active, with geysers, tectonic activity, and high 

heat flows, while its northern hemisphere is relatively ancient and stable. In the south polar terrain, jets of salty ice particles and gases spew from the 

moon’s distinctive “tiger stripes,” or long fractures. The tidal heating powering this activity—heat mainly generated by tidal forces arising from the orbital 

resonance between Enceladus and another moon, Dione—should be symmetric across Enceladus’ equator: Heating near the south pole should be 

accompanied by heating near the north pole. Previous models of heat transport in the ice shell have been unable to explain the activity limited to the 

south pole. 

New global, three-dimensional convection models show that the silicate core underlying the ice shell is not spherical. The asymmetry can cause 

convection, where warm ice and gases push upward until the surface becomes locally unstable and overturns, sending colder ice downward, where the 

cycle begins again. This is confined to the south pole. The activity can also occur episodically, explaining how this massive power output could occur, given 

the limited overall tidal heating available to Enceladus. 

Dwarf Planet Redefines Solar System’s Edge 

NASA-supported scientists using ground-based observatories have discovered a dwarf planet that is believed to have the most distant orbit found beyond 

the known edge of the solar system. Until now, Sedna, which was discovered in 2003, was the only other object found beyond the Kuiper Belt edge. 

At its closest orbit point to the Sun, the dwarf planet, designated 2012 VP113, is about 80 times the distance of Earth from the Sun, a measurement 

referred to as an astronomical unit (AU). Sedna’s closest orbit to the Sun is about 76 AU. In comparison, the gas giants (e.g., Jupiter and Saturn) are found 

between 5 and 30 AU, and the Kuiper Belt, which is composed of hundreds of thousands of icy objects, including Pluto, ranges from 30 to 50 AU. 

Scientists estimate 2012 VP113 to be 450 kilometers in diameter. It is likely one of hundreds of thousands of distant objects thought to inhabit the region 

in the solar system referred to as the inner Oort cloud. The similarity in the orbits found for 2012 VP113, Sedna, and a few other objects near the edge of 

the Kuiper Belt suggests the dwarf planet’s orbit might be influenced by the potential presence of an as yet unseen planet up to 10 times the size of Earth. 

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Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014

For FY 2014: Demonstrate planned progress in exploring and observing the objects in the solar 

system to understand how they formed and evolve. 

9PS1 

Green 

10PS01 

Green 

PS -11 -4 

Green 

PS -12 -4 

Green 

PS -13 -3 

Green 

PS -14 -4 

Green 

Planned Future Performance 

For FY 2015: PS-15-2: Demonstrate planned progress in exploring and observing the objects in the solar system to understand how they formed and evolve. 

For FY 2016: PS-16-2: Demonstrate planned progress in exploring and observing the objects in the solar system to understand how they formed and evolve. 

Contributing Theme: Planetary Science Contributing Program: Multiple Programs 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Demonstrate progress in exploring and finding locations where life could have existed or could exist today. 2.3.3.1 

Green 

2.3.3.1 

Green 

2.3.3.1 

Green 

1.5.3 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Planetary Science Contributing Program: Multiple Programs 

FY 2014 Performance Results 

The Planetary Science Subcommittee of the NASA Advisory Council Science Committee determined in September 2014 that NASA remained on track in its 

annual performance supporting achievement of this performance goal. 

NASA Space Assets Detect Ocean Inside Saturn Moon 

NASA’s Cassini spacecraft and Deep Space Network have uncovered evidence that Saturn’s moon Enceladus harbors a large underground ocean of liquid 

water, furthering scientific interest in the moon as a potential home to extraterrestrial microbes. 

Researchers theorized the presence of an interior reservoir of water in 2005 when Cassini discovered water vapor and ice spewing from vents near the 

moon’s south pole. The ocean was discovered using a concept called the Doppler Effect. As Cassini flies by Enceladus, its velocity is perturbed by variations 

in the moon’s gravity field. The researchers detect the changes in velocity as changes in radio frequency, which are received by the Deep Space Network. 

The gravity measurements suggest a large, possibly regional, ocean about six miles deep, beneath an ice shell about 19 to 25 miles thick. The new data 

provide the first geophysical measurements of the internal structure of Enceladus, consistent with the existence of a hidden ocean inside the moon. Data 

show that the south polar jets are venting salty water and organic molecules, the basic chemical ingredients for life. 

Model Shows What Kept Water Liquid on Mars 

Liquid water is essential for known life. Evidence from Mars missions shows liquid water once flowed across its surface several billion years ago. For the 

water to have remained liquid, Mars had to have a thick atmosphere that included greenhouse gases. In a new study, astrobiologists use a model to show 

how these greenhouse gases may have kept the water flowing. They also provide insight into the potential habitability of ancient Mars. 

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 - - - - - - - -

- - - - - -

Previous models showed that carbon dioxide was not enough to keep the surface temperature of early Mars above freezing. This model shows that 

carbon dioxide and molecular hydrogen together could have led to a greenhouse effect capable of raising temperatures high enough for liquid water to be 

stable 3.8 billion years ago. The presence of molecular hydrogen in Mars’ ancient atmosphere is supported by evidence found in Mars meteorites. 

Glycine May Indicate Past Life 

A recent study shows how glycine, an amino acid that is one of the basic building blocks of life, might survive on planets and celestial bodies other than 

Earth. Although it is useful for understanding the delivery of compounds to the early solar system, the data are also relevant for planetary protection and 

understanding how different molecules survive in space. 

In 2009, NASA researchers reported finding glycine in comet material returned to Earth by the Stardust spacecraft. Glycine’s ubiquitous presence in space 

means it may have been delivered to early Earth and other planets by comets or interstellar dust. It was likely an ingredient in the first microbial cells on 

Earth. Additionally, glycine is part of many biomolecules and might survive in the environment after cells die, meaning it also may be important to the 

search for signs of past life on other planets. 

For the recent study, scientists blasted glycine-containing ice and rock mixtures with radiation to see how long glycine survives in different environments 

before it is destroyed. These mixtures simulated Mars from the surface down to several meters and served both to shield the glycine from the direct 

effects of the radiation and to lower the temperature of the experiments. NASA’s Mars Reconnaissance Orbiter (MRO) detected widespread deposits of 

glacial ice in the mid-latitudes of Mars, which may be prime locations to look for glycine. The study shows that glycine’s survival time depends both on the 

temperature and relative percentage of ice: The faster glycine is shielded from sources of radiation, buried under the surface by soil and ice, the more 

likely it is to survive. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Demonstrate planned progress in exploring and finding locations where life could 

have existed or could exist today. 

9PS8 

Green 

10PS09 

Green 

PS 11 8 

Green 

PS 12 7 

Green 

PS 13 6 

Green 

PS 14 5 

Green 

Planned Future Performance 

For FY 2015: PS-15-3: Demonstrate planned progress in exploring and finding locations where life could have existed or could exist today. 

For FY 2016: PS-16-3: Demonstrate planned progress in exploring and finding locations where life could have existed or could exist today. 

Contributing Theme: Planetary Science Contributing Program: Multiple Programs 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Complete mission success criteria for Mars Science Laboratory (MSL). 9PS4 

Red 

10PS06 

Yellow 

PS 11 9 

Green 

PS 12 8 

Green 

No API this 

fiscal year 

PS 14 6 

Green 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: No API this fiscal year 

Contributing Theme: Planetary Science Contributing Program: Mars Exploration 

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Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Does not trend to FY 2014. No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year None 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: PS-16-10: Complete the Mars Atmosphere and Volatile EvolutioN (MAVEN) mission success criteria. 

Contributing Theme: Planetary Science Contributing Program: Mars Exploration 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Demonstrate progress in improving understanding of the origin and evolution of life on Earth to guide the 

search for life elsewhere. 

2.3.4.1 

Green 

2.3.4.1 

Green 

2.3.4.1 

Green 

1.5.4 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Planetary Science Contributing Program: Multiple Programs 

FY 2014 Performance Results 

The Planetary Science Subcommittee of the NASA Advisory Council Science Committee determined in September 2014 that NASA remained on track in its 

annual performance supporting achievement of this performance goal. 

Evidence of Crusty Impacts on Early Earth 

Impact events during the first billion years of the solar system had long-lasting effects on the crust of early Earth, and evidence of these ancient impacts 

may still exist. The solar system was crowded with debris during the first billion years, and Earth was probably struck frequently. These collisions shaped 

the potential for life on worlds like Earth and Mars, by altering terrains, changing the composition of the crust, altering the atmosphere, and affecting the 

initial thermal conditions of the surface. A new study estimates how heat from the frequent impacts of the Late Heavy Bombardment would have affected 

Earth’s surface. 

Results indicate that melted rocks, pooling in the depressions of the impact craters, covered more than 10 percent of the surface to more than one 

kilometer thick, although only about 1 percent of the total crust down to 20 kilometers was melted at any given time. Also during this period, impact 

ejecta and vaporized rock were tossed into air and rained down around the planet. Although much of the evidence of ancient impacts on Earth is wiped 

away by weather and geology, this study used zircons, small crystals that act as clocks, measuring time since they were last heated above a particular 

temperature. Because impacts create heat, this study used zircons from rocks in the Jack Hills (formed about 3.9 billion years ago), as models of global 

zircons during this time and found that about 40 percent of these clocks had been at least partially reset. This concentration of impactors suggests that 

any organisms living in Earth’s ocean during the Late Heavy Bombardment would be in significant peril. 

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- - - - - - - -

 

Early Life Had Limited Raw Materials at Its Disposal 

The origin of life occurred through natural processes that made use of mineral species available on the early Earth. Astrobiologists have shown that no 

more than 420 mineral species were present at or near the surface of Earth in its first 550 million years, the Hadean Eon. This represents only eight 

percent of the nearly 5,000 mineral species present today. Since life originated through natural processes that made use of these minerals, astrobiologists 

must take these limited inputs into account as they create origin of life models. 

Minerals on ancient Earth were formed only by cooling molten rock (magma), and the alteration of this rock by hot water. Today, there are many more 

processes for forming minerals, many of them directly tied to the biosphere. This research helps narrow down which minerals may be required for life to 

originate on other planets, such as Mars. 

Dining on Methane in the Cold, Dark Sea 

!strobiologists have revealed details about how symbiotic microorganisms ”eat” methane hydrate crystals on the ocean floor in cold, high-pressure 

ecosystems. Methane hydrates form in low-temperature and high-pressure environments around methane seeps on the ocean floor. Two microbes (one 

bacteria and one archaea) work together and use an enzyme with the rare trace metal tungsten to break down methane hydrates. This is the first time 

that tungsten has been found in enzymes from such a cold environment. Usually microbes use a more common metal—molybdenum. 

As Earth oceans warm through climate change, massive amounts of methane will be released from methane hydrates, and this study helps scientists 

understand how this ecosystem could change and the role these microbes might play in Earth’s future climate. Additionally, this study provides insight 

into life’s potential in subsurface ocean environments on moons like Europa, Enceladus, and Titan. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Demonstrate planned progress in improving understanding of the origin and 

evolution of life on Earth to guide the search for life elsewhere. 

9PS5 

Green 

10PS07 

Green 

PS 11 11 

Green 

PS 12 11 

Green 

PS 13 8 

Green 

PS 14 8 

Green 

Planned Future Performance 

For FY 2015: PS-15-4: Demonstrate planned progress in improving understanding of the origin and evolution of life on Earth to guide the search for life elsewhere. 

For FY 2016: PS-16-4: Demonstrate planned progress in improving understanding of the origin and evolution of life on Earth to guide the search for life elsewhere. 

Contributing Theme: Planetary Science Contributing Program: Multiple Programs 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Demonstrate progress in identifying and characterizing objects in the solar system that pose threats to 

Earth or offer resources for human exploration. 

2.3.5.1 

Green 

2.3.5.1 

Green 

2.3.5.1 

Green 

1.5.5 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Planetary Science Contributing Program: Multiple Programs 

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FY 2014 Performance Results 

The Planetary Science Subcommittee of the NASA Advisory Council Science Committee determined in September 2014 that NASA remained on track in its 

annual performance supporting achievement of this performance goal. 

NEOWISE Finds Dark Near-Earth Objects 

The recently reactivated Wide-field Infrared Survey Explorer (WISE) has been tasked with a new mission to discover and characterize near-Earth objects 

(NEOs). Renamed NEOWISE, the spacecraft scans the dawn and twilight sky in infrared light (3.4 and 4.6 micron wavelength bands), searching for very 

dark NEOs that are often difficult for ground-based visible telescopes to find. Their dark surfaces indicate a primitive composition that is less likely to have 

been altered by the Sun’s heat and are more likely to contain water-rich minerals and ices buried beneath their surfaces. By finding, characterizing, and 

tracking these dark NEOs, NEOWISE is helping to identify objects that may make the best targets for future explorers. 

Radar Imagery of Near-Earth Asteroid 

On April 23, 2014, the NEOWISE spacecraft discovered a near-Earth asteroid designated “2014 HQ124/” Follow-up observations showed that 2014 HQ124 

would pass within about 1.3 million kilometers of Earth in June. 2014 HQ124 is classified a “potentially hazardous asteroid,” which refers to asteroids 

140 meters or larger that pass within 7.4 million kilometers of Earth’s orbit around the Sun. There was no chance of an impact, but it was close enough to 

be observed by NASA’s Deep Space Network antenna at Goldstone, California, and the Arecibo Observatory in Puerto Rico. These unique facilities 

obtained bistatic radar images of 2014 HQ124 on June 8, the day of its closest approach to Earth. Working together, with Goldstone emitting and Arecibo 

receiving, they produced some of the most detailed images ever of a near-Earth asteroid. Radar measurements indicate 2014 HQ124 is approximately 

370 meters along its long axis and appears to be a contact binary, where two objects migrate together until they form a single body. Additionally, large 

boulders appear to be on the surface of the body. 2014 HQ124 rotates approximately once every 20 hours. 

Spitzer Characterizes an Asteroid for the Asteroid Redirect Mission 

Observations taken in February 2014 by NASA’s Spitzer Space Telescope of a very small near-Earth asteroid designated 2011 MD showed the asteroid 

could make a good candidate for the Asteroid Redirect Mission full capture concept. Analysis of Spitzer’s infrared data show 2011 MD is roughly six meters 

in size. The analysis also revealed the asteroid’s density must be remarkably low—about the same as water. Since solid rock is about three times as dense 

as water, about two-thirds of the asteroid must be empty space, suggesting it resembles a pile of rocks. The research team collecting the observations 

theorizes 2011 MD could be a collection of small rocks, held loosely together by gravity, or it might be one solid rock with a surrounding halo of small 

particles. In both cases, the asteroid mass could be captured by the mission’s capture mechanism, and redirected to the Moon. 

Near-Earth Object Survey 

During FY 2014, asteroid search teams funded by NASA’s Near-Earth Object Observations Program found another 13 asteroids larger than one kilometer in 

diameter with orbits that come close to Earth’s vicinity. Asteroid search teams also found 1,072 smaller asteroids less than one kilometer in diameter, but 

no additional near-Earth comets. This brings the total known population of near-Earth objects to 11,341 (as of September 1, 2014). The high-precision 

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- -

- -

 

 

 

 

orbit predictions computed by N!S!’s Jet Propulsion Laboratory show that none of these objects is likely to strike Earth in the next century. However, 

1,495 small bodies (of which 155 are larger than one kilometer in diameter), with 77 found this year, are in orbits that could become a hazard in the more 

distant future and warrant continued monitoring. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Conduct research into mitigation strategies utilizing observed characteristics and 

properties of those small bodies that pose a threat to terrestrial life. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

PS 14 10 

Green 

Planned Future Performance 

For FY 2015: PS-15-5: Conduct research into mitigation strategies utilizing observed characteristics and properties of those small bodies that pose a threat to terrestrial life. 

For FY 2016: PS-16-5: Conduct research, involving both U.S. interagency and international cooperation and partnerships, into mitigation techniques and technologies to address the 

anticipated threat of small body impacts to life on Earth. 

Contributing Theme: Planetary Science Contributing Program: Multiple Programs 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Demonstrate planned progress in identifying and characterizing objects in the solar 

system that pose threats to Earth or offer resources for human exploration. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

PS 14 12 

Green 

Planned Future Performance 

For FY 2015: PS-15-9: Demonstrate planned progress in identifying and characterizing objects in the solar system that pose threats to Earth or offer resources for human exploration. 

For FY 2016: PS-16-9: Demonstrate planned progress in identifying and characterizing objects in the solar system that pose threats to Earth or offer resources for human exploration. 

Contributing Theme: Planetary Science Contributing Program: Multiple Programs 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

By December 2017, launch at least two missions in support of Strategic Objective 1.5. 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

1.5.6 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Planetary Science Contributing Program: Multiple Programs 

FY 2014 Performance Results 

NASA launched the first mission supporting this performance goal, the Mars Atmosphere and Volatile EvolutioN (MAVEN) spacecraft, in November 2013. 

MAVEN entered orbit around Mars on September 21, 2014, and began testing its instruments. The mission will explore Mars’ upper atmosphere, 

ionosphere, and interactions with the Sun and solar wind. Scientists will use the data to determine the role that loss of volatiles (substances that 

evaporate quickly) from the Mars atmosphere to space has played through time, giving insight into the history of Mars’ atmosphere and climate, liquid 

water, and planetary habitability. 

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- - - - - -

 

- - - - - -

- - - - - - - -

In April 2014, NASA completed the Critical Design Review (CDR) for the Origins Spectral Interpretation Resource Identification Security–Regolith Explorer 

(OSIRIS-REx), giving the mission the go ahead to begin final design and fabrication. OSIRIS-REx will return a sample from near-Earth asteroid Bennu. The 

sample will provide insight into the composition of the very early solar system, the source of organic materials and water that made life possible on Earth, 

and to better predict the orbits of asteroids that represent collision threats to Earth. 

NASA also made progress on another mission supporting Strategic Objective 1.5, the Interior Exploration using Seismic Investigations, Geodesy and Heat 

Transport (InSight), by completing the CDR in May 2014. InSight is a geophysical lander that will use a suite of instruments to delve deep beneath the 

surface of Mars. It will study the processes that shaped the rocky planets of the inner solar system, including Earth, more than four billion years ago. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Complete the Origins Spectral Interpretation Resource Identification Security– 

Regolith Explorer (OSIRIS-REx) Critical Design Review (CDR). 

No API this 

fiscal year 

10PS04 

Green 

PS 11 3 

Green 

PS-12-2 

Yellow 

PS 13 5 

Green 

PS 14 2 

Green 

Planned Future Performance 

For FY 2015: PS-15-6: Complete the Origins Spectral Interpretation Resource Identification Security - Regolith Explorer (OSIRIS-REx) Systems Integration Review (SIR). 

For FY 2016: PS-16-6: Complete the Origins Spectral Interpretation Resource Identification Security - Regolith Explorer (OSIRIS-REx) Pre-Ship Review (PSR). 

Contributing Theme: Planetary Science Contributing Program: New Frontiers 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Complete the Interior Exploration using Seismic Investigations, Geodesy and Heat 

Transport (InSight) mission (Discovery 12) Critical Design Review (CDR). 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

PS 12 3 

Green 

PS 13 2 

Green 

PS 14 3 

Green 

Planned Future Performance 

For FY 2015: PS-15-7: Complete the Interior Exploration using Seismic Investigations, Geodesy and Heat Transport (InSight) Systems Integration Review (SIR). 

For FY 2016: PS-16-7: Launch the Interior Exploration using Seismic Investigations, Geodesy and Heat Transport (InSight) mission. 

Contributing Theme: Planetary Science Contributing Program: Discovery 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Launch the Mars Atmosphere and Volatile EvolutioN Mission (MAVEN) mission. No API this 

fiscal year 

10PS08 

Green 

PS 11 10 

Green 

PS 12 9 

Green 

PS 13 7 

Green 

PS 14 7 

Green 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: No API this fiscal year 

Contributing Theme: Planetary Science Contributing Program: Mars Exploration 

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Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Does not trend to FY 2014. No API this

fiscal year 

No API this

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year None 

Planned Future Performance 

For FY 2015: PS-15-8: Complete the Mars 2020 Preliminary Design Review (PDR).

For FY 2016: PS-16-8: Complete Mars 2020 Mission Confirmation Review. 

Contributing Theme: Planetary Science Contributing Program: Mars Exploration

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Does not trend to FY 2014. No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year None 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: PS-16-11: Complete down-select for Discovery 13 mission. 

Contributing Theme: Planetary Science Contributing Program: Discovery 

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Strategic Objective 1.6 

Discover how the universe works, explore how it began and evolved, and 

search for life on planets around other stars. 

Lead Office 

Astrophysics Division, Science Mission Directorate (SMD) 

Goal Leader 

Dr. Paul Hertz, Director, Astrophysics Division 

Contributing Programs

Astrophysics Research Program, Cosmic Origins Program, Physics of the Cosmos Program, Exoplanet Exploration Program, Astrophysics Explorer Program, 

James Webb Space Telescope (Webb) 

Budget for Strategic Objective 1.6 

Actual Enacted Requested Notional 

Budget Authority (in $ millions) FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 

Total Budget $1,337 -­ ­ $1,329 $1,296 $1,304 $1,310 $1,336 

Note: For explanation of budget table, please see the “How to Read the Strategic Review Information” section in the introduction to Part 3. 

Vision for Success in 10 Years 

Further understanding of the universe and how it works, its history, as well as the continued search for life beyond the solar system. 

Update of Progress Toward Strategic Objective 

The NASA 2014 Strategic Review found that: 

•		 Appropriate and sufficient strategies are in place to achieve the strategic objective, including the agency priority goal. 

•		 The Astrophysics flight program has demonstrated satisfactory cost and schedule performance. 

•		 Risks and challenges have been identified and are being addressed appropriately. Many of the key challenges the Astrophysics Division faces in 

carrying out the 2014 Science Plan are common across all of the SMD science divisions, and are well articulated in Chapter 3.3 of the Science Plan. 

•		 The development of Webb is complex and continues to require close oversight by NASA Headquarters. 

•		 The division has identified and is taking advantage of a range of opportunities. 

•		 A number of particularly noteworthy scientific discoveries were announced in FY 2013. 

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FY 2014 achievements include the following: 

•		 Webb continued to make good progress towards meeting its planned launch date of October 2018. 

•		 In February 2014, the Kepler team announced the confirmation of more than 700 new exoplanets, at once tripling the number of confirmed 

planets discovered by the mission and increasing the number of known exoplanets to nearly 1,700. 

•		 The Stratospheric Observatory for Infrared Astronomy (SOFIA) achieved Full Operational Capability (FOC) in February 2014. 

•		 The Neutron star Interior Composition ExploreR (NICER) was confirmed in February 2014. 

•		 NASA delivered the Astro-H Soft X-ray Spectrometer (SXS) calorimeter spectrometer insert to the Japan Aerospace Exploration Agency (JAXA) in 

March 2014. 

•		 Highlighted achievements during FY 2014 are detailed in the NASA FY 2014 Agency Financial Report. 

Next Steps 

NASA has instituted several process improvements designed to achieve greater insight into project performance, including contractor cost performance. 

Specifically, NASA has enhanced project formulation by clarifying expected project maturities, instituting Formulation Agreements, implementing Joint 

Confidence Levels, establishing tools to provide schedule health checks, and requiring the use of Earned Value Management on projects with a lifecycle 

cost estimate greater than $20 million, including in-house development work. 

Additional details on the strategies for this strategic objective can be found in the NASA 2014 Strategic Plan. Additional information on strategies, 

challenges, implementation, and program-specific detail is available in the NASA 2014 Science Plan, as well as the 2013 Astrophysics Roadmap. 

Next Steps in FY 2015 

•		 Participate in the European Space Agency’s mission concept study for their second large mission in the Cosmic Vision Programme, with the intent 

to establish a partnership on the mission. 

•		 Plan for the Explorers Announcement of Opportunity. Astrophysics Explorers are principal investigator-led small- and medium-class missions with 

focused scientific investigations. 

•		 Strengthen the cross-divisional collaboration between Astrophysics and Planetary Science to conduct an exoplanets research program, focusing 

resources on this rapidly emerging field of study. 

•		 Complete the Critical Design Review (CDR) for the NICER mission. 

•		 Deliver the Soft X-ray Spectrometer, NASA’s contribution to the Astro-H mission, to JAXA. 

•		 Complete Key Decision Point (KDP)-D for the International Space Station instrument Cosmic Ray Energetics and Mass, or ISS-CREAM. 

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FY 2014 Performance Measures 

Strategic Objective 1.6: Discover how the universe works, explore how it began and evolved, and search for life on planets around other stars. 

Performance Goal 1.6.1: Launch the 

James Webb Space Telescope. (Agency 

Priority Goal) 

Performance Goal 1.6.2: Demonstrate 

progress in probing the origin and 

destiny of the universe, including the 

nature of black holes, dark energy, 

dark matter, and gravity. 

Performance Goal 1.6.3: Demonstrate 

progress in exploring the origin and 

evolution of the galaxies, stars, and 

planets that make up the universe. 

Performance Goal 1.6.4: Demonstrate 

progress in discovering and studying 

planets around other stars and 

exploring whether they could harbor 

life. 

Performance Goal 1.6.5: By December 

2018, launch at least one mission in 

support of Strategic Objective 1.6. 

Annual Performance Indicators 

 JWST-14-1: Complete Webb 

Spacecraft Critical Design Review 

(CDR). 

 AS-14-1: Demonstrate planned 

progress in probing the origin and 

destiny of the universe, including the 

nature of black holes, dark energy, 

dark matter, and gravity. 

 AS-14-2: Complete NuSTAR mission 

success criteria. 

 AS-14-3: Demonstrate planned 

progress in exploring the origin and 

evolution of the galaxies, stars, and 

planets that make up the universe. 

 AS-14-5: Conduct Stratospheric 

Observatory for Infrared Astronomy 

(SOFIA) science flights to provide a 

minimum of 260 research hours. 

 AS-14-6: Demonstrate planned 

progress in discovering and studying 

planets around other stars and 

exploring whether they could harbor 

life. 

 AS-14-7: Complete the Transiting 

Exoplanet Survey Satellite (TESS) 

System Requirements Review (SRR). 

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Performance Goal Ratings for Strategic Objective 1.6, FY 2011 through FY 2014 

100% 

1 

4 4 5 

3 

2011 2012 

1.6 

2013 2014 

80% 

60% 

40% 

20% 

0% 

Annual Performance Indicator Ratings for Strategic Objective 1.6, FY 2009 

through FY 2014 

100% 

80% 

60% 

40% 

20% 

0% 

1 1 1 1 

5 5 

6 4 4 4 

2009 2010 2011 

1.6 

2012 2013 2014 

Past fiscal years do not include performance measures that do not trend to the current fiscal year annual performance indicators. 

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Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Launch the James Webb Space Telescope. (Agency Priority Goal) 2.4.2.2 2.4.2.2 

Green 

2.4.2.2 

Green 

1.6.1 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

For FY 2016: Launch the James Webb Space Telescope. 

Contributing Theme: James Webb Space Telescope Contributing Program: James Webb Space Telescope 

FY 2014 Performance Results 

The James Webb Space Telescope (Webb) is on track for launch by October 2018. NASA completed the Webb spacecraft Critical Design Review in January 

2014, giving the program permission to begin final design and fabrication work on the spacecraft. The spacecraft will contain most of the steering and 

control machinery for the telescope. 

The Webb Program also completed the static load testing of the primary mirror backplane support structure. This platform will hold the telescope’s 

science instruments and 18 mirror segments that form the primary telescope mirror. The testing demonstrated that the backplane structure will be able 

to withstand the vibrations of launch and is the final test prior to its integration with the rest of the telescope. In addition, the program completed the 

second cryovacuum test of all the flight instruments with no significant issues arising during the testing. 

The Webb Program has 11 of the originally baselined 13 months of funded schedule reserve to its October 2018 launch date. The Mid-InfraRed Instrument 

(MIRI) cryocooler system is the critical path, or pacing item, for the Webb schedule. In response to poor cost and schedule performance issues on the 

cryocooler system, NASA, the Jet Propulsion Laboratory (JPL), and Northrop-Grumman Aerospace Systems (NGAS) recently have made significant 

management changes and applied additional personnel from both NGAS and JPL, resulting in improved schedule performance thus far. The flight spare 

cryocooler cold head assembly and flight cryocooler electronics were delivered to JPL, and, more recently, in early FY 2015, the flight cold head assembly 

was delivered to Goddard Space Flight Center in time for Integrated Science Instrument Module cryotesting. The remaining cryocooler component (the 

compressor assembly) is scheduled for delivery in late spring 2015. Cryocooler designs have been verified to meet requirements, with only manufacturing 

and testing work remaining. 

(The critical path of a mission is a dynamic quantity that changes with time depending on the challenges faced in designing, assembling, and testing the 

hardware and software.) 

More detailed information on this agency priority goal is included in Part 2 of this document. 

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Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014

For FY 2014: Complete Webb Spacecraft Critical Design Review (CDR). 9AS4 

Green 

10AS06 

Green 

JWST -11 -1 

Green 

JWST-12-1 

White 

JWST -13 -1 

Green 

JWST -14 -1 

Green 

Planned Future Performance 

For FY 2015: JWST-15-1: Deliver James Webb Space Telescope flight backplane to Goddard Space Flight Center. 

For FY 2016: JWST-16-1: Deliver James Webb Space Telescope integrated optical telescope and science instrument module to Goddard Space Flight Center for testing. 

Contributing Theme: James Webb Space Telescope Contributing Program: James Webb Space Telescope

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Demonstrate progress in probing the origin and destiny of the universe, including the nature of black holes, 

dark energy, dark matter, and gravity. 

2.4.1.1 

Green 

2.4.1.1 

Green 

2.4.1.1 

Green 

1.6.2 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Astrophysics Contributing Program: Multiple Programs 

FY 2014 Performance Results 

The Astrophysics Subcommittee of the NASA Advisory Council Science Committee determined in August 2014 that NASA remained on track in its annual 

performance towards the achievement of this performance goal. Below are examples of the scientific progress reported in FY 2014.
 

Hubble Uncovers Largest Known Group of Star Clusters, Clues to Dark Matter 

NASA’s Hubble Space Telescope has uncovered the largest known population of globular star clusters, an estimated 160,000, swarming like bees inside the 

crowded core of the giant grouping of galaxies known as Abell 1689. The globular star cluster population in Abell 1689 is roughly twice as large as any 

other population found in previous globular cluster surveys. The Hubble study shows that most of the globular clusters in Abell 1689 formed near the 

center of the galaxy grouping, which contains a deep well of dark matter, the invisible gravitational scaffolding on which galaxies are built. The farther 

away from the galaxy core Hubble looked, the fewer globular clusters it detected. This observation corresponded with a comparable drop in the amount 

of dark matter, based on previous research. 

Chandra and XMM-Newton Directly Measure Distant Black Hole’s Spin 

Astronomers have used NASA’s Chandra X-ray Observatory and the European Space Agency’s X-ray Multi-Mirror Mission (XMM-Newton) to show that a 

supermassive black hole six billion light-years from Earth is spinning extremely rapidly. This first direct measurement of the spin of such a distant black 

hole is an important advance for understanding how black holes grow over time. Astronomers determined the spin of the supermassive black hole that is
 

pulling in surrounding gas, producing an extremely luminous quasar known as RX J1131-1231 (or RX J1131 for short). The astronomers used gravitational 

lensing, where the gravitational field of a giant elliptical galaxy along the line of sight to the quasar acts as a lens that magnifies the light from the quasar, 

to get detailed information about the black hole’s X-ray spectrum. The X-rays are produced when a swirling accretion disk of gas and dust that surrounds 

the black hole creates a multimillion-degree cloud, or corona, near the black hole. X-rays from this corona reflect off the inner edge of the accretion disk. 

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- - - - - - - -

- -

The discovery that the black hole in RX J1131 is spinning at over half the speed of light suggests this black hole, observed at a distance of 6 billion lightyears, corresponding to an age approximately 7.7 billion years after the Big Bang, has grown via mergers, rather than pulling material in from different 

directions. 

RXTE Reveals the Cloudy Cores of Active Galaxies 

Using data from NASA’s Rossi X-ray Timing Explorer (RXTE), an international team has uncovered a dozen instances where X-ray signals from active 

galaxies dimmed as a result of a cloud of gas moving across the line of sight from Earth. The new study triples the number of cloud events previously 

identified in the 16-year archive. 

At the heart of most big galaxies, including the Milky Way, lurks a supermassive black hole weighing millions to billions of times the Sun’s mass. As gas falls 

toward a black hole, it gathers into an accretion disk and becomes compressed and heated, ultimately emitting X-rays. The centers of some galaxies 

produce unusually powerful emissions that exceed the Sun’s energy output by billions of times. These are active galactic nuclei. This study is the first 

statistical survey of the environments around supermassive black holes and is the longest-running monitoring study of active galactic nuclei yet performed 

in X-rays. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Demonstrate planned progress in probing the origin and destiny of the universe, 

including the nature of black holes, dark energy, dark matter, and gravity. 

9AS1 

Green 

10AS01 

Green 

AS 11 1 

Green 

AS 12 1 

Green 

AS 13 1 

Green 

AS 14 1 

Green 

Planned Future Performance 

For FY 2015: AS-15-1: Demonstrate planned progress in probing the origin and destiny of the universe, including the nature of black holes, dark energy, dark matter, and gravity. 

For FY 2016: AS-16-1: Demonstrate planned progress in probing the origin and destiny of the universe, including the nature of black holes, dark energy, dark matter, and gravity. 

Contributing Theme: Astrophysics Contributing Program: Multiple Programs 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Complete NuSTAR mission success criteria. No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

AS 14 2 

Green 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: No API this fiscal year 

Contributing Theme: Astrophysics Contributing Program: Astrophysics Explorer 

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Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Demonstrate progress in exploring the origin and evolution of the galaxies, stars, and planets that make up 

the universe. 

2.4.2.1 

Green 

2.4.2.1 

Green 

2.4.2.1 

Green

1.6.3 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Astrophysics Contributing Program: Multiple Programs 

FY 2014 Performance Results 

The Astrophysics Subcommittee of the NASA Advisory Council Science Committee determined in August 2014 that NASA remained on track in its annual 

performance towards the achievement of this performance goal. Below are examples of the scientific progress reported in FY 2014. 

Great Observatories Discover Ultra-Bright Young Galaxies 

NASA’s Hubble and Spitzer Space Telescopes joined forces to discover and characterize four unusually bright galaxies as they appeared more than 

13 billion years ago, just 500 million years after the Big Bang. Although Hubble had previously identified galaxies at this early epoch, astronomers were 

surprised to find objects that are about 10 to 20 times more luminous than anything seen previously. The tiny galaxies are bursting with star formation 

activity, which accounts for their brilliance. The brightest one is forming stars approximately 50 times faster than the Milky Way does today. Although 

these fledgling galaxies are only one-twentieth the size of the Milky Way, they probably contain around a billion stars crammed together. 

Hubble Helps Solve Mystery of Ultra-Compact, Burned-Out Galaxies 

Astronomers using NASA’s Hubble and Spitzer Space Telescopes and the European Space Agency’s Herschel Space Observatory have pieced together the 

evolutionary sequence for compact elliptical galaxies that erupted and burned out early in the history of the universe. It provides a clear picture of the 

formation of the most massive galaxies in the universe, from their initial burst of star formation through their development of dense stellar cores to their 

ultimate reality as giant ellipticals. Using Hubble data, astronomers concluded that compact elliptical galaxies formed in intense starbursts inside the 

galaxies that preceded them by as long as two billion years. They also determined that these compact ellipticals voraciously consumed the gas available 

for star formation, to the point that they were unable to create new stars, and then merged with smaller galaxies to form giant ellipticals. The stars in the 

burned-out galaxies were packed 10-100 times more densely than in equally massive elliptical galaxies seen in the nearby universe today. Next, the team 

used the three space telescopes to study dust-enshrouded galaxies that were present early in the universe. They found that the violent starbursts in the 

dusty galaxies had the same characteristics that would have been predicted for progenitors to the compact elliptical galaxies. 

NuSTAR Untangles Mystery of How Stars Explode 

One of the biggest mysteries in astronomy, how stars blow up in supernova explosions, finally is being unraveled with the help of NASA’s Nuclear 

Spectroscopic Telescope Array (NuSTAR). The high-energy X-ray observatory has created the first map of radioactive material in a supernova remnant. The 

results, from a remnant named Cassiopeia A (Cas A), reveal how shock waves likely rip apart massive dying stars. Cas A was created when a massive star 

blew up as a supernova, leaving a dense stellar corpse and its ejected remains. While small stars like the Sun die less violent deaths, stars at least eight 

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- - - - - - - -

 

 

- - - - - -

 

 

times as massive as the Sun blow up in supernova explosions. The high temperatures and particles created in the blast fuse light elements together to 

create heavier elements. In this case, the element is titanium-44, which has an unstable nucleus produced at the heart of the exploding star. Radioactive 

material like titanium glows clearly in X-rays. This allows NuSTAR to map what is happening at the core of the explosion. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Demonstrate planned progress in exploring the origin and evolution of the galaxies, 

stars, and planets that make up the universe. 

9AS6 

Green 

10AS09 

Green 

AS 11 3 

Green 

AS 12 3 

Green 

AS 13 3 

Green 

AS 14 3 

Green 

Planned Future Performance 

For FY 2015: AS-15-2: Demonstrate planned progress in exploring the origin and evolution of the galaxies, stars, and planets that make up the universe. 

For FY 2016: AS-16-2: Demonstrate planned progress in exploring the origin and evolution of the galaxies, stars, and planets that make up the universe. 

Contributing Theme: Astrophysics Contributing Program: Multiple Programs 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Conduct Stratospheric Observatory for Infrared Astronomy (SOFIA) science flights to 

provide a minimum of 260 research hours. 

9AS5 

Yellow 

10AS07 

Yellow 

AS 11 4 

Green 

AS 12 4 

Green 

AS 13 4 

Green 

AS-14-5 

Yellow 

Planned Future Performance 

For FY 2015: AS-15-3: Complete commissioning flights for the Stratospheric Observatory for Infrared Astronomy (SOFIA) Echelon-Cross-Echelle Spectrograph (EXES) science instrument. 

For FY 2016: AS-16-3: Complete commissioning flights for Stratospheric Observatory for Infrared Astronomy (SOFIA) second-generation instrument suite. 

Contributing Theme: Astrophysics Contributing Program: Cosmic Origins 

Explanation of Rating 

In February 2014, the Stratospheric Observatory for Infrared Astronomy (SOFIA), a 2.7-meter telescope mounted onboard a Boeing 747SP, reached full 

operational capability. The SOFIA platform experienced technical problems in November 2013, leading to the cancellation of six science flights. Although 

system reliability from that point onward was excellent, and NASA added four science flights in June 2014, these were not enough to overcome the loss of 

flights in November. SOFIA flew 258 research hours during FY 2014, missing the target for this annual performance indicator by only two research hours. 

As a result, NASA rated AS-14-5 yellow. This shortfall did not affect NASA’s overall progress towards achieving Performance Goal 1.6.3. 

In July 2014, NASA delivered SOFIA to the Lufthansa Technik facility in Hamburg, Germany, for performance of a scheduled Heavy Maintenance Visit. 

SOFIA received upgrades that brought the aircraft and telescope assembly maintenance up-to-date. 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Demonstrate progress in discovering and studying planets around other stars and exploring whether they 

could harbor life. 

2.4.3.1 

Green 

2.4.3.1 

Green 

2.4.3.1 

Green 

1.6.4 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Astrophysics Contributing Program: Multiple Programs 

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FY 2014 Performance Results 

The Astrophysics Subcommittee of the NASA Advisory Council Science Committee determined in August 2014 that NASA remained on track in its annual 

performance towards the achievement of this performance goal. Below are examples of the scientific progress reported in FY 2014. 

Kepler Provides Insights Into Wide Range of Enigmatic Planets 

The Kepler spacecraft’s haul of exoplanets continues to grow, revealing not just an abundance of planets, but also a surprising range of properties and 

architectures. Scientists studying the atmospheres and interiors of some of these worlds have found the signatures of water and the prevalence of clouds 

and hazes. Discoveries of small, rocky planets in a range of environments, including those that may allow for the presence of liquid water, increasingly 

indicate that Earthlike planets are likely ubiquitous. 

In November 2013, during the second Kepler Science Conference, the Kepler team announced the discovery of over 800 new planet candidates, bringing 

the total number of new worlds discovered by Kepler to 3,538. This is an increase of nearly 30 percent since the last update, with the largest increase of 

80 percent coming from small Earth-sized planets. Among these discoveries, scientists identified a number of unusual and unexpected systems. Using data 

from the W. M. Keck observatory in Hawaii, scientists measured the mass of two of these worlds: Kepler-99b and Kepler-406b. They are somewhat larger 

than the Earth, but have densities similar to lead/ Similar observations have revealed a new type of rocky planet called a “Mega-Earth”. Kepler-10c has a 

radius roughly twice the mass of Earth, but with a mass nearly 20 times greater. At the opposite extreme is KOI-314c. It has a mass similar to that of Earth, 

but has a radius that is 60 percent larger, implying it has a gaseous atmosphere much thicker than Earth’s. 

Looking for Water on Rocky and Jupiter-Like Planets 

Detailed studies using the Spitzer and Hubble Space Telescopes are revealing new insights into the ubiquity of water and the presence of clouds on a wide 

range of worlds. Using a forensic analysis of the remains of a rocky world that crashed into its white dwarf host star, scientists measured the detailed 

composition of the world, finding evidence that it was very water-rich/ On the other hand, measurements of the water abundance of three “hot Jupiters” 

indicate a surprisingly low level of water, less than a tenth to one-thousandth of that predicted by theory. Maps of Kepler-7b made using Spitzer and 

Hubble reveal high but patchy clouds in this hot, exotic Jupiter-sized world. Hubble observations of two smaller planets, GJ346b and GJ1214b, indicate 

both to be completely enshrouded in thick clouds. 

Searching for Earthlike Planets 

Using both Kepler and NASA-funded ground-based surveys, astronomers continued to make progress toward the discovery of Earthlike planets. In 

July 2014, scientists announced the discovery of an Earthlike planet orbiting one of the stars in a tight binary star system at a distance similar to which 

Earth orbits the Sun. Because the host star is much dimmer than the Sun, the planet is much colder. This study provides the first evidence that rocky 

planets can form in orbits similar to Earth’s, even in a binary star system where the stars are not very far apart. In April 2014, scientists announced the 

discovery of Kepler-186f, the first Earth-size planet orbiting a star in the “habitable zone,” the range of distance from a star where liquid water might exist 

on the surface. The discovery of Kepler-186f confirms that Earth-size planets exist in the habitable zone of other stars. The parent star of Kepler-186f is a 

red dwarf, a class of stars that are much more numerous than stars like the Sun, making up 70 percent of the stars in the Milky Way galaxy. 

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- -

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Demonstrate planned progress in discovering and studying planets around other stars 

and exploring whether they could harbor life. 

9AS7 

Green 

10AS10 

Green 

AS 11 5 

Green 

AS 12 5 

Green 

AS 13 5 

Green 

AS 14 6 

Green 

Planned Future Performance 

For FY 2015: AS-15-5: Demonstrate planned progress in discovering and studying planets around other stars and exploring whether they could harbor life. 

For FY 2016: AS-16-5: Demonstrate planned progress in discovering and studying planets around other stars and exploring whether they could harbor life. 

Contributing Theme: Astrophysics Contributing Program: Multiple Programs 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

By December 2018, launch at least one mission in support of Strategic Objective 1.6. 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

1.6.5 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Astrophysics Contributing Program: Multiple Programs 

FY 2014 Performance Results 

NASA has begun work on a new mission to support Strategic Objective 1.6. The Transiting Exoplanet Survey Satellite (TESS) will use an array of telescopes 

to perform the first-ever spaceborne all-sky transit survey. TESS will look for exoplanets ranging from Earth-sized to gas giants in orbit around the nearest 

and brightest stars in the sky. The goal is to identify terrestrial planets in the habitable zones of nearby stars. TESS will monitor the brightness of half a 

million stars, looking for momentary changes in brightness caused when a planet passes, or transits, in front of the star as viewed from Earth. In February 

2014, NASA completed the TESS System Requirements Review, which examined the mission’s functional and performance requirements and determined 

that the requirements and the selected concept will satisfy the mission’s needs. NASA is on track to launch TESS in late 2017. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Complete the Transiting Exoplanet Survey Satellite (TESS) System Requirements 

Review (SRR). 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

AS 14 7 

Green 

Planned Future Performance 

For FY 2015: AS-15-4: Complete the Transiting Exoplanet Survey Satellite (TESS) Mission Confirmation Review. 

For FY 2016: AS-16-4: Complete the Transiting Exoplanet Survey Satellite (TESS) instrument integration and test (I&T). 

Contributing Theme: Astrophysics Contributing Program: Exoplanet Exploration 

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Strategic Objective 1.7 

Transform NASA missions and advance the Nation’s capabilities by maturing 

crosscutting and innovative space technologies. 

Lead Office 

Space Technology Mission Directorate (STMD) 

Goal Leader 

Dorothy Rasco, Deputy Associate Administrator for Management, STMD

Contributing Programs 

FY 2014: Crosscutting Space Technology Development (CSTD), Exploration Technology Development (ETD), Small Business Innovation Research / Small
 

Business Technology Transfer (SBIR/STTR)
 

FY 2015 and 2016: Space Technology Research and Development (STRD), Small Business Innovation Research / Small Business Technology Transfer 

(SBIR/STTR)
 

Budget for Strategic Objective 1.7 

Actual Enacted Requested Notional 

Budget Authority (in $ millions) FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 

Total Budget $545 -­ ­ $692 $703 $714 $725 $736 

Note: For explanation of budget table, please see the “How to Read the Strategic Review Information” section in the introduction to Part 3. 

Vision for Success in 10 Years 

Over the next 10 years—through STMD’s crosscutting capability-based approach—the Agency’s technology development accomplishments will have the 

following impacts: Reduced risk, reduced cost and increased capability for NASA human and robotic missions and the Nation; technology innovations and 

growth of the innovation community; and growth of the commercial space technology enterprise and the emergence of new markets. Efforts over the 

next 10 years include, but are not limited to, the following: high-data-rate communications for near-Earth and deep-space missions; green propellant; 

advanced in-space propulsion for both exploration and science missions; improved reliability and increased recycling in life support systems; advanced 

deep space navigation; and entry, descent, and landing technologies for planetary exploration. 

Update of Progress Toward Strategic Objective 

The NASA 2014 Strategic Review found that: 

 Clear progress towards the strategic objective has been demonstrated and sufficient strategies are in place. 

 STMD is proceeding with ground tests and flight demonstrations of new crosscutting capabilities with the potential to transform future missions.

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 STMD has responded to budget constraints as well as cost, schedule, and performance issues on individual technology efforts with both
 

preventative and corrective actions to preserve eventual impact of new crosscutting technology capabilities.
 

 Some risks are acknowledged (such as sufficient budget and access to space), but mitigation strategies and opportunities are identified.
 

NASA achieved the following in FY 2014: 

 During FY 2014, NASA successfully completed a major test of the Low-Density Supersonic Decelerator (LDSD)

 Completed major milestones for other Technology Demonstration Missions (TDM) projects, including Deep Space Atomic Clock (DSAC) and 

Composites for Exploration Upper Stage. 

 Game Changing Development (GCD) completed pressure testing of a 5.5 meter Composite Cryogenic Tank, delivered operational legs for 

Robonaut2 to the International Space Station (ISS) on-board a SpaceX launch, and completed three Synchronized Position Hold Engage Reorient 

Experimental Satellites (SPHERES) slosh experiments on the ISS. 

 Small Spacecraft Technology (SST) successfully flew PhoneSat 2.4 and 2.5.

 

 

 Flight Opportunities (FO) flew technology payloads using flight services from four providers: Zero-G, UP Aerospace, Masten, and Near Space. 

 Highlighted achievements during FY 2014 are detailed in the NASA FY 2014 Agency Financial Report.
 

Next Steps 

NASA has instituted several process improvements, including contractor cost performance, which are expected to improve oversight of STMD’s program 

performance. Specifically, NASA has enhanced project formulation by clarifying expected project maturities, instituting Formulation Agreements, 

implementing Joint Confidence Levels, establishing tools to provide schedule health checks, and requiring the use of Earned Value Management on 

projects with a lifecycle cost estimate greater than $20 million, including in-house development work. 

	 


 

	 

. 

	 

Additional details on the strategies for this strategic objective can be found in the NASA 2014 Strategic Plan. 

Next Steps in FY 2015 

STMD will continue to explore early stage concepts, advance promising new technologies, and mature transformative solutions for flight demonstration. 

This approach will include continued emphasis on portfolio balance and lean, rapid technology development. STMD will also continue to emphasize 

partnerships within and outside the Agency. In FY 2015, STMD will pursue the following projects: 

	 The STMD LDSD project plans to conduct the second in a series of supersonic flight demonstration of a parachute and a supersonic inflatable 

aerodynamic decelerator. Together these technologies will allow for at least three times greater landed mass at Mars over Curiosity, and offer a 

pathway to landed masses as high as 15-metric tons for applications, such as human missions. 

 STMD will increase the capabilities of small spacecraft by delivering for demonstration a variety of key small spacecraft components. These 

capabilities include, for example, demonstrating in-space laser communications using two CubeSats. 

 To support living and working in deep space, Space Technology previously completed development of a new variable oxygen regulator and carbon 

dioxide removal system for next generation portable life support systems (PLSS). In FY 2015, STMD will support human-in-the-loop PLSS testing. 

 STMD will conduct a Robonaut mobility demonstration using the legs delivered to ISS in FY 2014. 

 STMD will conduct final payload integration and testing for the DSAC. 

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	 For the Green Propellant Infusion Mission (GPIM), STMD will finalize integration of the propulsion and spacecraft systems and ensure the 

spacecraft and systems are prepared for the flight demonstration. 

FY 2014 Performance Measures 

Strategic Objective 1.7: Transform NASA missions and advance the Nation’s capabilities by maturing crosscutting and innovative space technologies. 

Performance Goal 1.7.1: Explore and advance promising early 

stage solutions to space technology challenges through investment 

across the U.S. innovation community. 

Performance Goal 1.7.2: Advance technologies that offer 

significant improvement to existing solutions or enable new space 

science and exploration capabilities. 

Performance Goal 1.7.3: Mature new crosscutting space 

technology capabilities for demonstration. 

Annual Performance Indicators 

 ST-14-1: Research, study, or develop concepts for 150 

technologies, as documented in technology reports or plans. 

 ST-14-2: Complete at least seven feasibility studies, ground 

demonstrations, or laboratory experiments proving the technical 

feasibility of new space technologies. 

 ST-14-3: Complete four Key Decision Points for small spacecraft 

projects to demonstrate game changing or crosscutting 

technologies in space. 

 ST-14-4: Complete three Key Decision Points for Technology 

Demonstration Mission (TDM) technology development projects. 

 ST-14-5: Select and fly technology payloads from NASA, other 

government agencies, industry, and academia using flight services 

procured from at least four different commercial reusable 

suborbital or parabolic platform providers. 

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Performance Goal Ratings for Strategic Objective 1.7, FY 2011 through FY 2014

100% 

2 2 2 3 

2011 2012 

1.7 

2013 2014 

80% 

60% 

40% 

20% 

0% 

Annual Performance Indicator Ratings for Strategic Objective 1.7, FY 2009 

through FY 2014 

100% 

80% 

60% 

40% 

20% 

0% 

6 7 5 

2009 2010 2011 

1.7 

2012 2013 2014 

5 

Past fiscal years do not include performance measures that do not trend to the current fiscal year annual performance indicators. 

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Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Explore and advance promising early stage solutions to space technology challenges through investment 

across the U.S. innovation community. 

3.1.1.1 

Green 

3.1.1.1 

Green 

3.1.1.1 

Green 

1.7.1 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Space Technology Contributing Program: Multiple Programs 

(FY 2014 and FY 2015: Crosscutting Space Technology Development) 

FY 2014 Performance Results 

NASA is on track to meet this multiyear performance goal as the Agency continues to advance early stage innovation. The Space Technology Mission 

Directorate (STMD) develops the crosscutting new technologies and capabilities needed by the Agency to achieve its current and future missions. NASA 

made significant progress in the following areas in FY 2014: 

Accelerating Development Through Research Grants 

NASA accelerates the development of low technology readiness level (TRL) space technologies, through research grants, to support future space science 

and exploration needs. Grants are selected through competitive solicitations for proposals from accredited U.S. universities. Through NASA Space 

Technology Research Fellowships, Early Career Faculty awards, and Early Stage Innovations awards, STMD engages a broad spectrum of academic 

researchers, from graduate researchers to senior faculty members. In FY 2014, NASA: 

 Selected the 2014 class of NASA Space Technology Research Fellows; 

 Selected seven Early Career Faculty Space Technology Research Grants; and 

 Produced 178 NASA Space Technology Research Fellowships research training plans and 10 Early Stage Innovations technology reports.

More information is available on the Space Technology Research Grants Web site. 

Investing in Innovative and Advanced Concepts 

NASA invests in concepts with the potential to transform future aerospace missions, enable new capabilities, or significantly alter and improve current 

approaches. In FY 2014, NASA: 

 Made excellent progress on innovative concept studies selected in prior fiscal years;

 Selected 17 new innovative concept studies comprising 12 Phase I projects and 5 Phase II projects; and 

 Produced 12 Phase I and 2 Phase II final reports.

More information is available on the NASA Innovative Advanced Concepts Web site. 

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Encouraging Innovation Within NASA’s Centers 

NASA encourages creativity and innovation within the NASA Centers by supporting low-TRL initiatives that leverage Center talent and capability. In 

FY 2014, NASA: 

	 

	 

 Selected and conducted Center Innovation Fund (CIF) projects at all 10 NASA Centers; and 

 Produced 10 FY 2013 final reports during FY 2014, one for each of the NASA Centers, detailing the accomplishments of innovative studies that 

span NASA’s 14 Technology Roadmaps. 

More information is available on the CIF Web site. 

Incentivizing Innovation Through Cash Prizes 

NASA provides cash prize incentives to non-traditional sources for innovations of interest and value to the Agency and the Nation. As part of Centennial 

Challenges, NASA: 

 Held the 2014 Sample Return Robot Challenge Competition in June 2014; and 

 Selected for further development two new challenge ideas through the NASA@Work solicitation. 

More information is available on the Centennial Challenges Web site. 

Fostering Innovation at Small Businesses 

NASA provides opportunities for small, high technology companies and research institutions to participate in government-sponsored research and 

development (R&D) efforts in key technology areas through its Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) 

Programs. In FY 2014, NASA: 

	 Selected 383 SBIR Phase I projects, 108 SBIR Phase II projects, 32 STTR Phase I projects, and 23 STTR Phase II projects; and 

	 Executed 25 Phase II-Enhancement contract options to extend SBIR/STTR R&D in partnership with non-SBIR/STTR funding partners, and nine 

commercial readiness projects to create direct infusion potential for SBIR/STTR developed technology. The SBIR/STTR Programs continue to 

promote advancement to and beyond Phase II, working closely with other programs to identify and pursue potential collaborations. The SBIR 

Program post-Phase II advancement greatly exceeded expectations in FY 2014, especially given the inherent complexities in aligning willing 

external partners, appropriate technologies, and the right timing. 

More information is available on the SBIR/STTR Web site. 

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- - - -

 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Research, study, or develop concepts for 150 technologies, as documented in 

technology reports or plans. 

No API this

fiscal year 

No API this 

fiscal year 

ST -11 -1 

Green 

ST -12 -1 

Green 

ST -13 -1 

Green 

ST -14 -1 

Green 

Planned Future Performance 

For FY 2015: ST-15-1: Research, study, or develop concepts for technologies, as documented in 175 technology reports or plans.

For FY 2016: ST-16-1: Research, study, or develop concepts for technologies, as documented in 200 technology reports or plans. 

Contributing Theme: Space Technology Contributing Program: Space Technology Research and Development 

(FY 2014 and FY 2015: Crosscutting Space Technology Development) 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Does not trend to FY 2014. No API this 

fiscal year 

No API this 

fiscal year 

ST 11 2 

Green 

ST 12 2 

Green 

No API this 

fiscal year None 

Planned Future Performance 

For FY 2015: ST-15-2: Conduct at least two Centennial Challenges competitions. 

For FY 2016: ST-16-2: Conduct at least three Centennial Challenges competitions. 

Contributing Theme: Space Technology Contributing Program: Space Technology Research and Development 

(FY 2014 and FY 2015: Crosscutting Space Technology Development) 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Does not trend to FY 2014. No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year None 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: ST-16-3: Create three opportunities for advancement beyond Phase II SBIR/STTR. 

Contributing Theme: Space Technology Contributing Program: SBIR and STTR 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Advance technologies that offer significant improvement to existing solutions or enable new space science 

and exploration capabilities. 

3.2.1.1 

Green 

3.2.1.1 

Green 

3.2.1.1 

Green 

1.7.2 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Space Technology Contributing Program: Space Technology Research and Development 

(FY 2014 and FY 2015: Crosscutting Space Technology Development) 

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FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan
 

 

 

 

	 

	 

	 

	 

	 

FY 2014 Performance Results 

NASA is on track to meet this multiyear performance goal as the Space Technology Mission Directorate (STMD) continues to deliver improvements to 

existing capabilities, while also advancing promising new technology solutions. 

Improving Existing Capabilities and Advancing Promising New Technology Solutions 

During FY 2014, Game Changing Development (GCD) delivered the following technologies to NASA stakeholders: 

 3D printer hardware to the International Space Station (ISS)



. Testing a 3D printer aboard the ISS is the first step towards establishing an ondemand machine shop in space, a critical enabling component for deep-space crewed missions and in-space manufacturing. 

	 Lunar Advanced Volatile Analysis (LAVA) hardware to the Human Exploration and Operations Mission Directorate (HEOMD) for integration with

the Regolith and Environment Science and Oxygen and Lunar Volatiles Extraction (RESOLVE) payload. LAVA is designed to identify and measure 

the relative abundance of volatile elements in the lunar regolith. 

	 Neutron Spectrometer hardware to HEOMD for integration with the RESOLVE payload. 

	 Robonaut 2 legs to the ISS. Robonaut 2 is a dexterous, anthropomorphic robot capable of handling simple, repetitive, or dangerous tasks aboard 

the ISS. The new climbing legs will improve the mobility of the Robonaut 2, freeing up the ISS crew for more critical work, including scientific 

research. 

Also in FY 2014, STMD GCD continued advancement of many other promising technology solutions, including completion of feasibility studies, ground 

demonstrations, and laboratory experiments. These included the following accomplishments: 

 Completed an environmental test program for the 5.5-meter diameter composite cryogenic propellant tank, which is being developed for future

heavy lift vehicles and other in-space applications.

 Completed the assembly of a power conversion unit with two 6 electrical kilowatt Stirling engines for a nuclear power demonstration. Stirling 

power conversion potentially could be used in power generation systems on planetary surfaces. 

 Completed a life test of the Rapid Cycle Amine hardware, which is designed to remove carbon dioxide and humidity from the ventilation loop of a 

spacesuit. 

 Completed fabrication of a 3.7-meter diameter, second-generation inflatable hypersonic decelerator, which is designed to slow a vehicle during 

atmospheric reentry. 

 Completed the development of woven Thermal Protection System (TPS) material billets. Woven TPS material can be manufactured rapidly and

cost-effectively, and is able to withstand the heat of atmospheric entry.

 Completed three Synchronized Position Hold Engage Reorient Experimental Satellites (SPHERES)-Slosh experiments on ISS, which examine the 

physics of how liquids behave inside containers in space.

 Completed a series of hot-fire tests of an additively manufactured engine thrust chamber assembly. The hot-fire tests demonstrated a significant 

increase in performance over traditional combustion chamber designs and material systems. 

More information is available on the GCD site. 

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FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
 

 

	 

	 

	 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014

For FY 2014: Complete at least seven feasibility studies, ground demonstrations, or laboratory 

experiments proving the technical feasibility of new space technologies. 

No API this 

fiscal year 

No API this 

fiscal year 

ST -11 -7 

Green 

ST -12 -7 

Green 

ST -13 -2 

Green 

ST -14 -2 

Green

Planned Future Performance 

For FY 2015: ST-15-3: Complete at least eight feasibility studies, ground demonstrations, or laboratory experiments proving the technical feasibility of new space technologies. 

For FY 2016: ST-16-4: Complete at least seven feasibility studies, ground demonstrations, or laboratory experiments proving the technical feasibility of new space technologies. 

Contributing Theme: Space Technology Contributing Program: Space Technology Research and Development 

(FY 2014 and FY 2015: Crosscutting Space Technology Development) 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Mature new crosscutting space technology capabilities for demonstration. 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

1.7.3 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Space Technology Contributing Program: Space Technology Research and Development 

(FY 2014 and FY 2015: Crosscutting Space Technology Development) 

FY 2014 Performance Results 

NASA is on track to meet this multiyear performance goal as the Agency continues to mature new crosscutting space technology capabilities for 

demonstration. 

Employing the Unique Features of Small Spacecraft 

NASA develops and demonstrates new capabilities employing the unique features of small spacecraft for science, exploration, and space operations. As 

part of this effort, the Space Technology Mission Directorate (STMD): 

	 Flew PhoneSat 2.4 in November 2013 and PhoneSat 2.5 in March 2014. PhoneSat 2.4 and 2.5 are second-generation smart-phone-based satellites,

and include numerous improvements over the previous generation, such as a two-way radio to enable command of the satellite from the ground, 

solar arrays to enable operation for up to a year, and a system for attitude control. These flights represent originally unplanned opportunities 

afforded by the success of PhoneSat 1.0. 

	 Made significant progress on other small spacecraft demonstration projects, including completion of major project lifecycle milestones for the 

Integrated Solar Array and Reflectarray Antenna (ISARA), the CubeSat Proximity Operations Demonstration (CPOD), and the Optical 

Communications and Sensor Demonstration (OCSD). 

More information is available on the Small Spacecraft Technology Web site. 

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- - - - - -

	 

	 

Maturing Crosscutting Technologies to Flight-Ready Status 

Charged with proving revolutionary, crosscutting technologies—ones that could radically advance NASA’s Mission in space and reap untold benefits for 

science and industry here on Earth—STMD seeks to mature laboratory-proven technologies to flight-ready status. In this area, STMD made significant 

progress on several technology demonstration projects in FY 2014: 

 Completed a major demonstration of the Low-Density Supersonic Decelerator (LDSD) in June 2014. This was the first of three planned

demonstrations to evaluate new technologies for future Mars missions. The LDSD demonstration met all flight objectives (i.e., the team launched 

the test vehicle to target altitude, conducted a powered flight, collected real-time telemetry, and recovered the balloon envelope). NASA 

deployed two new landing technologies during the test. The Supersonic Inflatable Aerodynamic Decelerator (SIAD), a large, doughnut-shaped 

deceleration technology, deployed first during the flight and was a success. The second deployment was that of an enormous parachute (i.e., the 

Supersonic Disk Sail Parachute). Imagery downlinked in real-time from the test vehicle indicated that the parachute did not deploy as expected, 

and the team is still analyzing data on the parachute so that lessons learned can be applied for future test flights. The next two flights include 

official tests of these landing technologies, involving identical saucer-shaped vehicles. 

	 Made significant progress on other Technology Demonstration Mission (TDM) projects, including completion of major project lifecycle milestones

for the Deep Space Atomic Clock, Cryogenic Propellant Storage and Transfer, and Composites for Exploration Upper Stage. 

More information is available on the Technology Demonstration Missions Web site. 

Providing Flight Opportunities 

NASA develops and provides flight opportunities for space technologies to be demonstrated and validated in relevant environments. During FY 2014, 

STMD flew technology payloads using flight services from four providers: Zero-G, UP Aerospace, Masten, and Near Space. 

More information is available on the Flight Opportunities Web site. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Complete four Key Decision Points for small spacecraft projects to demonstrate game 

changing or crosscutting technologies in space. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

ST 12 9 

Green 

ST 13 3 

Green 

ST 14 3 

Green 

Planned Future Performance 

For FY 2015: ST-15-4: Complete four Key Decision Points for small spacecraft projects to demonstrate game changing or crosscutting technologies in space. 

For FY 2016: ST-16-5: Complete three Key Decision Points for small spacecraft projects to demonstrate game changing or crosscutting technologies in space. 

Contributing Theme: Space Technology Contributing Program: Space Technology Research and Development 

(FY 2014 and FY 2015: Crosscutting Space Technology Development) 

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- - - - - - - -

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014

For FY 2014: Complete three Key Decision Points for Technology Demonstration Mission (TDM) 

technology development projects. 

No API this

fiscal year 

No API this

fiscal year 

ST -11 -10 

Green 

ST -12 -10 

Green 

ST -13 -4

Green 

ST -14 -4 

Green

Planned Future Performance 

For FY 2015: ST-15-5: Complete four Key Decision Points for Technology Demonstration Mission (TDM) technology development projects. 

For FY 2016: ST-16-6: Complete three Key Decision Points for Technology Demonstration Mission (TDM) technology development projects. 

Contributing Theme: Space Technology Contributing Program: Space Technology Research and Development 

(FY 2014 and FY 2015: Crosscutting Space Technology Development) 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Select and fly technology payloads from NASA, other government agencies, industry, 

and academia using flight services procured from at least four different commercial reusable 

suborbital or parabolic platform providers. 

No API this 

fiscal year 

No API this 

fiscal year 

ST 11 11 

Green 

ST 12 11 

Green 

ST 13 5 

Green 

ST 14 5 

Green 

Planned Future Performance 

For FY 2015: ST-15-6: Select and fly technology payloads from NASA, other government agencies, industry, and academia using flight services procured from at least five different 

commercial reusable suborbital or parabolic platform providers. 

For FY 2016: ST-16-7: Select and fly technology payloads from NASA, other government agencies, industry, and academia using flight services procured from at least five different 

commercial reusable suborbital or parabolic platform providers. 

Contributing Theme: Space Technology Contributing Program: Space Technology Research and Development 

(FY 2014 and FY 2015: Crosscutting Space Technology Development) 

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FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan

Strategic Goal 2: Advance understanding of Earth and develop technologies to improve the quality of life on our home planet. 

Strategic Objective 2.1: Enable a revolutionary 

transformation for safe and sustainable U.S. and 

global aviation by advancing aeronautics 

research. 

Strategic Objective 2.2: Advance knowledge of 

Earth as a system to meet the challenges of 

environmental change, and to improve life on our 

planet. 

Strategic Objective 2.3: Optimize Agency 

technology investments, foster open innovation, 

and facilitate technology infusion, ensuring the 

greatest national benefit. 

Strategic Objective 2.4: Advance the Nation’s 

STEM education and workforce pipeline by 

working collaboratively with other agencies to 

engage students, teachers, and faculty in NASA’s 

missions and unique assets. 

FY 2014 Performance Goals 

 2.1.1: 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. 

 2.1.2: Demonstrate the ability to reduce sonic 

booms, enabling future industry innovation in 

commercial supersonic aircraft. 

 2.1.3: Advance airframe and engine 

technologies to enable the development of 

future generations of ultra efficient aircraft that 

minimize environmental impact. 

 2.1.4: Facilitate significant environmental and 

efficiency improvements through research on 

alternative jet fuel use and on hybrid gaselectric propulsion system concepts. 

 2.1.5: Significantly increase the ability to 

anticipate and resolve potential safety issues 

and predict the health and robustness of 

aviation systems. 

 2.1.6: 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 future routine access of Unmanned 

Aircraft Systems (UAS) in the National Airspace 

System, through the development and 

maturation of technologies and validation of 

data. 

 2.2.1: Demonstrate progress in advancing the 

understanding of changes in Earth’s radiation 

balance, air quality, and the ozone layer that 

result from changes in atmospheric 

composition. 

 2.2.2: Demonstrate progress in improving the 

capability to predict weather and extreme 

weather events. 

 2.2.3: Demonstrate progress in detecting and 

predicting changes in Earth’s ecosystems and 

biogeochemical cycles, including land cover, 

biodiversity, and the global carbon cycle. 

 2.2.4: Demonstrate progress in enabling better 

assessment and management of water quality 

and quantity to accurately predict how the 

global water cycle evolves in response to 

climate change. 

 2.2.5: Demonstrate progress in improving the 

ability to predict climate changes by better 

understanding the roles and interactions of the 

ocean, atmosphere, land, and ice in the climate 

system. 

 2.2.6: Demonstrate progress in characterizing 

the dynamics of Earth’s surface and interior, 

improving the capability to assess and respond 

to natural hazards and extreme events. 

 2.2.7: Further the use of Earth system science 

research to inform decisions and provide 

benefits to society. 

 2.2.8: By December 2017, launch at least five 

missions in support of Strategic Objective 2.2. 

 2.3.1: Implement the five-year Strategic Plan to 

improve the ability to transfer NASA-developed 

technologies. 

 2.3.2: Implement a process that enables the 

Agency to define and lead the Agency Grand 

Challenge. 

 2.4.1: Assure that students participating in 

NASA higher education projects are 

representative of the diversity of the Nation. 

 2.4.2: Continue to support STEM educators 

through the delivery of NASA education content 

and engagement in educator professional 

development opportunities. 

 2.4.4: Continue to provide opportunities for 

learners to engage in STEM education through 

NASA unique content provided to informal 

education institutions designed to inspire and 

educate the public. 

 2.4.5: Continue to provide opportunities for 

learners to engage in STEM education 

engagement activities that capitalize on NASAunique assets and content. 

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FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan
Summary of Performance for Strategic Goal 2 

Comparison of Ratings for Performance Goals and Annual Performance

Indicators by Strategic Objective, FY 2013 

7 

4 

11 

7 

1 

2 

1 

2 

1 

Does Not Trend 

Annual Performance Indicator 

2.4 2.3 2.2 2.1 

Multi-year Performance Goal 

Annual Performance Indicator 

Multi-year Performance Goal 

Annual Performance Indicator 

Multi-year Performance Goal 

Annual Performance Indicator 

Multi-year Performance Goal 

Comparison of Ratings for Performance Goals and Annual Performance 

Indicators by Strategic Objective, FY 2014 

11 

6 

13 

8 

2 

2 

4 

4 

1 

1 

Annual Performance Indicator 

2.4 2.3 2.2 2.1 

Multi-year Performance Goal 

Annual Performance Indicator 

Multi-year Performance Goal 

Annual Performance Indicator 

Multi-year Performance Goal 

Annual Performance Indicator 

Multi-year Performance Goal 

Summary of Ratings for Performance Goals and Annual Performance 

Indicators by Strategic Objective, FY 2013 

 

 

Strategic Goal 2 

Lead Objective PGs APIs 

ARMD 2.1 4 7 

SMD 2.2 7 11 1 

OCT 2.3 Does Not Trend 

Education 2.4 2 2 1 1 

Total 15 21 

Summary 87% 

Green 

90% 

Green 

5% 

Yellow 

13% 

White 

5% 

White 

Summary of Ratings for Performance Goals and Annual Performance
 

Indicators by Strategic Objective, FY 2014
 

 

Lead 

ARMD 

SMD 

OCT 

Education 

Strategic Goal 2 

Objective PGs 

2.1 6 

2.2 8 

2.3 2 

2.4 4 

Total 20 

Summary 100% 

Green 

APIs 

11 1 

13 1 

2 

4 

32 

94% 

Green 

6% 

Yellow 

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FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
 

 

 

 

 

Strategic Objective 2.1 

Enable a revolutionary transformation for safe and sustainable U.S. and 

global aviation by advancing aeronautics research. 

Lead Office 

Aeronautics Research Mission Directorate (ARMD) 

Goal Leader 

Mr. Robert A. Pearce, Director for Strategy, Architecture and Analysis, ARMD

Contributing Programs 

FY 2014: Airspace Systems Program, Aviation Safety Program, Aeronautics Test Program, Fundamental Aeronautics Program, Integrated Systems Research 

Program 

FY 2015 and FY 2016: Airspace Operations and Safety Program, Advanced Air Vehicles Program, Integrated Aviation Systems, Transformative Aeronautics 

Concepts Program 

Budget for Strategic Objective 2.1 

Actual Enacted Requested Notional 

Budget Authority (in $ millions) FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 

Total Budget $566 -­ ­ $571 $580 $589 $598 $606 

Note: For explanation of budget table, please see the “How to Read the Strategic Review Information” section in the introduction to Part 3. 

Vision for Success in 10 Years 

The success of the strategic objective and research can be determined by how well ARMD contributes to the six new research focus thrusts through the 

completion of the technical challenges in partnership with the aviation community. 

Update of Progress Toward Strategic Objective 

The NASA 2014 Strategic Review found that: 

 The new ARMD research strategy identifies six research thrusts with a list of expected outcomes associated with each thrust.

 This new strategy has significant stakeholder support.

 A reorganization of research programs to align with the new strategy is in progress, and the strategic implementation plan is in development.

 External reports generally have positive findings regarding the portfolio of programs and new strategic direction.

 There are no significant events or issues that would prevent ARMD from achieving the strategic objective.

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FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
 


 


 


 


 


 


 

FY 2014 achievements included the following:

 Conducted Alternative Fuel Effects on Contrails and Cruise Emissions (ACCESS) II flight testing. 

 The Airspace Systems Program continued progress towards Air Traffic Management Technology Demonstration (ATD)-1, which will showcase an 

integrated set of technologies that provide an efficient arrival solution for managing an aircraft’s descent from cruising altitude all the way down 

to the runway. One of the ATD-1 tools, the Terminal Sequencing and Spacing (TSS) tool, was officially transferred to the Federal Aviation 

Administration (FAA) in July 2014. 

 Demonstrated an aerodynamic model enabling stall recovery training for commercial airline pilots.
 

 Completed Low Boom Flight Demonstrator Conceptual Design studies.
 

 Completed high-fidelity experimental and computer simulations to determine the potential benefit of the truss-braced wing technology concept.

 Modeled and designed a low alternating current-loss, fully superconducting electric generator for distributed propulsion aircraft configurations.
 

 Completed demonstration of a wireless sensor providing lightning protection.
 

 Conducted a human-in-the-loop simulation with piloted aircraft and unmanned aircraft mixed in a range of test conditions.
 

 Highlighted achievements during FY 2014 are detailed in the NASA FY 2014 Agency Financial Report.
 

Next Steps 

Additional details on the strategies for this strategic objective can be found in the NASA 2014 Strategic Plan. 

Next Steps in FY 2015 

NASA Aeronautics research will align to the six long term strategic thrusts. Specific research in FY 2015 will focus on the following: reducing aircraft safety 

risks and increasing operational efficiency of air traffic management systems; developing and maturing portfolios of advanced airframe and engine 

technologies to achieve aggressive energy efficiency, noise, and emissions goals; continuing progress on reducing barriers to routine access of Unmanned 

Aircraft Systems (UAS) in the National Airspace System (NAS); supporting national efforts to transition to alternative fuels and pioneer low carbon 

propulsion; accelerating the detection and prognosis of system-wide safety threats; taking first steps towards demonstrating the feasibility of low-boom 

supersonic vehicles; and establishing confidence in the safety of new automation software systems. 

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FY 2014 Performance Measures 

Strategic Objective 2.1: Enable a revolutionary transformation for safe and sustainable U.S. and global aviation by advancing aeronautics research.

Performance Goal 2.1.1: 

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. 

Performance Goal 2.1.2: 

Demonstrate the ability to 

reduce sonic booms, enabling 

future industry innovation in 

commercial supersonic aircraft. 

Performance Goal 2.1.3: 

Advance airframe and engine 

technologies to enable the 

development of future 

generations of ultra efficient 

aircraft that minimize 

environmental impact. 

Performance Goal 2.1.4: 

Facilitate significant 

environmental and efficiency 

improvements through 

research on alternative jet fuel 

use and on hybrid gas-electric 

propulsion system concepts. 

Performance Goal 2.1.5: 

Significantly increase the 

ability to anticipate and 

resolve potential safety 

issues and to predict the 

health and robustness of 

aviation systems. 

Performance Goal 2.1.6: 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 future routine access of 

Unmanned Aircraft Systems (UAS) 

in the National Airspace System, 

through the development and 

maturation of technologies and 

validation of data. 

Annual Performance Indicators

 AR-14-3: Provide an 

integrated, high-fidelity 

simulator demonstration of an 

aerodynamic model that 

supports flight crew training 

requirements for assuring safe 

aircraft control. 

 AR-14-4: Develop a scheduling 

tool that reduces departure 

delays by enabling efficient 

aircraft departure and 

merging into open slots in the 

congested overhead traffic 

stream. 

 AR-14-12: Complete Low 

Boom Flight Demonstrator 

(LBFD) conceptual design. 

 AR-14-10: Execute data 

acquisition and control 

systems upgrades for the 

Glenn Research Center 10x10

Foot Supersonic Wind Tunnel. 

 AR-14-11: Execute data 

measurement techniques and 

flow quality improvements at 

the Langley Research Center 

National Transonic Facility. 

 AR-14-5: Use highly-detailed 

experimental and computer 

simulations to determine the 

potential of the truss-braced 

wing technology concept to 

enable reduced fuel use in 

transport aircraft. 

 AR-14-7: Demonstrate Ultra 

High Bypass (UHB) propulsion 

systems can be integrated 

with Hybrid Wing Body (HWB) 

concepts to meet fuel burn 

and noise goals. 

 AR-14-9: Conduct a successful 

Project Formulation Review 

and establish an advanced 

composites consortium to 

accelerate the development 

and certification process for 

advanced composite 

structures. 

­

 AR-14-13: Model and design a 

fully superconducting electric 

generator for novel aircraft 

propulsion applications. 

 AR-14-1: Conduct a groundbased demonstration of a 

wireless sensor that 

provides lightning 

protection and can detect 

and diagnose damage in 

composite structures. 

 AR-14-2: Demonstrate use of an 

advanced software technique to 

verify the safety of a complex 

aircraft or ground automation 

software system. 

 AR-14-8: Conduct a human-in

the-loop (HiTL) simulation where 

unmanned aircraft are mixed 

with manned aircraft and 

subjected to a range of test 

conditions. 

­

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Strategic Goal 2—Strategic Objective 2.1 Part 3—Performance Reporting and Planning 

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
Performance Goal Ratings for Strategic Objective 2.1, FY 2011 through FY 2014 

100% 

4 4 4 6 

2011 2012 

2.1 

2013 2014 

80% 

60% 

40% 

20% 

0% 

Annual Performance Indicator Ratings for Strategic Objective 2.1, FY 2009 

through FY 2014 

1 

100% 

80% 

60% 

40% 

20% 

0% 

1 

4 

6 

7 9 7 

11 

2009 2010 2011 

2.1 

2012 2013 2014 

Past fiscal years do not include performance measures that do not trend to the current fiscal year annual performance indicators. 

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FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan
 

 

 

 

 

 

 

 


 


 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

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. 

4.1.2.1 

Green 

4.1.2.1 

Green 

4.1.2.1 

Green 

2.1.1 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Aeronautics Contributing Program: Airspace Operations and Safety 

(FY 2014: Airspace Systems) 

FY 2014 Performance Results 

During FY 2014, NASA continued progress towards Air Traffic Management Technology Demonstration (ATD)-1, which aims to improve arrival operations 

efficiency while increasing arrival throughput using integrated aircraft- and ground-based automation technologies. The Airspace Systems Program 

completed a full scale simulation of air traffic operations utilizing all technologies and procedures under development for ATD-1. This marks the end of the 

first phase of demonstration activities that involved development of prototype systems, integration of all of the technologies, and initial human-in-theloop simulations in NASA laboratories. The next phase will involve development of the demonstration systems, follow-on simulations using Federal 

Aviation Administration (FAA) facilities and personnel, flight testing of avionics, and shadow testing of the integrated system. The last phase will finalize 

the demonstration plans and culminate in a field trial in a controlled, yet realistic operational environment. Initiated in FY 2011, ATD-1 is planned to 

complete in FY 2017 with a final technology transfer to the FAA of an integrated set of terminal arrival tools that will allow arrival aircraft to safely fly 

closer together on more fuel-efficient routes. This will increase capacity, reduce delay, and minimize fuel burn, noise, and greenhouse gas emissions. 

NASA delivered an ATD-1 tool, Terminal Sequencing and Spacing (TSS), to the FAA during an official ceremony held in July 2014. TSS technology provides 

information to controllers about the speeds they should assign to aircraft as they follow fuel-efficient, continuous-descent arrival procedures while 

passing through a region of airspace covering a distance from an airport of about 50 miles. 

Simulation of large transport airplanes in upset conditions remains a topic of high interest to commercial aviation as part of the effort to reduce the risk of 

fatal loss-of-control accidents. During FY 2014, the Aviation Safety Program demonstrated an aerodynamic model that can enable stall recovery training 

for commercial airline pilots, surpassing the capabilities of current day simulators. The model was determined to be of sufficient fidelity for application to 

a flight training simulator environment, based on recommended simulator certification criteria for stalls being developed by relevant technical research 

and training organizations. The model data were validated by subscale aircraft flight tests, as well as other flight test and accident data. 

The Airspace Systems Program’s Spot and Runway Departure Advisor (SARDA) is designed to help tower controllers improve the efficiency of airport 

surface operations. During FY 2014, NASA completed three in a series of six human-in-the-loop (HITL) experiments using the Agency’s FutureFlight Central 

facility to simulate SARDA-enabled operations at the US Airways ramp tower at Charlotte-Douglas International Airport. The next HITL simulation will 

incorporate a more advanced scheduler, providing new and enhanced advisories to ramp and tower controllers. 

To accelerate transformation of the National Airspace System (NAS), the Airspace Systems Program is developing the Shadow Mode Assessments Using
 

Realistic Technologies for the NAS, or SMART-NAS, capability, a live, virtual, and constructive environment where alternative future concepts, 

technologies, air-ground, human-machine architectures can be examined in an integrated fashion to assess NAS-level performance and benefits. As a first
 

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FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
 

- - - - - -

- - - - - -

 

 

 

step towards development, NASA made awards in FY 2014 to four teams tasked with developing an innovative NAS modeling architecture that will use a 

real-time, one-way feed of live aircraft traffic data and allow shadow-mode testing of advanced, gate-to-gate concepts in an integrated fashion to 

accelerate application of Next Generation Air Transportation System (NextGen) technologies. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Provide an integrated, high-fidelity simulator demonstration of an aerodynamic 

model that supports flight crew training requirements for assuring safe aircraft control. 

9AT1 

Green 

10AT03 

Green 

AR 11 2 

Green 

AR 12 3 

Green 

No API this 

fiscal year 

AR 14 3 

Green 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: No API this fiscal year 

Contributing Theme: Aeronautics Contributing Program: Aviation Safety 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Develop a scheduling tool that reduces departure delays by enabling efficient aircraft 

departure and merging into open slots in the congested overhead traffic stream. 

No API this 

fiscal year 

10AT06 

Green 

AR 11 4 

Green 

AR 12 6 

Green 

No API this 

fiscal year 

AR 14 4 

Green 

Planned Future Performance 

For FY 2015: AR-15-1: Demonstrate the Concept of Operations for an integrated set of aircraft arrival technologies (ATD-1) that will provide for efficient performance during congested 

operations at busy airports. 

For FY 2016: AR-16-1: Develop an integrated Concept of Operations (ConOps) to reduce take-off time variability, thereby decreasing delays, aircraft wait time, and fuel usage, and conduct 

a simulation to demonstrate technologies that support the integrated ConOps. 

Contributing Theme: Aeronautics Contributing Program: Airspace Operations and Safety 

(FY 2014: Airspace Systems) 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Demonstrate the ability to reduce sonic booms, enabling future industry innovation in commercial 

supersonic aircraft. 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

2.1.2 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Aeronautics Contributing Program: Advanced Air Vehicles 

(FY 2014: Fundamental Aeronautics) 

FY 2014 Performance Results 

During FY 2014, NASA’s Fundamental Aeronautics Program continued to conduct research and provide leadership in efforts to overcome the barriers to 

successful commercial supersonic aircraft. These include environmental barriers, such as sonic boom, airport noise, and high-altitude emissions, as well as 

efficiency barriers related to airframe, propulsion, and supersonic operations in the National Airspace System. Although work continues in all of these 

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FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
 

- - - - - - - -

 

areas, NASA’s current focus is on the most significant barrier: sonic boom noise caused by the presence of shock waves when an aircraft flies faster than 

sound. The disturbance caused by sonic boom noise led to the implementation of Federal Aviation Administration (FAA) and international restrictions that 

essentially banned commercial supersonic flight over land, which in turn severely limited the potential market for civil supersonic aircraft. The program’s 

sonic boom research addresses two of the most important aspects of the problem with the goal of creating key data that regulators can use to create a 

noise-based standard for certifying overland flight. The first aspect is understanding the sonic boom’s acoustics and its impact on a community below, 

including how people react to hearing sonic booms when outside or indoors, and how quiet a boom needs to be before it is not considered an annoyance. 

The second aspect is developing and validating tools and techniques to enable the design of supersonic aircraft that produce acceptable sonic boom noise. 

In the sonic boom response area, efforts focused on understanding response to sonic booms heard indoors. The Fundamental Aeronautics Program used 

the Interior Effects Room to study people’s levels of annoyance in reaction to simulated sonic boom noise of varying degrees. A major accomplishment 

was the development and validation of software that can simulate sonic boom induced exterior pressure loading on buildings; transmission through 

building partitions (e.g., walls or windows); interior radiation of the transmitted pressures; and the resulting indoor acoustic environment. This software 

will enable researchers to generalize results from the Interior Effects Room to a wider variety of building sizes and types. 

The low sonic boom design tool research continued to progress toward completion of a set of enhanced capabilities for full supersonic vehicle analysis. 

Building on previous airframe tool development, the team conducted a series of wind tunnel tests to validate tools used to predict the impact of engine 

inlet and nozzle flow on the overall sonic boom signature. 

As the Aeronautics Research Mission Directorate continues its successful research into the two key aspects of the sonic boom barrier, it is considering 

what the next logical step toward development of a sonic boom standard might be. The conclusion reached is that a flight demonstration of low boom 

technology is the only way to achieve full validation and collect the required community response data in the most realistic environment—that of people 

in their own homes in any typical community. In FY 2014, the program completed a feasibility study for a Low Boom Flight Demonstration (LBFD). The 

purposes of this study were to develop a solid set of requirements for an LBFD, examine conceptual designs that could meet these requirements, and 

determine if such a demonstration would be affordable. Two airframe contractor teams and an internal NASA team participated. The teams were able to 

identify feasible approaches based on new low boom airframe designs that use a significant amount of existing components, such as engines, landing 

gear, and cockpit systems. The teams determined the requirements of the LBFD could be accomplished with a relatively small and, therefore, affordable 

demonstrator aircraft. The program initiated follow-on efforts aimed at refining the proposed concepts and identifying design risk areas. This effort is part 

of NASA’s overall approach to making informed decisions about a future LBFD. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Complete Low Boom Flight Demonstrator (LBFD) conceptual design. 9AT9 

Green 

10AT09 

Green 

AR 11 8 

Green 

AR 12 10 

Green 

AR 13 5 

Green 

AR 14 12 

Green 

Planned Future Performance 

For FY 2015: AR-15-2: Develop full-vehicle analysis and optimization tools for multi-point low-boom supersonic aircraft design. 

For FY 2016: AR-16-2: Complete Low Boom Flight Demonstration (LBFD) Concept Refinement Studies. 

Contributing Theme: Aeronautics Contributing Program: Advanced Air Vehicles (FY 2014: Fundamental Aeronautics) 

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Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Advance airframe and engine technologies to enable the development of future generations of ultra 

efficient aircraft that minimize environmental impact. 

4.1.3.1 

Green 

4.1.3.1 

Green 

4.1.3.1 

Green 

2.1.3 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Aeronautics Contributing Program: Multiple Programs 

FY 2014 Performance Results 

During FY 2014, the Fundamental Aeronautics Program conducted detailed structural analyses and wind-tunnel testing for the truss-braced-wing airliner 

concept in NASA’s Transonic Dynamics Tunnel. This concept was developed in partnership with Boeing as part of the Subsonic Ultra Green Aircraft 

Research (SUGAR) effort under NASA’s Advanced Concept Studies for 2035 Subsonic Commercial Transport. The truss-braced wing is a promising 

technology for lighter-weight, lower-drag capability in transport aircraft. Post-test analysis verified the high fidelity finite element model of the structure, 

as well as the favorable weight estimates of the wing concept that support the fuel burn benefits of this aircraft configuration. 

Additionally, the Fundamental Aeronautics Program conducted analysis and testing in NASA’s 14x22-Foot Subsonic Wind Tunnel, which showed the 

aerodynamic benefits of the D8 concept with its “double-bubble” lifting fuselage and unique propulsion system placement/ This concept was developed in 

partnership with the Massachusetts Institute of Technology, also as part of NASA’s Advanced Concept Studies for 2035 Subsonic Commercial Transport. 

The design replaces the traditional cylindrical fuselage with two partial cylinders placed side-by-side. The engines sit atop the rear of the fuselage, rather 

than slung beneath the wing, to make use of a technique called boundary layer ingestion, where slower moving air from the wake of the fuselage enters 

the engines, resulting in less fuel consumption for the same amount of thrust. 

The program also released a report called “CFD Vision 2030 Study: A Path to Revolutionary Computational Aerosciences,” which discussed the need to 

substantially improve the current computational fluid dynamics (CFD) tools to meet the challenge of designing future air vehicles that will cut fuel 

consumption, reduce polluting emissions, and fly more quietly. The report also discussed how new algorithms must be written to take advantage of the 

ever-increasing speed and complexity of future supercomputers. 

During FY 2014, the Integrated Systems Research Program’s Environmentally Responsible Aviation project demonstrated, through analysis and testing, 

that ultra high bypass (UHB) propulsion systems can be integrated with hybrid wing body concepts to meet fuel burn and noise goals. Hybrid wing body 

configurations hold the promise of significantly reducing the environmental impact for commercial transport aircraft, offering advantages in noise 

reduction and fuel burn reduction not available to today’s more standard tube-and-wing aircraft configurations. Additionally, the UHB engine offers the 

potential to dramatically reduce fuel burn and noise compared to the version of the aircraft engine commonly used by airliners today. The program 

continued its investigation of UHB technologies by conducting a wind tunnel test of a second-generation UHB engine model with optimized fan exit guide 

vanes. The program used the test to determine the effectiveness of those configurations to reduce noise and their impact on the performance of the 

engine. The wind tunnel results agreed with those predicted by state-of-the-art tools. Data from the test will contribute to a comprehensive performance 

database for modern UHB propulsor technologies that will be used by NASA and industry to update systems studies. 

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- - - -

- -

 - - - - - - - -

- - - - - - - -

 

In addition, the program successfully conducted a formulation review that approved the implementation of the Advanced Composites project. The goal of 

this five-year project is to reduce the time required for certification of innovative composite materials and structures. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Execute data acquisition and control systems upgrades for the Glenn Research Center 

10x10-Foot Supersonic Wind Tunnel. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

AR 13 8 

Green 

AR 14 10 

Green 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: No API this fiscal year 

Contributing Theme: Aeronautics Contributing Program: Aeronautics Test 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Execute data measurement techniques and flow quality improvements at the Langley 

Research Center National Transonic Facility. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

AR 14 11 

Green 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: No API this fiscal year 

Contributing Theme: Aeronautics Contributing Program: Aeronautics Test 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Use highly-detailed experimental and computer simulations to determine the 

potential of the truss-braced wing technology concept to enable reduced fuel use in transport 

aircraft. 

9AT7 

Green 

10AT07 

Green 

AR 11 6 

Green 

AR 12 8 

Green 

AR 13 4 

Green 

AR 14 5 

Green 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: AR-16-3: Quantify the drag reduction benefit of boundary layer ingestion for a representative aircraft configuration. 

Contributing Theme: Aeronautics Contributing Program: Advanced Air Vehicles (FY 2014: Fundamental Aeronautics) 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Demonstrate Ultra High Bypass (UHB) propulsion systems can be integrated with 

Hybrid Wing Body (HWB) concepts to meet fuel burn and noise goals. 

No API this 

fiscal year 

10AT12 

Yellow 

AR 11 10 

Green 

AR 12 12 

Green 

AR 13 6 

Green 

AR 14 7 

Green 

Planned Future Performance 

For FY 2015: AR-15-3: Develop and analyze vehicle concepts with the appropriate technology suite to simultaneously meet fuel burn, community noise, and Landing and Take-off Nitrogen 

Oxides subsonic transport goals by the 2020-2025 timeframe. 

For FY 2016: No API this fiscal year 

Contributing Theme: Aeronautics Contributing Program: Integrated Aviation Systems (FY 2014: Integrated Systems Research) 

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Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Conduct a successful Project Formulation Review and establish an advanced 

composites consortium to accelerate the development and certification process for advanced 

composite structures. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

AR-14-9 

Yellow 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: AR-16-4: Complete Phase I activities and create a plan for Phase II to enable the project to reduce the timeline for development and certification of advanced composite 

structures. 

Contributing Theme: Aeronautics Contributing Program: Advanced Air Vehicles (FY 2014: Integrated Systems Research) 

Explanation of Rating 

NASA’s Advanced Composites project focuses its research on accelerating the development, verification, and regulatory acceptance of advanced 

composite materials. The goal is to reduce the time it takes to get advanced composite materials from development, through certification, and to the 

market in an effort to maintain America’s competitive advantage in the global aerospace industry. During FY 2014, the Advanced Composites project 

completed many but not all of the activities for establishing the Advanced Composites Consortium. As a result, NASA rated AR-14-9 yellow. 

On May 28, 2014, the Advanced Composites project underwent a final Formulation Review covering fiscal years 2015 through 2018. The Associate 

Administrator for NASA’s Aeronautics Research Mission Directorate (ARMD) gave the Advanced Composites project authority to proceed. The Formulation 

Authorization Document, authorizing project implementation, was signed. After reviewing the partnering approach, ARMD approved the Advanced 

Composites project to proceed with the Advanced Composites Consortium, with a condition that they engage an independent third party integrator to 

manage the consortium. 

The Advanced Composites Consortium is designed to address and fund the research and technology development needs of NASA and industry related to 

certification processes, procedures, and tools to support the integration of advanced composite materials and structures into aeronautics vehicles. It 

includes NASA, other government agencies, industry, and academia. During FY 2015, NASA plans to formally establish the Advanced Composites 

Consortium with an agreed to Articles of Collaboration, which will complete the annual performance indicator. 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Facilitate significant environmental and efficiency improvements through research on alternative jet fuel 

use and on hybrid gas-electric propulsion system concepts. 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

2.1.4 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Aeronautics Contributing Program: Multiple Programs 

(FY 2014: Fundamental Aeronautics) 

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- -

 

FY 2014 Performance Results 

Alternative Fuel Effects on Contrails and Cruise Emissions (ACCESS) II flight testing, staged in FY 2014 from Palmdale, CA, was the latest in a series of 

ground and flight tests that began in 2009 to study emissions and contrail formation from new blends of aviation fuels that include biofuel from 

renewable sources. The ACCESS II campaign is a joint effort under the Fundamental Aeronautics Program involving NASA and international partners, 

including the German Aerospace Agency (DLR) and the National Research Council (NRC) of Canada. 

ACCESS I testing, conducted in 2013, showed that the biofuel blends tested may substantially reduce emissions of black carbon, sulfates, and organics. The 

ACCESS II experiment gathered additional data confirming the results of ACCESS I, and contributed to ongoing studies about contrail formation. 

Four research aircraft were involved in the ACCESS II campaign: DLR’s Falcon 20-E5, NRC’s CT-133, NASA’s four-engine DC-8 flying laboratory, and NASA’s 

HU-25C Guardian. Flying as high as 40,000 feet, the DC-8’s four CFM56 engines burned a mix of different fuel blends (either traditional Jet A fuel or a 50­

50 blend of Jet A and renewable alternative fuel of hydro processed esters and fatty acids produced from camelina plant oil), while the Falcon, Guardian, 

and CT-133 measured emissions and observed contrail formation from the DC-8. 

Understanding the characteristics of burning alternative fuels could enable their widespread use as they become more readily available and cost 

competitive with conventional jet fuels. This research supports the strategic vision of NASA’s Aeronautics Research Mission Directorate (ARMD), part of 

which is to enable the transition of the aviation industry to alternative fuels and low-carbon propulsion systems. As part of an international team involved 

in this research, NASA will share its findings with the 24 member nations that make up the International Forum for Aviation Research. DLR and NRC are 

participating members and NASA is the current chair. 

As a promising technology for improving the efficiency of N+3 (research and development generation that is three generations beyond the current 

commercial transport fleet) aircraft designs, the Fundamental Aeronautics Program is investing in hybrid gas-electric propulsion system technologies. The 

program completed studies that resulted in a viable conceptual design for a superconducting generator, and work was begun to establish a 

superconductor AC loss facility at the Center for Advanced Power Systems at Florida State University. The generator concept established the feasibility of 

a fully superconducting electric generator to be used in a distributed propulsion aircraft configuration. This is a concept that would allow multiple electric 

motors to drive many distributed fans to be used in an ultra-efficient hybrid electric aircraft. Additionally, ARMD made a selection through the NASA 

Research Announcement process to begin contractual work on a low-emissions, fuel-flexible combustor. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Model and design a fully superconducting electric generator for novel aircraft 

propulsion applications. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

AR 14 13 

Green 

Planned Future Performance 

For FY 2015: AR-15-4: Characterize gaseous and particulate cruise emissions of biofuel-blended jet fuels and effects of fuel sulfur during flight at cruise conditions. 

For FY 2016: AR-16-5: Develop a detailed conceptual design of a hybrid gas-electric propulsion system for a B737-class aircraft and assess its overall vehicle-level benefits in terms of 

noise, emissions, and energy consumption. 

Contributing Theme: Aeronautics Contributing Program: Advanced Air Vehicles (FY 2014: Fundamental Aeronautics) 

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Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014

For FY 2014: Does not trend to FY 2014. No API this

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year None 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: AR-16-6: Establish a process for originating, proposing, and selecting feasibility assessment research activities for the Convergent Aeronautics Solutions (CAS) Project. 

Contributing Theme: Aeronautics Contributing Program: Transformative Aeronautics Concepts 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Significantly increase the ability to anticipate and resolve potential safety issues and to predict the health 

and robustness of aviation systems. 

4.1.1.1 

Green 

4.1.1.1 

Green 

4.1.1.1 

Green 

2.1.5 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Aeronautics Contributing Program: Multiple Programs (FY 2014: Aviation Safety) 

FY 2014 Performance Results 

NASA’s Aviation Safety Program has partnered with engine manufacturers and other government agencies to conduct Vehicle Integrated Propulsion 

Research (VIPR) testing with the goal of advancing the commercialization and acceptance of propulsion health management technologies. This partnership 

provides a means to test and evaluate emerging health management technologies on a commercial engine, incorporating new sensors directly on the 

engine and evaluating advances in engine diagnostics. During FY 2014, NASA and its partners engaged in detailed planning for VIPR testing scheduled for 

FY 2015. This will be the third in a series of three tests related to propulsion health management that began in FY 2011, and will include planned ingestion 

of volcanic ash into an aircraft-mounted engine during a ground test. 

Current methods of lightning protection for composites result in unwanted additional weight. The Aviation Safety Program is conducting research on a 

new, multifunctional lightning strike protection method for aircraft that can also detect and diagnose damage to composite structures. Since composites 

do not have the conductivity of aluminum, manufacturers embed a metal mesh (typically aluminum or copper) on the surface of the composite material. 

The mesh adds conductivity that helps prevent lightning from creating catastrophic damage, but it also adds weight. The new method applies a “SansE,” 

(“sans” (without) electric connection) sensor, made of a thin, lightweight copper foil, to an aircraft surface, forming a “Smart Skin” layer/ The program 

conducted research in FY 2014 that demonstrated the new method successfully meets lightning strike protection requirements with less weight than 

current methods and also detected and diagnosed damage scenarios, including delamination, punctures, and rips. 

During the past 20 years, the aviation industry has documented more than 200 incidents where turbofan jet engines have lost power during high-altitude 

flights. For many of these events, the aircraft were flying in the vicinity of heavy storm clouds, but with little activity showing on the weather radar at their 

flight altitude. NASA is part of an international team working to improve aviation safety by analyzing high altitude ice crystals using a specially equipped 

French Falcon 20 aircraft. The primary goal of the FY 2014 flight campaign, conducted in Darwin, Australia, during its summer months, was to collect data 

on the characteristics of weather known to produce high ice water icing conditions. This research will help the aviation community to better understand 

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Strategic Goal 2—Strategic Objective 2.1 Part 3—Performance Reporting and Planning 

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
- - - -

 

 

 

the meteorological conditions that cause high concentrations of crystals in certain areas, advancing the development of technologies that may someday 

be able to detect the presence of ice crystals or lessen their effects in flight. 

The Aviation Safety Program’s data mining research focuses on identifying precursors that often provide an early indication of an impending event that 

could pose a safety concern. Accurate and timely identification of precursor conditions will be a key capability in the drive toward more real-time, systemwide safety assurance. The program has developed a suite of capable algorithms that can look for precursors among different data types, across 

thousands of recorded flights. In FY 2014, the program developed methods to improve the reliability of predicting future events through identification of 

specific precursors. In particular, the program examined connections between overspeeds and underspeeds (potential safety events) and data patterns 

occurring earlier in the flight (precursors). The program also expanded its capability to identify unusual events (anomalies) in radar track data. This class of 

algorithms will be instrumental in developing broader system-wide safety capabilities that consider both onboard and air traffic data. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Conduct a ground-based demonstration of a wireless sensor that provides lightning 

protection and can detect and diagnose damage in composite structures. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

AR 12 1 

Green 

No API this 

fiscal year 

AR 14 1 

Green 

Planned Future Performance 

For FY 2015: AR-15-5: Demonstrate that aircraft engine diagnostic systems that rely on advanced sensors can detect faults and hazards between maintenance inspections. 

For FY 2016: No API this fiscal year 

Contributing Theme: Aeronautics Contributing Program: Transformative Aeronautics Concepts (FY 2014: Aviation Safety) 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Does not trend to FY 2014. No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year None 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: AR-16-7: Mature the safety risk assessment module as a step towards validating and demonstrating this assessment module and as part of advanced technology 

demonstrations. 

Contributing Theme: Aeronautics Contributing Program: Airspace Operations and Safety 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

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 future routine access of Unmanned Aircraft Systems (UAS) in the National Airspace 

System, through the development and maturation of technologies and validation of data. 

4.2.1.1 

Green 

4.2.1.1 

Green 

4.2.1.1 

Green 

2.1.6 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Aeronautics Contributing Program: Multiple Programs 

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FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
 

 

 

 

 

 

 

 

 

 

 

FY 2014 Performance Results 

Integration of Unmanned Aircraft Systems (UAS) into the National Airspace System (NAS) will represent a significant step in enabling more automation 

throughout the NAS. The Integrated Systems Research Program’s UAS-NAS project contributes capabilities that reduce technical barriers related to the 

safety and operational challenges associated with enabling routine UAS civil access to the NAS. During FY 2014, the UAS-NAS project conducted an 

integrated human-in-the-loop simulation as a precursor to a series of flight test campaigns, which will progressively increase the complexity of UAS 

integration testing that will occur over the next two years. The test campaign had three objectives. The first was to evaluate air traffic controllers’ 

acceptance of U!S maneuvers performed in order to remain “well-clear” of other traffic/ The second objective was to examine the effects of advanced 

traffic displays and tools on the ability of UAS pilots to maintain well clear of traffic. Finally, the test collected performance metrics to determine the 

interoperability of the UAS sense-and-avoid algorithms and current-collision-avoidance algorithms. This testing featured use of the project’s operationally 

relevant environment called Live Virtual Constructive-Distributed Environment (LVC-DE). For this test campaign, the LVC-DE included a proof-of-concept 

UAS ground control station and virtual traffic. UAS pilots and air traffic controllers participated as test subjects. This was a significant step in the 

development of findings and data associated with the sense-and-avoid, communications, and human system integration performance requirements and 

guidelines. 

The National Research ouncil of the National !cademies published a report titled “Autonomy Research for Civil Aviation: Toward a New Era of Flight“ in 

FY 2014 as a result of the Aeronautics Research Mission Directorate’s (ARMD’s) request to convene a committee to develop a national research agenda for 

autonomy in civil aviation. Increasingly autonomous (IA) systems, characterized by their ability to perform more complex mission-related tasks with 

substantially less human intervention for more extended periods of time, sometimes at remote distances, are being envisioned for aircraft and air traffic 

management and other ground-based elements of the NAS. The report recommended a national research agenda in autonomy, including eight high 

priority research projects that should be executed by those in government, industry, and academia who are involved in the research, development, 

manufacture, certification, and regulation of IA technologies. In a parallel effort to the National Academies study, ARMD established an inter-center 

autonomy study team (ICAST) to assess what technical challenge areas NASA should address. ARMD combined the results of the ICAST effort with the 

National Academies study and will use them to further define research efforts related to autonomy in aviation. 

Through development and testing, the Aviation Safety Program is addressing key challenges associated with verification and validation methods essential 

for meeting the extremely high levels of safety required for flight-critical systems operating in the Next Generation Air Transportation System (NextGen). 

During FY 2014, the program demonstrated use of one of these advanced software assurance techniques, compositional verification, through testing of an 

entire flight control system. Compositional verification enables a system-level software safety assessment by breaking down the system into component 

parts and examining the safety properties of each of those components. Formal methods such as compositional verification allow for more 

comprehensive and more efficient verification and validation of flight-critical systems. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Demonstrate use of an advanced software technique to verify the safety of a complex

aircraft or ground automation software system. 

No API this 

fiscal year 

10AT01

Green 

AR -11 -1 

Green 

AR -12 -2 

Green 

AR -13 -2 

Green 

AR -14 -2 

Green 

Planned Future Performance

For FY 2015: No API this fiscal year 

For FY 2016: No API this fiscal year 

Contributing Theme: Aeronautics Contributing Program: Aviation Safety 

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Strategic Goal 2—Strategic Objective 2.1 Part 3—Performance Reporting and Planning

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
- - - - - -

 

- -

 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Conduct a human-in-the-loop (HiTL) simulation where unmanned aircraft are mixed 

with manned aircraft and subjected to a range of test conditions. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

AR 12 13 

Green 

AR 13 7 

Green 

AR 14 8 

Green 

Planned Future Performance 

For FY 2015: AR-15-7: Deliver data, analysis, and recommendations based on integrated simulations and flight tests to the RTCA Special Committee on Minimum Operational Performance 

Standards (MOPS) for Unmanned Aircraft Systems to support preliminary MOPS development. 

For FY 2016: AR-16-8: Deliver data, analysis, and recommendations based on two integrated flight test series with simulated traffic and live vehicles to the RTCA Special Committee on 

Minimum Operational Performance Standards (MOPS) for Unmanned Aircraft Systems to support development of the final MOPS. 

Contributing Theme: Aeronautics Contributing Program: Integrated Aviation Systems (FY 2014: Integrated Systems Research) 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Does not trend to FY 2014. No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

AR 13 9 

Green None 

Planned Future Performance 

For FY 2015: AR-15-6: Implement Automatic Dependent Surveillance-Broadcast Out (ADS-B Out) capability on select flight test support aircraft to enable the testing of operational design 

solutions that enable safe, efficient growth in global operations. 

For FY 2016: No API this fiscal year 

Contributing Theme: Aeronautics Contributing Program: Integrated Aviation Systems 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Does not trend to FY 2014. No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year None 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: AR-16-9: Complete Unmanned Aircraft Systems Traffic Management initial prototype to enable safe and efficient low altitude airspace operations and conduct initial tests. 

Contributing Theme: Aeronautics Contributing Program: Airspace Operations and Safety 

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FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan
 

 

 

 

 

 

Strategic Objective 2.2 

Advance knowledge of Earth as a system to meet the challenges of 

environmental change, and to improve life on our planet. 

Lead Office 

Earth Science Division (ESD), Science Mission Directorate (SMD)

Goal Leader

Dr. Michael Freilich, Director, Earth Science Division

Contributing Programs 

Earth Science Research Program, Earth Systematic Missions Program, Earth System Science Pathfinders Program, Earth Science Multi-Mission Operations 

Program, Applied Sciences Program, Earth Science Technology Program. 

Budget for Strategic Objective 2.2 

Actual Enacted Requested Notional 

Budget Authority (in $ millions) FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 

Total Budget $1,825 -­ ­ $1,947 $1,967 $1,988 $2,009 $2,027 

Note: For explanation of budget table, please see the “How to Read the Strategic Review Information” section in the introduction to Part 3. 

Vision for Success in 10 Years 

Further understanding of the Earth as a system to meet the challenges of environmental change, as well as continued improvement of life on this planet. 

Update of Progress Toward Strategic Objective 

The NASA 2014 Strategic Review found that: 

 Appropriate and sufficient strategies are in place to achieve the strategic objective.

 Risks and challenges have been identified and are being addressed appropriately. ESD faces the same challenges as other SMD Divisions, as 

outlined in the 2014 Science Plan. 

 ESD has identified and is taking advantage of a range of opportunities. 

FY 2014 achievements included the following: 

 The launch of the Global Precipitation Measurement (GPM) mission. 

 The launch of the Orbiting Carbon Observatory (OCO)-2 mission. 

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 Completed the Preliminary Design Reviews for the Cyclone Global Navigation Satellite System (CYGNSS) and Gravity Recovery and Climate 

Experiment (GRACE) Follow-On missions. 

 Completed the Soil Moisture Active Passive (SMAP) Instrument Thermal Vacuum Test. 

 Conduct Key Decision Point (KDP)-Bs for Tropospheric Emissions: Monitoring of Pollution (TEMPO) and Surface Water Ocean Topography (SWOT). 

 Conduct the Sustainable Land Imaging Architecture Study. 

 Highlighted achievements during FY 2014 are detailed in the NASA FY 2014 Agency Financial Report. 

Next Steps 

NASA has instituted several process improvements designed to achieve greater insight into project performance, including contractor cost performance. 

Specifically, NASA has enhanced project formulation by clarifying expected project maturities, instituting Formulation Agreements, implementing Joint 

Confidence Levels, establishing tools to provide schedule health checks, and requiring the use of Earned Value Management on projects with a lifecycle 

cost estimate greater than $20 million, including in-house development work. 

Additional details on the strategies for this strategic objective can be found in the NASA 2014 Strategic Plan. Additional information on strategies, 

challenges, implementation, and program-specific detail is available in the NASA 2014 Science Plan, as well as the 2010 report, “Responding to the 

Challenge of Climate and Environmental Change/” ESD is pursuing several opportunities to mitigate or address challenges, such as developing new and 

innovative ways of making Earth observations via the Earth Venture solicitations, utilizing the International Space Station (ISS) as a platform for 

observations, and continuing to make technology investments through the Earth Science Technology Program. 

Next Steps in FY 2015 

• Prepare to launch SMAP in FY 2015. 

• Continue development of the Stratospheric Aerosol and Gas Experiment (SAGE)-III. 

• Select Earth Venture Instrument (EVI)-2 and Earth Venture Sub-Orbital (EVS)-2 investigations. 

• Release Announcements of Opportunity for the third Earth Venture Instrument (EVI-3) and the second Earth Venture small Mission (EVM-2). 

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FY 2014 Performance Measures 

Strategic Objective 2.2: Advance knowledge of Earth as a system to meet the challenges of environmental change, and to improve life on our planet. 

Performance Goal 

2.2.1: Demonstrate 

progress in advancing 

the understanding of 

changes in Earth’s 

radiation balance, air 

quality, and the ozone 

layer that result from 

changes in 

atmospheric 

composition. 

Performance Goal 

2.2.2: Demonstrate 

progress in improving 

the capability to 

predict weather and 

extreme weather 

events. 

Performance Goal 

2.2.3: Demonstrate 

progress in detecting 

and predicting changes 

in Earth’s ecosystems 

and biogeochemical 

cycles, including land 

cover, biodiversity, and 

the global carbon 

cycle. 

Performance Goal 

2.2.4: Demonstrate 

progress in enabling 

better assessment and 

management of water 

quality and quantity to 

accurately predict how 

the global water cycle 

evolves in response to 

climate change. 

Performance Goal 

2.2.5: Demonstrate 

progress in improving 

the ability to predict 

climate changes by 

better understanding 

the roles and 

interactions of the 

ocean, atmosphere, 

land, and ice in the 

climate system. 

Performance Goal 

2.2.6: Demonstrate 

progress in 

characterizing the 

dynamics of Earth’s 

surface and interior, 

improving the 

capability to assess 

and respond to natural 

hazards and extreme 

events. 

Performance Goal 

2.2.7: Further the use 

of Earth system 

science research to 

inform decisions and 

provide benefits to 

society. 

Performance Goal 

2.2.8: By December 

2017, launch at least 

five missions in 

support of Strategic 

Objective 2.2. 

Annual Performance Indicators 

 ES-14-1: 

Demonstrate planned 

progress in advancing 

the understanding of 

changes in Earth’s 

radiation balance, air 

quality, and the 

ozone layer that 

result from changes 

in atmospheric 

composition. 

 ES-14-3: 

Demonstrate 

planned progress in 

improving the 

capability to predict 

weather and extreme 

weather events. 

 ES-14-6: Demonstrate 

planned progress in 

detecting and 

predicting changes in 

Earth’s ecosystems 

and biogeochemical 

cycles, including land 

cover, biodiversity, 

and the global carbon 

cycle. 

 ES-14-7: 

Demonstrate 

planned progress in 

enabling better 

assessment and 

management of 

water quality and 

quantity to 

accurately predict 

how the global water 

cycle evolves in 

response to climate 

change. 

 ES-14-9: 

Demonstrate planned 

progress in improving 

the ability to predict 

climate changes by 

better understanding 

the roles and 

interactions of the 

ocean, atmosphere, 

land, and ice in the 

climate system. 

 ES-14-11: 

Demonstrate planned 

progress in 

characterizing the 

dynamics of Earth’s 

surface and interior, 

improving the 

capability to assess 

and respond to 

natural hazards and 

extreme events. 

 ES-14-12: Advance at 

least 25 percent of 

decision-support 

projects one 

Applications 

Readiness Level. 

 ES-14-14: Maintain a 

high level of 

customer 

satisfaction, as 

measured by 

exceeding the most 

recently available 

Federal government 

average rating of the 

Customer 

Satisfaction Index. 

 ES-14-10: Deliver the 

Ice, Cloud, and Land 

Elevation Satellite 

(ICESat)-2 flight 

lasers. 

 ES-14-18: Complete 

the Gravity Recovery 

and Climate 

Experiment (GRACE) 

Follow-On mission 

Preliminary Design 

Review (PDR). 

 ES-14-2: Complete 

the Orbiting Carbon 

Observatory (OCO)-2 

observatory testing. 

 ES-14-4: Launch the 

Global Precipitation 

Measurement (GPM) 

mission. 

 ES-14-5: Complete 

Cyclone Global 

Navigation Satellite 

System (CYGNSS/EV2) Preliminary Design 

Review (PDR). 

 ES-14-8: Complete 

Soil Moisture Active 

Passive (SMAP) 

Instrument Thermal 

Vacuum Test. 

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Performance Goal Ratings for Strategic Objective 2.2, FY 2011 through FY 2014 

100% 

7 7 7 8 

2011 2012 

2.2 

2013 2014 

80% 

60% 

40% 

20% 

0% 

Annual Performance Indicator Ratings for Strategic Objective 2.2, FY 2009 

through FY 2014 

100% 

80% 

60% 

40% 

20% 

0% 

2 

1 

4 

2 

1 1 

10 

11 

10 

11 13 

8 

2009 2010 2011 

2.2 

2012 2013 2014 

Past fiscal years do not include performance measures that do not trend to the current fiscal year annual performance indicators. 

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Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Demonstrate progress in advancing the understanding of changes in Earth’s radiation balance, air quality, 

and the ozone layer that result from changes in atmospheric composition. 

2.1.1.1 

Green 

2.1.1.1 

Green 

2.1.1.1 

Green 

2.2.1 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Earth Science Contributing Program: Multiple Programs 

FY 2014 Performance Results 

The Earth Science Subcommittee of the NASA Advisory Council Science Committee determined in October 2014 that NASA remained on track in its annual 

performance towards the achievement of this performance goal. Below are examples of the scientific progress reported in FY 2014. 

In the past year, NASA researchers and partners completed a series of field studies aimed at providing an unprecedented view of air pollution. DISCOVERAQ, or Deriving Information on Surface Conditions from Column and Vertically Resolved Observations Relevant to Air Quality, targets the information 

needed to improve use of satellite observations to diagnose near-surface air quality. The most recent study was performed over the Denver/Northern 

Front Range region of Colorado during July through August 2014. 

The Carbon in Arctic Reservoirs Vulnerability Experiment (CARVE) flew its 500th science flight hour during May 2014, successfully completing its Baseline 

Science Investigation Requirements, quantifying correlations between atmospheric concentrations of carbon dioxide and methane with surfaceatmosphere carbon fluxes and surface state control variables (soil moisture, freeze-thaw state, inundation state, surface soil temperature) and elucidating 

the sensitivities of Arctic carbon cycle processes to climate change. 

Studies quantifying the emissions of atmospheric trace gases and reconciling top-down and bottom-up approaches were a focus of research. 

Stratospheric-Troposphere Processes and their Role in Climate (SPARC), a core project of the World Climate Research Programme, released their recently 

completed report, “Lifetimes of Stratospheric Ozone-Depleting Substances, Their Replacements, and Related Species,” in March 2014/ 

Researchers studied the quantification of tropical emissions of methane from fires using tropospheric methane and carbon monoxide data from the Aura 

Tropospheric Emission Spectrometer (TES), and new carbon monoxide profile measurements from the Terra satellite Measurements of Pollution in the 

Troposphere (MOPITT) instrument, together with the Goddard Earth Observing System (GEOS)-Chem model, to estimate methane emissions from fires in 

Indonesia. The El Niño related Indonesian fires increased the tropical distribution of atmospheric methane relative to 2005, indicating that tropical 

biomass burning can compensate for expected decreases in tropical wetland methane emissions from reduced rainfall during El Niño, as found in previous 

studies. 

Research showed that stratospheric water vapor variations play an important role in the evolution of Earth’s climate. Analysis of Aura Microwave Limb 

Sounder observations showed that stratospheric water vapor increased with tropospheric temperature, implying the existence of a stratospheric water 

vapor feedback. The authors estimated that the strength of this feedback in a chemistry–climate model would be a significant contributor to overall 

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 - - - - - - - -

 

 

 

 

 

climate sensitivity. One-third of this feedback comes from increases in water vapor entering the stratosphere through the tropical tropopause layer, with 

the rest coming from increases in water vapor entering through the extratropical tropopause. 

Thirty years since the discovery of the Antarctic ozone hole and 27 years after the signing of the Montreal Protocol on Substances that Deplete the Ozone 

Layer, a review of the scientific understanding of the ozone hole and understanding of the polar atmosphere was published. It found that the worldwide 

response to the discovery was fast, but the recovery in ozone is slow. Ground and satellite observations show that chlorine levels in the troposphere and 

stratosphere are decreasing and model projections suggest that the ozone will return to 1980 levels sometime between 2050 and 2070. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Demonstrate planned progress in advancing the understanding of changes in Earth’s 

radiation balance, air quality, and the ozone layer that result from changes in atmospheric 

composition. 

9ES1 

Green 

10ES01 

Green 

ES 11 1 

Green 

ES 12 1 

Green 

ES 13 1 

Green 

ES 14 1 

Green 

Planned Future Performance 

For FY 2015: ES-15-1: Demonstrate planned progress in advancing the understanding of changes in Earth’s radiation balance, air quality, and the ozone layer that result from changes in 

atmospheric composition. 

For FY 2016: ES-16-1: Demonstrate planned progress in advancing the understanding of changes in Earth’s radiation balance, air quality, and the ozone layer that result from changes in 

atmospheric composition. 

Contributing Theme: Earth Science Contributing Program: Multiple Programs 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Demonstrate progress in improving the capability to predict weather and extreme weather events. 

2.1.2.1 

Green 

2.1.2.1 

Green 

2.1.2.1 

Green 

2.2.2 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Earth Science Contributing Program: Multiple Programs 

FY 2014 Performance Results 

The Earth Science Subcommittee of the NASA Advisory Council Science Committee determined in October 2014 that NASA remained on track in its annual 

performance towards the achievement of this performance goal. Below are examples of the scientific progress reported in FY 2014. 

After nearly 17 years in space, the Tropical Rainfall Measuring Mission (TRMM) is almost out of fuel, but it will continue to operate as it slowly descends 

toward Earth’s surface. TRMM’s long-term precipitation datasets are vital for improving weather forecasting models and detecting hurricanes, tornadoes, 

and extremes in precipitation patterns. In 2014, NASA scientists developed a prototype online extreme precipitation monitoring system, demonstrated a 

strong relationship between changes in global rainfall patterns and the Hadley cell, characterized the precipitation features and annual rainfall patterns in 

the Central Andes, and updated the oceanic precipitation rate and its zonal distribution. 

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A modeling study developed a coupled land surface and routing model and real-time global flood estimation tool using TRMM precipitation data. A widely 

used land surface model, the Variable Infiltration Capacity (VIC) model, was coupled with a newly developed hierarchical dominant river tracing-based 

runoff-routing model to form the Dominant river tracing-Routing Integrated with VIC Environment (DRIVE) model. DRIVE serves as the new core of the 

real-time Global Flood Monitoring System (GFMS). The GFMS uses real-time satellite-based precipitation to derive flood-monitoring parameters for the 

latitude band between the 50th parallel north and 50th parallel south at a relatively high spatial (approximate to 12 kilometers) and temporal (threehourly) resolution. 

At the NASA Short-term Prediction Research and Transition (SPoRT) center, extensive progress was made to transition new, cutting-edge satellite datasets 

and products from the suite of instruments on the Suomi-National Polar-orbiting Partnership satellite and precipitation estimates in data void regions 

from the Global Precipitation Measurement (GPM) mission. The number of operational weather entities using data from NASA research instruments has 

grown substantially, and includes national forecast centers for hurricanes and continental and marine weather prediction, as well as disaster response 

agencies using imagery and power outage products to assist in the assessment of and monitoring the recovery from devastating tropical storms and 

tornadoes. 

The NASA GPM mission Integrated Precipitation and Hydrology Experiment (IPHEx) took place in the Appalachian Mountains of southwestern North 

Carolina from May 1 to June 15, 2014. GPM IPHEx partners included Duke University and the National Oceanic and Atmospheric Administration 

Hydrometeorological Testbed. Overarching campaign objectives included the improvement of satellite-based remote sensing algorithms of clouds and 

precipitation over mountainous terrain, and evaluation and further development of associated data products for use in hydrologic applications, such as 

flood prediction. To achieve these objectives, an extensive set of airborne and ground-based instruments were deployed and operated under occasional 

overpasses of GPM constellation satellite platforms. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Demonstrate planned progress in improving the capability to predict weather and 

extreme weather events. 

9ES7 

Green 

10ES04 

Green 

ES 11 5 

Green 

ES 12 4 

Green 

ES 13 3 

Green 

ES 14 3 

Green 

Planned Future Performance 

For FY 2015: ES-15-2: Demonstrate planned progress in improving the capability to predict weather and extreme weather events. 

For FY 2016: ES-16-2: Demonstrate planned progress in improving the capability to predict weather and extreme weather events. 

Contributing Theme: Earth Science Contributing Program: Multiple Programs 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Demonstrate progress in detecting and predicting changes in Earth’s ecosystems and biogeochemical 

cycles, including land cover, biodiversity, and the global carbon cycle. 

2.1.3.1 

Green 

2.1.3.1 

Green 

2.1.3.1 

Green 

2.2.3 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Earth Science Contributing Program: Multiple Programs 

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FY 2014 Performance Results 

The Earth Science Subcommittee of the NASA Advisory Council Science Committee determined in October 2014 that NASA remained on track in its annual 

performance towards the achievement of this performance goal. Below are examples of the scientific progress reported in FY 2014. 

Research published in Science used Landsat satellite data to map global forest loss and gain from 2000 to 2012. Results from time-series analysis of over 

650,000 Landsat images showed the tropics as the only climatic domain to exhibit a trend of increasing forest loss. Brazil’s well-documented reduction in 

deforestation was offset by increasing forest losses in Indonesia, Malaysia, Paraguay, Bolivia, Zambia, Angola, and elsewhere. The intensive forestry and 

logging practiced within subtropical forests resulted in the highest rates of forest change globally. Boreal forest loss, due largely to fire and forest harvest, 

was second to that in the tropics in absolute and proportional terms. These results depict, for the first time, a globally consistent and locally relevant 

record of forest change at the landscape scale. 

Discoveries made during the 2011-2012 Impacts of Climate on the EcoSystems and Chemistry of the Arctic Pacific Environment (ICESCAPE) field campaign 

were documented in a 2014 special issue of Deep-Sea Research II. Blooms of phytoplankton (microscopic marine plants) beneath the ice were observed to 

extend from the sea-ice edge to 72 miles into the ice pack. During the campaign, scientists punched through three-foot-thick sea ice to find waters richer 

in these phytoplankton than any other ocean region on Earth. Researchers have estimated that phytoplankton production under the ice in parts of the 

Arctic could be up to 10 times higher than in the nearby open ocean. Fast-growing phytoplankton consume large amounts of carbon dioxide. The papers in 

the special issue explore the potential mechanisms and causes of the bloom, and conclude that scientists will have to reassess the amount of carbon 

dioxide entering the Arctic Ocean through biological activity if the under-ice blooms turn out to be common. The finding reveals a new consequence of the 

Arctic’s warming climate and provides an important clue to understanding the impacts of a changing climate and environment on the Arctic Ocean and its 

ecology. 

Urban ecosystems are receiving growing attention, both as settings for major land cover and land use change impacts, as well as for their role in global 

carbon emissions. Coastal cities are also of great interest with respect to the impacts of sea level rise and extreme hydrological events. A variety of 

findings have been reported. A NASA project on mega-urban changes and impacts reported that traditional approaches using satellite optical and spectral 

sensors may have underestimated the urbanization of Beijing and other megacities in China. This group found SeaWinds scatterometer data helpful for 

evaluating changes in urban systems, including a recent study of groundwater vulnerability that makes use of relationships between land use changes and 

groundwater contamination. 

Research under NASA’s Carbon Monitoring System (CMS) program continued to focus on using satellite and airborne remote sensing capabilities to 

prototype key data products to meet U.S. carbon monitoring, reporting, and verification needs. The CMS project developed one of the most advanced 

carbon data assimilation systems in the world that integrates satellite and surface observations related to anthropogenic, oceanic, terrestrial, and 

atmospheric carbon. In the past year, new CMS studies have gotten underway using commercial off-the-shelf airborne measurement methodologies in 

support of international Reducing Emissions from Deforestation and forest Degradation (REDD), and REDD+ projects in Indonesia, Mexico, Peru, and 

Brazil, as well as carbon sequestration, management, and state-level mapping projects within the United States. 

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Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014

For FY 2014: Demonstrate progress in detecting and predicting changes in Earth’s ecosystems and 

biogeochemical cycles, including land cover, biodiversity, and the global carbon cycle. 

9ES10 

Green 

10ES07 

Green 

ES -11 -7 

Green 

ES -12 -6 

Green 

ES -13 -5 

Green 

ES -14 -6 

Green 

Planned Future Performance 

For FY 2015: ES-15-3: Demonstrate progress in detecting and predicting changes in Earth’s ecosystems and biogeochemical cycles, including land cover, biodiversity, and the global carbon 

cycle. 

For FY 2016: ES-16-3: Demonstrate progress in detecting and predicting changes in Earth’s ecosystems and biogeochemical cycles, including land cover, biodiversity, and the global carbon 

cycle. 

Contributing Theme: Earth Science Contributing Program: Multiple Programs

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Demonstrate progress in enabling better assessment and management of water quality and quantity to 

accurately predict how the global water cycle evolves in response to climate change. 

2.1.4.1 

Green 

2.1.4.1 

Green 

2.1.4.1 

Green 

2.2.4 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Earth Science Contributing Program: Multiple Programs 

FY 2014 Performance Results 

The Earth Science Subcommittee of the NASA Advisory Council Science Committee determined in October 2014 that NASA remained on track in its annual 

performance towards the achievement of this performance goal. Below are examples of the scientific progress reported in FY 2014. 

NASA’s water and energy cycle focus area has continued to enable better assessment and management of water quality and quantity to accurately predict 

how the global water cycle evolves in response to climate change. The NASA Energy and Water cycle Study (NEWS) produced an accounting of the water 

cycle using the latest assessment of various water budget terms. This study was able to close the annual global budget, including transfers between land 

and ocean basins, with less than a 10 percent water residual. On a more granular basis (monthly or individual continents), the uncertainties were larger, 

roughly 20 percent. Unlike most previous attempts at this exercise, NEWS relied primarily on satellite observations and further improved the resolution of 

the water budget, both temporally (monthly instead of annual) and spatially (continental and oceanic basins). 

Within the water budget, one of the main sources of uncertainty is the flux of water from the ocean surface to the atmosphere. NASA investigators have 

worked together with the Sea Flux project to make numerous advances. This year’s work has helped extend Sea Flux datasets back to 1987. One advance 

this year has been the identification and correction of a problem with the Earth incidence angle corrections applied to different satellite datasets, reducing 

errors and creating a more consistent long-term data record of evaporation rates. Another achievement of NASA researchers is creating the ocean 

evaporation product with a three-hour temporal resolution. This has enabled better inspection of the diurnal cycle and opened new areas of investigation 

to improve understanding of this process. 

A recent study demonstrated the power of satellite observations for regions without in situ measurements by using Landsat thematic mapper images over 

three different rivers to achieve estimates within 20 to 30 percent of river gage estimates. Consistent with Surface Water Ocean Topography (SWOT) 

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mission’s planned instrumentation, research developed an algorithm to solve the shallow water equations to estimate river water surface elevation and 

slope. The algorithm was tested for the River Severn and for known inflow and provided relatively accurate discharge (10 percent root-mean-square error, 

or RMSE, which calculates differences between the value predicted by a model and the observed value). For unknown inflows, RMSE increased to 

36 percent. This algorithm’s performance could be improved with known river parameters (e.g., bathymetry and roughness). NASA scientists combined 

satellite altimetric observations and land surface modeling to estimate discharge at 475 virtual stations in the Amazon. They tested approaches using a 

subset of these stations to inform the modeling system to get estimates of discharge at the other virtual stations. This work provides evidence that the 

SWOT discharge algorithm may result in better estimates of river discharge when combined with land-surface modeling than either piece independently. 

Studies of extreme events have led to progress in the assessment of how the global water cycle evolves in response to climate change. NEWS initiated 

innovative integration projects focused on the role of clouds in the climate system, the origins and dynamics of the 2012 midwestern drought, and the 

2002 global climate shift. As an example, two studies have traced back the role of the land surface in drought and differentiated this from larger-scale 

patterns. These two studies are able to point to alternative monthly leading indicators for possible drought onset, as well as areas of study that might 

improve drought forecasting. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Demonstrate planned progress in enabling better assessment and management of 

water quality and quantity to accurately predict how the global water cycle evolves in response to 

climate change. 

9ES13 

Green 

10ES09 

Green 

ES 11 9 

Green 

ES 12 8 

Green 

ES 13 7 

Green 

ES 14 7 

Green 

Planned Future Performance 

For FY 2015: ES-15-4: Demonstrate planned progress in enabling better assessment and management of water quality and quantity to accurately predict how the global water cycle 

evolves in response to climate change. 

For FY 2016: ES-16-4: Demonstrate planned progress in enabling better assessment and management of water quality and quantity to accurately predict how the global water cycle 

evolves in response to climate change. 

Contributing Theme: Earth Science Contributing Program: Multiple Programs 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Does not trend to FY 2014. No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year None 

Planned Future Performance 

For FY 2015: ES-15-5: Complete Aquarius mission success criteria. 

For FY 2016: No API this fiscal year 

Contributing Theme: Earth Science Contributing Program: Earth System Science Pathfinder 

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Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Does not trend to FY 2014. No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this

fiscal year 

No API this 

fiscal year None 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: ES-16-6: Complete Soil Moisture Active Passive (SMAP) mission success criteria. 

Contributing Theme: Earth Science Contributing Program: Earth Systematic Missions 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Demonstrate progress in improving the ability to predict climate changes by better understanding the roles 

and interactions of the ocean, atmosphere, land, and ice in the climate system. 

2.1.5.1 

Green 

2.1.5.1 

Green 

2.1.5.1 

Green 

2.2.5 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Earth Science Contributing Program: Multiple Programs 

FY 2014 Performance Results 

The Earth Science Subcommittee of the NASA Advisory Council Science Committee determined in October 2014 that NASA remained on track in its annual 

performance towards the achievement of this performance goal. Below are examples of the scientific progress reported in FY 2014. 

The largest uncertainty in projections of future sea-level change results from the potentially changing ice discharge from Antarctica. Basal ice-shelf melting 

induced by a warming ocean has been identified as a major cause for additional ice flow across the grounding line, which is the boundary between the 

floating ice shelf and the ice resting on bedrock. NASA-funded investigators estimated the uncertainty range of future ice discharge from Antarctica by 

combining uncertainty in the climatic forcing, the oceanic response, and the ice-sheet model response. The resulting uncertainty range for the historic 

Antarctic contribution to global sea-level rise from 1992 to 2011 agreed with the observed contribution for this period. 

Ice shelves play key roles in stabilizing Antarctica’s ice sheets, maintaining its high albedo and returning freshwater to the Southern Ocean. Improved 

datasets of ice shelf draft and underlying bathymetry are important for assessing ocean–ice interactions and modeling ice response to climate change. The 

long, narrow Abbot Ice Shelf, south of Thurston Island, produces a large volume of meltwater, but is close to being in overall mass balance. While the ice 

shelf is presently in equilibrium, recent work indicates sensitivity to changes in characteristics of the ocean surface and deep waters. 

Mass loss from the Greenland ice sheet contributes significantly to present sea level rise. High meltwater runoff is responsible for half of Greenland’s mass 

loss. Surface melt has been spreading and intensifying in Greenland, with the highest ever surface area melt and runoff recorded in 2012. How surface 

meltwater reaches the ocean, and how fast it does so, however, is poorly understood. The bed topography beneath the Greenland ice sheet controls the 

flow of ice and its discharge into the ocean. Outlet glaciers move through a set of narrow valleys. The detailed geometry of these valleys is poorly known, 

especially along the southern coasts. As a result, the contribution of the Greenland ice sheet and its glaciers to sea-level change in the coming century is 

uncertain. Recent work has inferred ice thickness and bed topography along the entire periphery of the Greenland ice sheet at an unprecedented level of 

spatial detail and precision. They detected widespread ice-covered valleys that extend significantly deeper below sea level and farther inland than 

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previously thought. Their findings imply that the outlet glaciers of Greenland, and the ice sheet as a whole, are probably more vulnerable to ocean 

thermal forcing and peripheral thinning than inferred previously. 

During the past year the NASA Ocean Biogeochemical Model was completely integrated into the Goddard Earth Observing System (GEOS)-5 modeling 

system, providing a representation of ocean biology in a coupled ocean framework. This will allow expanded investigations of feedbacks between ocean 

biology and the physical Earth system. Added to the modeling system was the GEOS-Chem grid-independent chemical transport model (CTM). This 

addition creates a strong link between the GEOS-Chem chemical transport model, which is developed and maintained at Harvard University, and the 

Goddard Modeling and Assimilation Office at the Goddard Space Flight Center. The advantage of such an arrangement is that it allows for rapid 

synchronization of code developments pioneered at Harvard into the GEOS-5 system, providing benefits for all users. In addition, a new component was 

added to the system on emissions. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Demonstrate planned progress in improving the ability to predict climate changes by 

better understanding the roles and interactions of the ocean, atmosphere, land, and ice in the 

climate system. 

9ES15 

Green 

10ES11 

Green 

ES 11 11 

Green 

ES 12 10 

Green 

ES 13 9 

Green 

ES 14 9 

Green 

Planned Future Performance 

For FY 2015: ES-15-7: Demonstrate planned progress in improving the ability to predict climate changes by better understanding the roles and interactions of the ocean, atmosphere, 

land, and ice in the climate system. 

For FY 2016: ES-16-7: Demonstrate planned progress in improving the ability to predict climate changes by better understanding the roles and interactions of the ocean, atmosphere, 

land, and ice in the climate system. 

Contributing Theme: Earth Science Contributing Program: Multiple Programs 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Demonstrate progress in characterizing the dynamics of Earth’s surface and interior, improving the 

capability to assess and respond to natural hazards and extreme events. 

2.1.6.1 

Green 

2.1.6.1 

Green 

2.1.6.1 

Green 

2.2.6 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Earth Science Contributing Program: Multiple Programs 

FY 2014 Performance Results 

The Earth Science Subcommittee of the NASA Advisory Council Science Committee determined in October 2014 that NASA remained on track in its annual 

performance towards the achievement of this performance goal. Below are examples of the scientific progress reported in FY 2014. 

NASA’s Space Geodesy project completed a site selection study for the deployment of new multi-technique core geodetic observatories: McDonald 

Observatory in Texas was selected for the western U.S. site; and NASA’s Kokee Park Geophysical Observatory on Kauai and the Haleakala Observatory on 

Maui were selected for the Pacific stations, expected to be operational in 2017. At its most basic, geodesy is the science of where things are on Earth, as 

determined using techniques such as Global Positioning System (GPS) imaging. The International Earth Rotation and Reference Systems Service certified 

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- - - - - - - -

 

 

 

the Jet Propulsion Laboratory as an International Terrestrial Reference Combination Center, one of only three worldwide and the only one in the United 

States. 

The Advanced Rapid Imaging and Analysis (ARIA) project is a joint Jet Propulsion Laboratory–California Institute of Technology effort to automate 

synthetic aperture radar (SAR) and GPS imaging capabilities to improve scientific understanding of and the response to natural hazards. Through its 

collaboration with the Italian Space Agency (ASI), the ARIA team is implementing its cloud-enabled SAR analysis data system using COSMO-Skymed (CSK) 

X-band SAR data. The collaboration and data access agreements with ASI enabled the ARIA team to provide a near real time damage proxy map for 

Typhoon Haiyan, the storm that devastated the Philippines in November 2013; and a flood map for areas of Sardinia hard hit by Cyclone Cleopatra. One of 

the largest earthquake response activities in the last year was for the magnitude 6.0 South Napa earthquake on August 24, 2014, where the team 

provided GPS measurements of the coseismic deformation within two days and a coseismic interferogram within four days after the earthquake. After its 

release, field teams used the CSK coseismic interferogram immediately to identify additional surface ruptures. 

The Uninhabited Aerial Vehicle (UAV) SAR project was called to aid rapid response efforts shortly after the magnitude 6.0 South Napa earthquake in 

determining faulting and assessing damage to levees and aqueducts. The project was able to rapidly initiate the data processing so that Repeat-Pass 

Interferometric (RPI) browse images were delivered of all flown flight lines within 48 hours post-flight and began delivering refined interferometric 

products within four days post-flight. With browse data, the project was able to provide information to the California Department of Water Resources 

about crustal deformation along the San Pablo Bay shoreline quickly in support of their levee response activities and to the U.S. Geological Survey to direct 

their ground survey crews. The UAVSAR images showed slip details around the epicenter of the quake in areas where the X-band CSK data released earlier 

in the week were unusable. The results agreed with ground surveys of movement on the main fault and provided more comprehensive information about 

the movement that occurred across the region. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Demonstrate planned progress in characterizing the dynamics of Earth’s surface and 

interior, improving the capability to assess and respond to natural hazards and extreme events. 

9ES17 

Green 

10ES13 

Green 

ES 11 15 

Green 

ES 12 14 

Green 

ES 13 11 

Green 

ES 14 11 

Green 

Planned Future Performance 

For FY 2015: ES-15-8: Demonstrate planned progress in characterizing the dynamics of Earth’s surface and interior, improving the capability to assess and respond to natural hazards and 

extreme events. 

For FY 2016: ES-16-8: Demonstrate planned progress in characterizing the dynamics of Earth’s surface and interior, improving the capability to assess and respond to natural hazards and 

extreme events. 

Contributing Theme: Earth Science Contributing Program: Multiple Programs 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Further the use of Earth system science research to inform decisions and provide benefits to society. 2.1.7.1 

Green 

2.1.7.1 

Green 

2.1.7.1 

Green 

2.2.7 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Earth Science Contributing Program: Multiple Programs 

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FY 2014 Performance Results 

NASA’s Applied Sciences Program (ASP) enables innovative and practical uses of Earth observations by businesses, governments, and nonprofits to inform 

their decisions and actions. The enhanced decision-making made possible by ASP projects improves quality of life and strengthens the economy. Following 

are some examples from FY 2014: 

 The U.S. Environmental Protection Agency integrated Aura, Aqua, and Terra satellite data into the AirNow air-quality system, which health officials

use to alert the public about hazardous pollution.

 A project with the National Marine Fisheries Service applied Jason-2, Aqua, and other satellite data of sea surface height, temperature, and

chlorophyll to reduce the number of collisions between whales and ships. 

	 The California Department of Water Resources applied Moderate Resolution Imaging Spectroradiometer (MODIS), Visible Infrared Imaging 

Radiometer Suite (VIIRS), and Terrestrial Observation and Prediction System (TOPS) products in irrigation management trials for crops, decreasing 

total applied water for tested crops by over 30 percent relative to standard practice. 

 The National Oceanic and Atmospheric Administration used MODIS data to monitor and assess the intensity of harmful algal blooms in Lake Erie, 

assisting the State of Ohio and the City of Toledo in the issuance of urgent do-not-drink water notices. 

 A research sensor that NASA transferred to the U.S. Forest Service made its debut in wildfire operations.

In addition, NASA used the vantage point of space to support the response to numerous national and international disasters:

 NASA supported the international response to Typhoon Haiyan in Southeast Asia, providing information products on rainfall, power outages, and 

building damage assessments derived from satellite data. 

 NASA provided data from the Suomi National Polar-orbiting Partnership (NPP), Terra, Aqua, Tropical Rainfall Measuring Mission (TRMM), and 

other satellites for numerous wildfires, floods, earthquakes, volcanic ash, landslides, tornadoes, and other disasters.

 In the SERVIR program (managed jointly with the U.S. Agency for International Development), a project enabled the application of Jason-2 data to 

improve a flood forecasting system in Bangladesh; the Institute of Water Modelling in Bangladesh extended its forecasts from three to eight days. 

Of the 41 projects tracked, ASP advanced 24 projects, or 59 percent, at least one application readiness level, an index is used to track the maturity level of 

projects, from basic research through development, transition and operational deployment. 

The DEVELOP program, an endeavor for young professionals to apply Earth science data, included over 350 people in 81 projects, and it introduced a new 

track to involve military veterans in projects. Applied Sciences’ training endeavor on remote sensing for professionals held its first-ever course on 

ecosystems and land management and conducted numerous training programs, reaching hundreds of people in the United States and globally. 

ASP also engaged the applications community in planning for upcoming satellites. Together with the Centers for Disease Control and Prevention, the Soil 

Moisture Active Passive (SMAP) mission held a workshop on public health, disease exposure, and future applications of SMAP data. The Ice, Cloud, and 

Land Elevation Satellite (ICESat)-2 team held a joint vegetation tutorial with Landsat 8, as well as a sea ice applications meeting with the Naval Research 

Laboratory. 

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- - - - - - - -

 

- - - - - - - -

 

 

 

 

Finally, ASP continued its efforts to communicate the potential applications of Earth observations for societal and economic benefits. ASP received a Gold 

Hermes Creative Award from the Association of Marketing and Communication Professionals, and the host of the SERVIR Hub in Kathmandu received the 

Esri Special Achievement in GIS (geographic information system) award in 2014. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Advance at least 25 percent of decision-support projects one Applications Readiness 

Level. 

9ES18 

Green 

10ES14 

Green 

ES 11 16 

Green 

ES 12 15 

Green 

ES 13 12 

Green 

ES 14 12 

Green 

Planned Future Performance 

For FY 2015: ES-15-9: Advance at least 25 percent of decision-support projects one Applications Readiness Level. 

For FY 2016: ES-16-9: Advance at least 35 percent of Earth science applications projects one Applications Readiness Level. 

Contributing Theme: Earth Science Contributing Program: Applied Sciences 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Maintain a high level of customer satisfaction, as measured by exceeding the most 

recently available Federal government average rating of the Customer Satisfaction Index. 

9ES20 

Green 

10ES16 

Green 

ES 11 18 

Green 

ES 12 17 

Green 

ES 13 14 

Green 

ES 14 14 

Green 

Planned Future Performance 

For FY 2015: ES-15-10: Maintain a high level of customer satisfaction, as measured by exceeding the most recently available Federal government average rating of the American Customer 

Satisfaction Index. 

For FY 2016: ES-16-10: Maintain a high level of customer satisfaction, as measured by exceeding the most recently available Federal government average rating of the American Customer 

Satisfaction Index. 

Contributing Theme: Earth Science Contributing Program: Earth Science Multi-Mission Operations 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

By December 2017, launch at least five missions in support of Strategic Objective 2.2. 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

2.2.8 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Earth Science Contributing Program: Multiple Programs 

FY 2014 Performance Results 

In FY 2014, NASA remained on target to achieve this performance goal by launching two missions that support Strategic Objective 2.2: 

 NASA and the Japanese Aerospace Exploration Agency (JAXA) launched the Global Precipitation Measurement (GPM) mission on February 27, 

2014. GPM is an international satellite mission to provide next-generation observations of rain and snow worldwide every three hours. The GPM 

mission will help advance the understanding of Earth’s water and energy cycles and improve the forecasting of extreme events that cause natural 

disasters. 

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	 NASA launched the Orbiting Carbon Observatory (OCO)-2 on July 2, 2014. OCO-2 will collect the first space-based measurements of atmospheric

carbon dioxide with the precision, resolution, and coverage needed to characterize its sources and sinks and quantify their variability over the 

seasonal cycle. OCO-2 measurements will help scientists to understand the sources of carbon dioxide emissions and how they are changing over 

time, and to construct better models to predict how much carbon dioxide sinks will be able to absorb in the future. 

In addition, NASA is on schedule with its plans to launch three more missions that will support this performance goal: 

	 The Soil Moisture Active Passive (SMAP) mission, scheduled for launch in FY 2015, will provide global measurements of soil moisture and 

freeze/thaw approximately every three days, which can be used to develop improved flood prediction and drought monitoring capabilities, among

other potential applications. In December 2013, NASA completed a thermal vacuum test of the SMAP instrument to qualify it for operation in 

space. The thermal vacuum chamber simulated the temperature and pressure environment the instrument will encounter in space. 

	 The Cyclone Global Navigation Satellite System (CYGNSS) mission, scheduled for launch in FY 2016, will make frequent and accurate 

measurements of ocean surface winds throughout the life cycle of tropical storms and hurricanes, with the goal of improving hurricane 

forecasting. In January 2014, NASA completed the Preliminary Design Review (PDR) for CYGNSS. The PDR ensures that the designs and systems 

selected are appropriate to the program’s needs, that the risks have been assessed, and that the estimated cost and schedule baselines are 

acceptable. 

	 The Gravity Recovery and Climate Experiment (GRACE) Follow-On mission, scheduled for launch in FY 2017, is a partnership between NASA and 

the German Research Centre for Geosciences, and will measure variations in gravity over Earth’s surface, producing a new map of the gravity field 

every 30 days. In January 2014, NASA completed the PDR for the GRACE Follow-On mission. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Deliver the Ice, Cloud, and Land Elevation Satellite (ICESat)-2 flight lasers. 9ES16 

Yellow 

10ES12 

Green 

ES-11-14 

Yellow 

ES-12-13 

Yellow 

ES-13-10 

Yellow 

ES-14-10 

Yellow 

Planned Future Performance 

For FY 2015: ES-15-13: Complete the Ice, Cloud, and Land Elevation Satellite (ICESat)-2 Spacecraft Readiness for Integration Review. 

For FY 2016: ES-16-13: Complete Ice, Cloud, and Land Elevation Satellite-2 (ICESat-2) Mission Operations Center (MOC) final release. 

Contributing Theme: Earth Science Contributing Program: Earth Systematic Missions 

Explanation of Rating 

From spring 2013 through spring 2014, the Ice, Cloud, and Land Elevation Satellite (ICESat)-2 project conducted a thorough, end-to-end reassessment of 

all the instrument and mission systems and subsystems, while at the same time continuing to make critical design and developmental progress on those 

systems. ICESat-2 passed its Critical Design Review in February 2014, completing the FY 2013 annual performance indicator. These activities culminated in 

a comprehensive rebaseline of the project, which was reviewed by the Science Mission Directorate in March 2014 and approved by the NASA Agency 

Program Management Council in May 2014. During the rebaseline process, it became clear that the flight lasers for ICESat-2 would be delayed; delivery is 

now scheduled for the second half of FY 2015. Due to this delay, NASA rated ES-14-10 yellow for FY 2014. 

Since NASA codified the rebaseline, work on all ICESat-2 systems is progressing according to plan. This performance shortfall did not affect NASA’s overall 

progress towards achieving Performance Goal 2.2.8. 

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- - - -

- - - -

 - - - -

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Complete the Gravity Recovery and Climate Experiment (GRACE) Follow-On mission 

Preliminary Design Review (PDR). 

No API this 

fiscal year 

No API this

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this

fiscal year 

ES -14 -18 

Green 

Planned Future Performance

For FY 2015: ES-15-15: Complete the Gravity Recovery and Climate Experiment (GRACE) Follow-On mission Critical Design Review (CDR). 

For FY 2016: ES-16-15: Complete the Gravity Recovery and Climate Experiment (GRACE) Follow-On mission instrument delivery to integration and test (I&T). 

Contributing Theme: Earth Science Contributing Program: Earth Systematic Missions 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Complete the Orbiting Carbon Observatory (OCO)-2 observatory testing. 9ES2 

Green 

10ES22 

Green 

ES-11-3 

Yellow 

ES 12 2 

Green 

No API this 

fiscal year 

ES 14 2 

Green 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: No API this fiscal year 

Contributing Theme: Earth Science Contributing Program: Earth System Science Pathfinder 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Launch the Global Precipitation Measurement (GPM) mission. 9ES8 

Yellow 

10ES06 

Green 

ES-11-6 

Yellow 

ES-12-5 

Yellow 

ES 13 4 

Green 

ES 14 4 

Green 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: No API this fiscal year 

Contributing Theme: Earth Science Contributing Program: Earth Systematic Missions 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Complete Cyclone Global Navigation Satellite System (CYGNSS/EV-2) Preliminary 

Design Review (PDR). 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

ES 13 2 

Green 

ES 14 5 

Green 

Planned Future Performance 

For FY 2015: ES-15-11: Complete the Cyclone Global Navigation Satellite System (CYGNSS) Critical Design Review (CDR). 

For FY 2016: ES-16-11: Complete Cyclone Global Navigation Satellite System (CYGNSS) Unit 1 thermal vacuum test. 

Contributing Theme: Earth Science Contributing Program: Earth System Science Pathfinder 

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Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014

For FY 2014: Complete Soil Moisture Active Passive (SMAP) Instrument Thermal Vacuum Test. 9ES14 

Green 

10ES10 

Yellow 

ES-11-10 

Yellow 

ES -12 -9 

Green 

ES -13 -8 

Green 

ES -14 -8 

Green 

Planned Future Performance

For FY 2015: ES-15-12: Launch the Soil Moisture Active Passive (SMAP) mission. 

For FY 2016: No API this fiscal year 

Contributing Theme: Earth Science Contributing Program: Earth Systematic Missions 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Does not trend to FY 2014. No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year None 

Planned Future Performance 

For FY 2015: ES-15-14: Complete the Surface Water and Ocean Topography (SWOT) mission Ka-band Radar Interferometer (KaRIn) antenna Preliminary Design Review (PDR). 

For FY 2016: ES-16-14: Complete the Surface Water and Ocean Topography (SWOT) mission Preliminary Design Review (PDR). 

Contributing Theme: Earth Science Contributing Program: Earth Systematic Missions 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Does not trend to FY 2014. No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year None 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: ES-16-16: Complete NASA-Indian Space Research Organisation (ISRO) Synthetic Aperture Radar (NI-SAR) High Capacity Data Storage Subsystem Preliminary Design Review 

(PDR). 

Contributing Theme: Earth Science Contributing Program: Earth Systematic Missions 

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Strategic Objective 2.3 

Optimize Agency technology investments, foster open innovation, and 

facilitate technology infusion, ensuring the greatest national benefit. 

Lead Office

Office of the Chief Technologist (OCT)

Goal Leader 

Jim Adams, Deputy Chief Technologist, OCT 

Contributing Programs 

FY 2014: Partnership Development and Strategic Integration 

FY 2015 and 2016: Agency Technology and Innovation 

Budget for Strategic Objective 2.3 

Actual Enacted Requested Notional 

Budget Authority (in $ millions) FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 

Total Budget $31 -­ ­ $33 $33 $33 $33 $33 

Note: For explanation of budget table, please see the “How to Read the Strategic Review Information” section in the introduction to Part 3. 

Vision for Success in 10 Years 

The Agency’s technology portfolio will be optimized by aligning technology investments across mission directorates, minimizing duplication, and producing 

critical capabilities that support missions and longer-term national needs. Open innovation will thrive within NASA. Transfer of NASA technology to U.S. 

companies will be maximized. 

Update of Progress Toward Strategic Objective 

The NASA 2014 Strategic Review found that: 

 Sufficient strategies are in place to achieve the strategic objective.

 Tools and processes for technology portfolio tracking, analysis, and optimization are being maintained. 

 OCT recently initiated the update of the NASA Technology Roadmaps. 

 OCT is using innovative approaches such as prizes and challenges to facilitate problem solving and promote technology transfer.

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FY 2014 achievements included the following: 

 NASA’s Quick Launch Licensing tool went live in November 2013, making obtaining licenses for a select number of technologies easy, quick and 

inexpensive. 

 NASA is reaching new audiences for licensing opportunities and using crowd sourcing to help find secondary applications for NASA technologies. In 

FY 2014, OCT engaged with a start-up company called Marblar to enable crowdsourcing new product ideas using NASA technologies. The initiative 

gives Marblar’s online community access to portions of N!S!’s portfolio of patented technologies, so they can use the technologies as an idea 

incubator. NASA received 25 market summaries and one license.

 The Asteroid Grand Challenge announced several new partnerships in FY 2014.

 In April 2014, a new software catalog (http://software.nasa.gov) made available NASA-developed code for public use.

 Highlighted achievements during FY 2014 are detailed in the NASA FY 2014 Agency Financial Report.
 

Next Steps 

Additional details on the strategies for this strategic objective can be found in the NASA 2014 Strategic Plan. 

Next Steps in FY 2015 

Work in progress in FY 2015 includes:

 Optimize Agency Technology Investments 

o	 NASA will release the draft NASA Technology Roadmaps for public review and comment and prepare them for an independent review. 

o	 NASA will develop the draft Strategic Technology Investment Plan (STIP) that provides prioritization of the technologies within the NASA 

Technology Roadmaps and release the draft for Agency review. 

o TechPort will be released to the public.
 

 Facilitate Technology Transfer

o	 NASA Centers will engage with university business schools for technology marketing assessments to discover new ways that industry can 

apply for NASA technologies, and receive draft business plans on how NASA technologies can be adopted by industry. 

o	 NASA will develop new guidelines to increase access for students to use NASA technologies, such as allowing simple non-negotiated 

licenses with no upfront fees, should students choose to pursue commercial applications. 

 Foster Open Innovation

o	 The Asteroid Grand Challenge will continue to explore partnership opportunities to expand the potential for citizens to contribute to the 

challenge and will begin at least two mission proofs or pilot projects for measurable contributions to the challenge. 

FY 2014 Performance Measures 

Strategic Objective 2.3: Optimize Agency technology investments, foster open innovation, and facilitate technology infusion, ensuring the greatest national benefit. 

Performance Goal 2.3.1: Implement the five-year Strategic Plan to improve the ability to transfer 

NASA-developed technologies. 

Performance Goal 2.3.2: Implement a process that enables the Agency to define and lead the Agency 

Grand Challenge. 

Annual Performance Indicators 

 ST-14-8: The Agency will develop and implement two innovative methods for technology licensing.  ST-14-9: Establish at least two new "open innovation" mechanisms that leverage external support for 

the Asteroid Grand Challenge. 

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Performance Goal Ratings for Strategic Objective 2.3, FY 2011 through FY 2014 

100% 

1 1 2 

2011 2012 

2.3 

2013 2014 

80% 

60% 

40% 

20% 

0% 

Annual Performance Indicator Ratings for Strategic Objective 2.3, FY 2009 

through FY 2014 

100% 

80% 

60% 

40% 

20% 

0% 

1 1 1 

2009 2010 2011 

2.3 

2012 2013 2014 

2 

Past fiscal years do not include performance measures that do not trend to the current fiscal year annual performance indicators.
 
 

For 2013, there were no performance measures associated with Strategic Objective 2.3.
 

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Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Implement the five-year Strategic Plan to improve the ability to transfer NASA-developed technologies. 3.4.1.2 

Green 

3.4.1.2 

Green 

No PG 

this 

fiscal 

year 

2.3.1 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Space Technologies Contributing Program: Agency Technology and Innovation 

(FY 2014 and 2015: Partnership Development and Strategic Integration) 

FY 2014 Performance Results 

NASA is on track to complete this performance goal. In FY 2014, NASA executed three new licensing approaches and one new strategy to build 

partnerships for technology development and transfer. 

During the fiscal year, NASA developed and implemented innovative methods for technology licensing. This included the following activities: 

•		 The NASA QuickLaunch licensing portal now has approximately 100 technologies, marketed on the Technology Transfer (T2) Portal. This resulted in 

six licenses in FY 2014. 

•		 The Agency engaged with the product development startup Marblar for crowdsourcing new product ideas. The initiative gives Marblar’s online 

community access to portions of NASA’s portfolio of patented technologies, so they can use the technologies as an idea incubator. Through the 

partnership, NASA received 25 market summaries and one license. NASA began another crowdsourcing initiative with Edison Nation, an online 

service that will help NASA showcase technologies and patents available to industry and the public. Edison Nation will focus on a single technology 

at a time around which innovators can solicit ideas. 

•		 NASA engaged with Startup Quest Florida for entrepreneurship training using NASA technologies. NASA executed two patent licenses and won a 

Federal Laboratory Consortium regional award for excellence in technology transfer for this work. 

•		 NASA engaged with the Center for Innovation in Arlington, TX, to function as its partnership intermediary for licensing and partnership agreement 

opportunities. 

NASA’s technology transfer efforts also support the cross-agency priority goal on Lab-To-Market. 

More information is available at NASA’s Office of the Chief Technologist Web site. 

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Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: The Agency will develop and implement two innovative methods for technology 

licensing. 

9IPP2 

Green 

No API this

fiscal year 

ST -11 -14 

Green 

ST -12 -14 

Green 

No API this 

fiscal year 

ST -14 -8 

Green 

Planned Future Performance 

For FY 2015: ST-15-7: Each Center will engage with at least one university business school for technology marketing assessments and encouragement of technology application. 

For FY 2016: ST-16-7: Streamline, augment, and automate intellectual property and license portfolio management through a licensee monitoring system. 

Contributing Theme: Space Technologies Contributing Program: Agency Technology and Innovation 

(FY 2014 and 2015: Partnership Development and Strategic Integration) 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Does not trend to FY 2014. No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year None 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: ST-16-9: Develop an initiative to encourage and track infusion of NASA-developed technology into NASA missions, and pilot the initiative at three or more NASA Centers. 

Contributing Theme: Space Technologies Contributing Program: Agency Technology and Innovation 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Implement a process that enables the Agency to define and lead the Agency Grand Challenge. 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

2.3.2 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Space Technologies Contributing Program: Agency Technology and Innovation 

(FY 2014 and 2015: Partnership Development and Strategic Integration) 

FY 2014 Performance Results 

Grand Challenges are ambitious, but achievable, goals on a national or global scale that capture the imagination and demand advances in innovation and 

breakthroughs in science and technology. They require high-impact, multi-disciplinary collaborations and public-private partnerships in areas where the 

Federal Government alone cannot achieve the desired outcome. A Grand Challenge consists of both NASA organized and non-NASA organized activities, 

potentially including a number of challenges, to make progress toward the goal. 

In FY 2014, NASA began drafting an execution plan that will help guide any new future Grand Challenge development. 

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- -

The Asteroid Grand Challenge is focused on finding all asteroid threats to Earth and planning for those threats. NASA is on track to complete this 

performance goal, an important first step to conducting the Grand Challenge. 

NASA signed two Space Act Agreements. The first, with SpaceGAMBIT, is leading to externally funded citizen asteroid projects, some of which build on 

International Space Apps projects. The other is with Slooh, a robotic telescope service, which already has done a broadcast on an asteroid flyby, 

generating a major trend in social media. 

In addition to these Space Act Agreements, NASA also executed a cooperative agreement with the Expert and Citizen Assessment of Science and 

Technology, a consortium of respected universities, science centers and non-governmental organizations, to conduct two in-person and one online forum 

for facilitated dialogues with the public to determine the benefits and risks associated with the Asteroid Initiative. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Establish at least two new "open innovation" mechanisms that leverage external 

support for the Asteroid Grand Challenge. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

ST 14 9 

Green 

Planned Future Performance 

For FY 2015: ST-15-8: Establish at least two new "open innovation" mechanisms that leverage external support for the Asteroid Grand Challenge. 

For FY 2016: ST-16-8: Establish at least two new "open innovation" mechanisms that leverage external support for the Asteroid Grand Challenge. 

Contributing Theme: Space Technologies Contributing Program: Agency Technology and Innovation 

(FY 2014 and 2015: Partnership Development and Strategic Integration) 

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Strategic Objective 2.4 

Advance the Nation’s STEM education and workforce pipeline by working 

collaboratively with other agencies to engage students, teachers, and 

faculty in NASA’s missions and unique assets. 

Lead Office

Office of Education 

Goal Leader 

Dr. Roosevelt Johnson, Deputy Associate Administrator for Education 

Contributing Programs 

Aerospace Research & Career Development Program, STEM Education and Accountability Program 

Budget for Strategic Objective 2.4 

Actual Enacted Requested Notional 

Budget Authority (in $ millions) FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 

Total Budget $117 -­ ­ $89 $90 $92 $93 $94 

Note: For explanation of budget table, please see the “How to Read the Strategic Review Information” section in the introduction to Part 3. 

Vision for Success in 10 Years 

Through collaboration with other agencies and prominent positions on federal science, technology, engineering, and mathematics (STEM) committees, 

over the next 10 years NASA will achieve increased impact on the Nation’s STEM education and workforce pipeline through facilitation of STEM based 

internships, scholarships, and fellowships and the contribution of unique NASA mission and asset driven institutional engagement, experiential learning, 

and professional development opportunities. 

Update of Progress Toward Strategic Objective 

The NASA 2014 Strategic Review found that: 

 Education is making progress on portfolio alignment and other strategic indicators. 

 Improvement areas include participation on national/federal strategic committees and full leverage and implementation of Education’s new

organizational structure. 

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FY 2014 achievements included the following: 

 The Office of Education signed a Space Act Agreement with Destination Imagination, Inc., a nonprofit organization providing project-based 

educational programs in the United States and abroad, to foster creativity and innovation among K-12 students that enables adding NASA space 

exploration and innovation content to Destination Imagination’s programs and activities. 

 NASA Education formalized a long-standing collaboration with a federal partner through a non-reimbursable agreement with the National 

Institute for Food and Agriculture, a sub agency within the United States Department of Agriculture. Under the private 4-H Council, the first 

activity in this five-year agreement was to help prepare and launch the 2014 National Youth Science Day on October 8, 2014. Hundreds of 

thousands of youths in the United States and abroad participated in this youth-led science experiment as part of 4-H National Youth Science Day. 

 NASA and the Department of Education entered into a reimbursable Space Act Agreement that ran from fall 2013 through winter 2014. The 

agreement aligned with Federal priorities to increase and sustain youth and public engagement in STEM and supported STEM objectives and 

activities within Department of Education’s 21st Century Community Learning Center (21CCLC) program. NASA customized online STEM 

challenges and associated curriculum materials aligned to 21CCLC objectives and implemented them in Colorado, Michigan, and Virginia. NASA 

and the Department of Education are using the results from this pilot activity to draft a framework for other federal collaborations with 21CCLC. 

 Highlighted achievements during FY 2014 are detailed in the NASA FY 2014 Agency Financial Report. 

Next Steps 

Additional details on the strategies for this strategic objective can be found in the NASA 2014 Strategic Plan. 

Next Steps in FY 2015 

•		 Continuation of Education’s portfolio alignment with the Committee on Science, Technology, Engineering, and Math Education (CoSTEM) and 

Administration’s priorities. 

•		 600,000 elementary and secondary students will participate in NASA STEM engagement activities. 

•		 80,000 educators will participate in NASA-supported professional development, research, and internships that use NASA-unique STEM content. 

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FY 2014 Performance Measures 

Strategic Objective 2.4: Advance the Nation’s STEM education and workforce pipeline by working collaboratively with other agencies to engage students, teachers, 

and faculty in NASA’s missions and unique assets. 

Performance Goal 2.4.1: Assure that students 

participating in NASA higher education projects 

are representative of the diversity of the Nation. 

Performance Goal 2.4.2: Continue to support 

STEM educators through the delivery of NASA 

education content and engagement in educator 

professional development opportunities. 

Performance Goal 2.4.4: Continue to provide 

opportunities for learners to engage in STEM 

education through NASA-unique content 

provided to informal education institutions 

designed to inspire and educate the public. 

Performance Goal 2.4.5: Continue to provide 

opportunities for learners to engage in STEM 

education engagement activities that capitalize 

on NASA-unique assets and content. 

Annual Performance Indicators 

 ED-14-1: Provide significant, direct student 

awards in higher education to (1) students 

across all institutional levels and types (as 

defined by the U.S. Department of Education); 

(2) racially or ethnically underrepresented 

students, (3) women, and (4) persons with 

disabilities at percentages that meet or exceed 

the national percentages for these populations, 

as determined by the most recent, publicly 

available data from the U.S. Department of 

Education’s National Center for Education 

Statistics for a minimum of two of the four 

categories. 

 ED-14-6: 250,000 educators participate in 

NASA-supported professional development, 

research, and internships that use NASA-unique 

STEM content. 

 ED-14-5: Maintain the NASA Museum Alliance 

and/or other STEM education strategic 

partnerships in no fewer than 30 states, U.S. 

territories, and/or the District of Columbia. 

 ED-14-8: One million elementary and secondary 

students participate in NASA STEM engagement 

activities. 

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FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan
Performance Goal Ratings for Strategic Objective 2.4, FY 2011 through FY 2014 

100% 

1 

2 

4 4 

3 

2 

2011 2012 

2.4 

2013 2014 

80% 

60% 

40% 

20% 

0% 

Annual Performance Indicator Ratings for Strategic Objective 2.4, FY 2009 

through FY 2014 

1 

100% 

80% 

60% 

40% 

20% 

0% 

1 1 

1 1 

1 1 

2 2 

1 

2009 2010 2011 

2.4 

2012 2013 2014 

4 

Past fiscal years do not include performance measures that do not trend to the current fiscal year annual performance indicators. 

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Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Assure that students participating in NASA higher education projects are representative of the diversity of 

the Nation. 

5.1.2.1 

Green 

5.1.2.1 

Yellow 

5.1.2.1 

White 

2.4.1 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Education Contributing Program: Multiple Programs 

FY 2014 Performance Results 

NASA’s performance in diversity is examined across ethnicity, race, gender, and disability status. NASA Education is on target to complete this 

performance goal given we provided 3,165 significant, direct student awards in higher education to students across all institutional categories and levels in 

FY 2013. The FY 2013 population of significant awardees also exceeded the national science, technology, engineering, and mathematics (STEM) 

enrollment percentages for the demographic categories of racially and ethnically underrepresented student participants and female student participants. 

NASA student participants receiving significant awards attend institutions that represent all institutional categories (Predominantly White Institutions, 

Predominantly Black Institutions, Tribal Colleges and Universities, and Hispanic-Serving Institutions) and levels (at least two but less than four years, and 

four or more years), as defined by the U.S. Department of Education. NASA Education provided 26 percent of its awards to racially and ethnically 

underrepresented student participants, compared to 8 percent for the national average; and 40 percent of its awards to women, compared to 39 percent 

for the national average. However, NASA is below the national enrollment percentage for persons with disabilities. NASA provided 0.6 percent of its 

awards to persons with disabilities, compared to 11 percent for the national average. 

NASA’s offices, mission directorates, and Centers are collaborating to implement an Agency-wide approach to STEM education. As NASA integrates its 

STEM Education projects and activities into a more focused portfolio, NASA Education will develop new awards to support the consolidation efforts. Due 

to various awards still completing their award period, in 2015 NASA may just be on par with national STEM averages, as opposed to current performance 

of exceeding national STEM averages in certain diversity areas. Moving forward, NASA plans to fund open competitions focused on NASA Education’s 

performance goals. NASA Education will also strategically fund activities to support the Committee on Science, Technology, Engineering, and Math 

Education (Co-STEM) priorities and NASA Education business lines. 

NASA Education’s efforts also support the cross-agency priority goal on STEM (science, technology, engineering, and mathematics) Education. 

Note: NASA Education reports on prior year data. Data are based on the 2013–2014 academic calendar. 

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Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Provide significant, direct student awards in higher education to (1) students across 

all institutional levels and types (as defined by the U.S. Department of Education); (2) racially or 

ethnically underrepresented students, (3) women, and (4) persons with disabilities at percentages 

that meet or exceed the national percentages for these populations, as determined by the most 

recent, publicly available data from the U.S. Department of Education’s National Center for 

Education Statistics for a minimum of two of the four categories. 

9ED3 

Red 

10ED03 

Yellow 

ED-11-1 

Yellow 

ED -12 -1 

Red 

ED-13-1 

White 

ED -14 -1 

Green 

Planned Future Performance 

For FY 2015: ED-15-1: Provide significant, direct student awards in higher education to (1) students across all institutional categories and levels (as defined by the U.S. Department of 

Education); (2) racially or ethnically underrepresented students, (3) women, and (4) persons with disabilities at percentages that meet or exceed the national percentages for these 

populations, as determined by the most recent, publicly available data from the U.S. Department of Education’s National Center for Education Statistics for a minimum of two of the four 

categories. 

For FY 2016: ED-16-1: Provide significant, direct student awards in higher education to (1) students across all institutional categories and levels (as defined by the U.S. Department of 

Education); (2) racially or ethnically underrepresented students, (3) women, and (4) persons with disabilities at percentages that meet or exceed the national percentages for these 

populations, as determined by the most recent, publicly available data from the U.S. Department of Education’s National Center for Education Statistics for a minimum of two of the four 

categories. 

Contributing Theme: Education Contributing Program: Multiple Programs 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Continue to support STEM educators through the delivery of NASA education content and engagement in 

educator professional development opportunities. 

6.1.1.1 

Green 

6.1.1.1 

Green 

6.1.1.1 

White 

2.4.2 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Education Contributing Program: Multiple Programs 

FY 2014 Performance Results 

NASA uses multiple methods to engage educators (e.g., direct face-to-face activities, online learning tools). NASA Education is on target to achieve this 

performance goal. Through NASA Education, 305,733 educators have participated in NASA-supported activities. This number includes 6,128 pre-service 

and 285,667 in-service K-12 educators, 11,037 informal educators, and 2,901 higher education faculty. Professional development efforts include 

synchronous and asynchronous online workshops and in-person workshops lasting from one day to two weeks. Distance learning opportunities have been 

increased to reach a more diverse geographic population. NASA Education is also working with partners, to include the U.S. Department of Education’s 

21st Century Community Learning Center, 100Kin10 (i.e., a network dedicated to the Nation’s need for 100,000 science, technology, engineering, and 

math teachers in 10 years), and the National Science Teachers Association, to increase the reach of NASA educational content. 

NASA Education’s efforts also support the cross-agency priority goal on STEM (science, technology, engineering, and mathematics) Education. 

Note: NASA Education reports on prior year data. Data are based on the 2013–2014 academic calendar. 

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- - - - - - - -

 

 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: 250,000 educators participate in NASA-supported professional development, 

research, and internships that use NASA-unique STEM content. 

No API this 

fiscal year 

No API this

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this

fiscal year 

ED -14 -6 

Green 

Planned Future Performance 

For FY 2015: ED-15-2: Engage with at least 80,000 educators in NASA-supported professional development, research, and internships that use NASA-unique STEM content. 

For FY 2016: ED-16-2: Engage with at least 80,000 educators in NASA-supported professional development, research, and internships that use NASA-unique STEM content. 

Contributing Theme: Education Contributing Program: Multiple Programs 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Continue to provide opportunities for learners to engage in STEM education through NASA-unique content 

provided to informal education institutions designed to inspire and educate the public. 

6.4.1.1 

Green 

6.4.1.1 

Green 

6.4.1.1 

Green 

2.4.4 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Education Contributing Program: Multiple Programs 

FY 2014 Performance Results 

NASA is on target to achieve this performance goal by providing NASA-unique content through different education institutions. NASA Education supports a 

diverse portfolio of programs that enhance education efforts on space exploration, aeronautics, space science, Earth science, and microgravity. These 

partnerships, maintained through the NASA Museum Alliance, result in strategic collaboration between science, technology, engineering, and 

mathematics (STEM) formal and informal education providers, such as science centers, planetariums, museums, aquariums, zoos, nature centers, parks 

and observatories, federal and non-federal NASA Visitor Centers and affiliates, and Challenger Centers. The Museum Alliance, which has organizations in 

52 U.S. states and territories, will extend an existing, free-of-charge NASA STEM content facilitation membership service to long-time partners in NASA 

education, such as the Science Engineering Mathematics and Aerospace Academy (SEMAA). SEMAA uses content from all NASA mission directorates to 

increase the participation of historically underserved K-12 youth in STEM areas. SEMAA is located at community colleges; minority-serving higher 

education institutions; high schools, middle schools, and elementary schools; and science centers and museums in urban and rural cities throughout the 

United States. 

NASA Education’s efforts also support the cross-agency priority goal on STEM Education. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Maintain the NASA Museum Alliance and/or other STEM education strategic 

partnerships in no fewer than 30 states, U.S. territories, and/or the District of Columbia. 

9ED11 

Green 

10ED10 

Green 

ED 11 9 

Green 

ED 12 9 

Green 

ED 13 5 

Green 

ED 14 5 

Green 

Planned Future Performance 

For FY 2015: ED-15-4: Maintain the NASA Museum Alliance and/or other STEM education strategic partnerships in no fewer than 30 states, U.S. territories, and/or the District of 

Columbia. 

For FY 2016: ED-16-4: Maintain the NASA Museum Alliance and/or other STEM education strategic partnerships in no fewer than 30 states, U.S. territories, and/or the District of 

Columbia. 

Contributing Theme: Education Contributing Program: Multiple Programs 

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FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan
 

 

- - - - - -

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Continue to provide opportunities for learners to engage in STEM education engagement activities that 

capitalize on NASA-unique assets and content. 

6.1.2.2 

Green 

6.1.2.2 

Green 

6.1.2.2 

Green 

2.4.5 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Education Contributing Program: Multiple Programs 

FY 2014 Performance Results 

NASA Education conducted approximately 1,200 individual K-12 indirect and direct interactive events in FY 2013, when the last full cycle of data was 

available. These events leveraged NASA-unique resources, personnel, content, and facilities, and reached 1,020,528 elementary and secondary students in 

NASA STEM engagement activities. Interactive events included: experiential learning opportunities for youth at NASA Centers or events at NASA Education 

partner facilities with NASA content; design challenges with live mentoring from NASA scientists and engineers; professional development opportunities 

for the Nation’s K-12 STEM educators; and other opportunities. 

NASA Education’s efforts also support the cross-agency priority goal on STEM Education. 

Note: NASA Education reports on prior year data. Data are based on the 2013–2014 academic calendar. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: One million elementary and secondary students participate in NASA STEM 

engagement activities. 

No API this 

fiscal year 

No API this 

fiscal year 

ED 11 5 

Green 

ED 12 5 

Green 

No API this 

fiscal year 

ED 14 8 

Green 

Planned Future Performance 

For FY 2015: ED-15-5: Engage with at least 600,000 elementary and secondary students in NASA STEM activities. 

For FY 2016: ED-16-5: Engage with at least 750,000 elementary and secondary students in NASA STEM activities. 

Contributing Theme: Education Contributing Program: Multiple Programs 

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FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 

Strategic Goal 3: Serve the American public and accomplish our Mission by effectively managing our people, technical capabilities, and infrastructure. 

Strategic Objective 3.1: Attract and advance a 

highly skilled, competent, and diverse workforce, 

cultivate an innovative work environment, and 

provide the facilities, tools, and services needed 

to conduct NASA’s missions. 

Strategic Objective 3.2: Ensure the availability 

and continued advancement of strategic, 

technical, and programmatic capabilities to 

sustain NASA’s Mission. 

Strategic Objective 3.3: Provide secure, effective, 

and affordable information technologies and 

services that enable NASA’s Mission. 

Strategic Objective 3.4: Ensure effective 

management of NASA programs and operations 

to complete the mission safely and successfully. 

FY 2014 Performance Goals 

	 3.1.1: Define and build diverse workforce skills 

and competencies needed for the Agency’s 

technology development and deep space 

exploration. 

	 3.1.2: Advance a workplace environment that 

affords equal employment opportunities (EEO) 

to all employees and takes proactive diversity 

and inclusion efforts. 

	 3.1.3: Promote equal opportunity compliance 

and encourage best practices among NASA 

grant recipient institutions. 

	 3.1.4: Between 2012 and 2016, support the 

demolition and elimination of obsolete and 

unneeded facilities. 

	 3.1.5: Manage coordination of NASA’s 

international and interagency activities in 

conjunction with the NASA mission directorates. 

	 3.1.6: Achieve savings for the Agency through 

acquisition reforms. 

	 3.1.7: Ensure that NASA continues progress 

towards implementing statutory or Executive 

Order targets and goals reflected in its annual 

Sustainability Plan. 

	 3.1.8: Enhance reach and effectiveness of 

programs and projects that engage the public. 

	 3.1.9: Manage coordination of advisory 

committees’ (NASA Advisory Committee and 

Aerospace Safety Advisory Panel) 

recommendations to the NASA Administrator. 

 3.2.1: Review the current state of the NASA test 

capabilities, known test requirements and test 

requests, and revise the Master Plan as needed.

 3.2.2: Complete Launch Services Program (LSP) 

objectives for all NASA-managed expendable 

launches. 

 3.2.3: By 2014, launch two functionally identical 

Tracking and Data Relay Satellite (TDRS) 

spacecraft in geosynchronous orbits to 

replenish the Tracking and Data Relay Satellite 

System (TDRSS) constellation. 

 3.2.4: By FY 2016, replace or upgrade obsolete 

and unsustainable systems of the Tracking and 

Data Relay Satellite System (TDRSS) Ground 

Segment at the White Sands Complex (WSC). 

 3.2.5: By FY 2018, replace aging Deep Space 

Network (DSN) 70-meter antenna at Canberra 

Deep Space Communications Complex (CDSCC). 

 3.2.6: Prioritize and complete launch and range 

complex modernization studies and projects to 

sustain government and commercial capabilities

at the Kennedy Space Center (KSC) and Cape 

Canaveral Air Force Station (CCAFS). 

 3.2.7: Ensure the strategic availability and 

maintenance of facilities that are necessary to 

meet the long-term needs and requirements of 

the Agency. 

 3.3.1: Enhance NASA’s information security 

posture through implementation of automated 

security and privacy tools and technologies. 

 3.3.2: Identify viable alternatives to support 

Federal and Agency mobility goals, supporting 

Work from Anywhere (WFA). 

 3.3.3: Consolidate and centralize the 

management of information technology (IT) 

enterprise services for end user services, 

communications, and enterprise applications. 

 3.3.4: By 2015, reduce the number of data 

centers to 22. 

 3.4.1: Assure the safety and health of NASA’s 

activities and reduce damage to assets through 

the development, implementation, and 

oversight of Agency-wide safety, reliability, 

maintainability, quality assurance and health 

and medical policies and procedures. 

 3.4.2: Implement the policies, procedures and 

oversight to continuously improve the 

probability of technical and programmatic 

mission success. 

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FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan
Summary of Performance for Strategic Goal 3 

Comparison of Ratings for Performance Goals and Annual Performance 

Indicators by Strategic Objective, FY 2013 

Annual Performance Indicator 

3.4 3.3 3.2 3.1 

Multi-year Performance Goal 

Annual Performance Indicator 

Multi-year Performance Goal 

Annual Performance Indicator 

Multi-year Performance Goal 

Annual Performance Indicator 

8 

7 

4 

5 

3 

1 

2 

2 

1 

1 

Multi-year Performance Goal 

Comparison of Ratings for Performance Goals and Annual Performance 

Indicators by Strategic Objective, FY 2014 

3.4 3.3 3.2 3.1 

Annual Performance Indicator 

Multi-year Performance Goal 

Annual Performance Indicator 

Multi-year Performance Goal 

Annual Performance Indicator 

Multi-year Performance Goal 

Annual Performance Indicator 

Multi-year Performance Goal 

14 

9 

7 

6 

5 

2 

5 

2 

1 

1 

2 

3 

2 

Summary of Ratings for Performance Goals and Annual Performance

Indicators by Strategic Objective, FY 2013 

Strategic Goal 3 

Lead Objective PGs APIs 

MSD 3.1 7 8 

HEOMD 3.2 5 1 4 1 

MSD 3.3 2 2 

MSD 3.4 1 3 

Total 16 18 

Summary 81% 

Green 

83% 

Green 

6% 

Yellow 

6% 

Yellow 

13% 

White 

11% 

White 

Summary of Ratings for Performance Goals and Annual Performance
 

Indicators by Strategic Objective, FY 2014
 
 

Strategic Goal 3 

Lead Objective PGs APIs 

MSD 3.1 9 14 2 

HEOMD 3.2 6 1 7 1 

MSD 3.3 2 2 5 3 

MSD 3.4 2 5 

Total 22 37 

Summary 86% 

Green 

84% 

Green 

9% 

Yellow 

14% 

Yellow 

5% 

Red 

3% 

Red 

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Strategic Objective 3.1 

Attract and advance a highly skilled, competent, and diverse workforce, 

cultivate an innovative work environment, and provide the facilities, tools, 

and services needed to conduct NASA’s missions. 

Lead Office

Mission Support Directorate (MSD)

Goal Leader 

Richard Keegan, NASA Associate Deputy Administrator 

Contributing Programs 

Center Management and Operations, Agency Management, Institutional Construction of Facilities (CoF), Environmental Compliance and Restoration 

Budget for Strategic Objective 3.1 

Actual Enacted Requested Notional 

Budget Authority (in $ millions) FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 

Total Budget $2,778 -­ ­ $2,900 $2,944 $2,988 $3,033 $3,078 

Note: For explanation of budget table, please see the “How to Read the Strategic Review Information” section in the introduction to Part 3. 

Vision for Success in 10 Years 

NASA has a diverse workforce with the right balance of skills and talents and provides an inclusive work environment in which employees with varying 

perspectives, education levels, skills, life experiences, and backgrounds work together and are fully engaged in NASA’s mission. NASA’s institutional 

capabilities enable it to provide the day-to-day operations required to support and achieve its missions. 

Update of Progress Toward Strategic Objective 

NASA, in consultation with the Office of Management and Budget, has highlighted this strategic objective as a focus area for improvement. 

The NASA 2014 Strategic Review found that: 

•		 NASA has achieved success in diversity and equal opportunity, workforce satisfaction and engagement, communications, and sustainability. 

•		 Strategies in place are mostly sufficient to meet the strategic objective. Continued attention and resources are needed to address challenges 

associated with maintenance, aging infrastructure, and environmental compliance. 

o	 About 82 percent of NASA’s infrastructure and facilities are beyond their constructed design life. Aging infrastructure from the Apollo era 

is costly to maintain and, in some cases, poses risk to mission operations. To address challenges associated with aging infrastructure, 

NASA is aggressively managing its facilities portfolio to consolidate and modernize into fewer, more efficient and sustainable facilities. 

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o	 NASA has achieved some success in consolidating facilities, reducing energy costs, and demolishing unneeded infrastructure and will 

continue to use these tools in managing its facilities portfolio. 

o	 NASA will continue to prioritize and triage maintenance and repair work to prevent or minimize facility failures and impacts to missions. 

FY 2014 achievements included the following: 

•		 For the second consecutive year, NASA was voted the Best Place to Work in the Federal Government for large agencies, according to the 

Partnership for Public Service.
 

•		 The results of NASA’s 2014 Diversity and Inclusion Survey show that NASA employees, by an overwhelming margin, believe that NASA promotes 

fair treatment of employees, regardless of their different diversity characteristics, and understand that having employees with diverse 

backgrounds is a business advantage for NASA. 

•		 In FY 2014, NASA continued its focus on sustainability. NASA’s inventory of sustainable facilities now exceeds 2.3 million square feet. NASA 

surpassed one of the primary energy conservation and green energy metrics of the Energy Independence and Security Act of 2007, and was very 

close to meeting another. NASA increased its use of renewable energy Agency-wide by 7.6 percent, and was within 0.6 percent of meeting the 

energy intensity goal reduction of 27 percent. 

•		 NASA exceeded OMB’s Sustainability Goals for Fleet Management. 

•		 The Environmental Impact Statement (EIS) for the Cleanup and Demolition of Santa Susana Field Laboratory was finalized. 

•		 NASA continues to make progress in the reduction of transaction costs and the management of high risk contract actions. The number of new Cost 

Plus Award Fee Contracts, delivery/task order, and non-competed actions are all down measurably from the same period in FY 2013. 

•		 Highlighted achievements during FY 2014 are detailed in the NASA FY 2014 Agency Financial Report. 

Next Steps 

This strategic objective was rated as a focus area for improvement, but NASA will continue to make strides in effectively managing its people and continue 

the Agency’s effort to renew and sustain its capabilities into fewer, more efficient facilities. 

The Agency is taking the following steps: 

•		 Investing in projects that reduce energy costs, demolishing unneeded infrastructure, and renewing and consolidating to reduce future operational 

costs and maintenance requirements. 

•		 Exploring options to reduce operating costs. 

Additional details on the strategies for this strategic objective can be found in the NASA 2014 Strategic Plan. 

Next Steps in FY 2015 

•		 Continued use of targeted outreach and recruitment efforts to attract and advance a highly skilled and diverse workforce. 

•		 Emphasis on work–life balance and continuous education and awareness opportunities on diversity and inclusion principles. Provide programs 

designed to create a more flexible, responsive work environment, such as the voluntary leave bank and increased telework opportunities. 

•		 Explore standardized services, consolidated work weeks, and other innovative approaches to providing the business and administrative 

capabilities required to effectively support the mission.
 

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•		 Continue to explore opportunities for better alignment of the NASA workforce with current and future mission needs. This includes leveraging 

employee development and training initiatives to address workforce needs. 

•		 Continue the Agency’s efforts to renew and sustain its capabilities into fewer, more efficient facilities. Invest in energy saving initiatives and 

facilities maintenance to reduce risk and future liabilities and provide for more sustainable and cost efficient operations. 

•		 Continue Environmental Compliance and Restoration cleanup activities of current or former sites where NASA operations contributed to 

environmental problems. Projects are ranked according to the relative urgency and the potential hazards related to each individual cleanup. 

As part of the Technical Capabilities Assessment Team (TCAT) process, NASA is developing a method to strategically address the technical capabilities 

required to support Agency goals. This disciplined method will enable NASA to make informed decisions on investing and divesting strategically within the 

budget, while strengthening innovation in critical areas needed to advance the mission. 

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FY 2014 Performance Measures 

Strategic Objective 3.1: Attract and advance a highly skilled, competent, and diverse workforce, cultivate an innovative work environment, and provide the 

facilities, tools, and services needed to conduct NASA’s missions. 

Performance Goal 

3.1.1: Define and 

build diverse 

workforce skills and 

competencies 

needed for the 

Agency’s 

technology 

development and 

deep space 

exploration. 

Performance Goal 

3.1.2: Advance a 

workplace 

environment that 

affords equal 

employment 

opportunities (EEO) 

to all employees 

and takes proactive 

diversity and 

inclusion (D&I) 

efforts. 

Performance Goal 

3.1.3: Promote 

equal opportunity 

compliance and 

encourage best 

practices among 

NASA grant 

recipient 

institutions. 

Performance Goal 

3.1.4: Between 

2012 and 2016, 

support the 

demolition and 

elimination of 

obsolete and 

unneeded facilities. 

Performance Goal 

3.1.5: Manage 

coordination of 

NASA’s 

international and 

interagency 

activities in 

conjunction with 

the NASA mission 

directorates. 

Performance Goal 

3.1.6: Achieve 

savings for the 

Agency through 

acquisition reforms. 

Performance Goal 

3.1.7: Ensure that 

NASA continues 

progress towards 

implementing 

statutory or 

Executive Order 

targets and goals 

reflected in its 

annual 

Sustainability Plan. 

Performance Goal 

3.1.8: Enhance 

reach and 

effectiveness of 

programs and 

projects that 

engage the public. 

Performance Goal 

3.1.9: Manage 

coordination of 

advisory 

committees’ (NASA 

Advisory Council and 

Aerospace Safety 

Advisory Panel) 

recommendations 

to the NASA 

Administrator. 

Annual Performance Indicators 

 AMO-14-1: 

Sustain FY 2013 

Innovation Score, 

as measured by 

the Innovationrelated questions 

of the Employee 

Viewpoint Survey 

(EVS), by taking 

actions such as 

refining and 

updating human 

capital policies, 

programs, and 

systems to 

support and 

encourage 

innovation to 

meet NASA’s 

missions. 

 AMO-14-2: Assess, 

evaluate, and 

report the success 

of the NASA Model 

EEO Agency Plans 

FY 2008 to FY 

2013. 

 AMO-14-3: 

Evaluate overall 

progress and 

effectiveness of 

the Agency 

Diversity and 

Inclusion Strategic 

Implementation 

Plan to date, in 

preparation for its 

completion in FY 

2015. 

 AMO-14-10: 

Broaden the scope 

of civil rights 

technical 

assistance to 

NASA grantees 

through the 

MissionSTEM 

Website on 

grantee civil rights 

requirements and 

promising 

practices for 

grantee 

compliance and 

diversity and 

inclusion. 

 AMO-14-11: 

Provide a civil 

rights compliance 

assessment at a 

minimum of two 

STEM or STEMrelated programs 

that receive NASA 

funding. 

 COF-14-1: Initiate 

the demolition or 

disposal of five 

facilities or 

structures during 

2014 to reduce 

the Agency’s 

footprint. 

 AMO-14-26: 

Revise the NASA 

export control 

training module to 

update and 

strengthen the 

content to reflect 

changes in 

regulations and to 

respond to audit 

findings. 

 AMO-14-9: 

Negotiate and 

conclude 

international and 

interagency 

agreements with 

foreign and 

domestic partners 

in support of 

NASA missions. 

 AMO-14-30: 

Achieve savings 

through increased 

use of both 

Federal-level and 

Agency-level 

strategic sourcing 

vehicles. 

 AMO-14-8: 

Achieve savings 

through increased 

contract 

efficiencies and 

reduced 

transaction costs 

in NASA 

procurements. 

 AMO-14-20: 

Reduce energy 

intensity (energy 

consumption per 

gross square feet, 

or Btu/gsf) by 27 

percent from 2003

baseline under 42 

U.S.C. 8253. 

 AMO-14-21: 

Attain 14 percent 

sustainable 

building inventory 

by 2014. 

 AMO-14-22: 

Ensure that at 

least 7.5 percent 

of electricity is 

generated from 

renewable energy 

sources. 

 AMO-14-13: Use 

current and 

emerging 

communications 

technologies to 

reach increasingly 

 broad audiences. 

 AMO-14-28: 

Assess the use of 

NASA content by 

completing the 

portfolio of 

communications 

activities being 

built through the 

Communications 

Coordinating 

Council 

governance 

process. 

 AMO-14-27: 

Provide NASA 

responses to 

advisory 

committees’ 

recommendations 

made formally to 

the NASA 

Administrator. 

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Performance Goal Ratings for Strategic Objective 3.1, FY 2011 through FY 2014

100% 

6 6 7 9 

2011 2012 

3.1 

2013 2014 

80% 

60% 

40% 

20% 

0% 

Annual Performance Indicator Ratings for Strategic Objective 3.1, FY 2009 

through FY 2014 

100% 

80% 

60% 

40% 

20% 

0% 

1 2 

2 

8 8 

14 

3 6 

2009 2010 2011 

3.1 

2012 2013 2014 

Past fiscal years do not include performance measures that do not trend to the current fiscal year annual performance indicators. 

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Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Define and build diverse workforce skills and competencies needed for the Agency’s technology 

development and deep space exploration. 

5.1.1.1 

Green 

5.1.1.1 

Green 

5.1.1.1 

Green 

3.1.1 

Green 

Planned Future Performance 

For FY 2015 and FY 2016: Define and build diverse workforce skills and competencies needed for the Agency’s mission. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency Management 

FY 2014 Performance Results 

NASA is working to instill a culture of innovation in its workforce by recognizing and rewarding innovative performance; engaging and connecting the 

workforce to make it easy for employees to collaborate, network, and innovate; and creating an environment in which leaders view developing innovative 

employees as a productive and vital use of their time. 

•		 Recognizing and rewarding performance: NASA developed the annual NASA Innovation Awards to recognize, encourage, and celebrate a spirit of 

innovative behavior. There are two categories of awards, the Lean Forward; Fail Smart Award and the Champion of Innovation Award, and the 

NASA workforce selects the winner in each category. 

•		 Engaging and connecting: NASA is working to create a workplace where geography is inconsequential and Agency work can be conducted 

anywhere and anytime by putting information, data, and tools at the fingertips of those individuals who need it. For example, NASA has made 

great improvements in effective virtual collaboration. The Agency is able to conduct acquisition activities, panel interviews, international 

presentations, and entire conferences in virtual space. 

•		 Growing leaders: NASA ensures that first-line supervisors appreciate the importance of developing innovative employees. NASA infuses its 

leadership values into potential leaders early in their careers through Agency-level and Center-level leadership development programs. These 

programs have a heavy emphasis on personal effectiveness, relating to others, and self-reflection. Approximately 500 NASA employees have gone 

through these two leadership development programs. 

NASA demonstrated its commitment to workforce innovation by increasing its Innovation Index score from 77.2 percent in FY 2013 to 78.0 percent in 

FY 2014, as determined through three innovation-related questions in the annual Federal Employee Viewpoint Survey. Through the survey, NASA’s 

employees expressed their opinions about their workplace environment and opportunities. The Innovation Index score is derived from the results on the 

following three questions: 

•		 I feel encouraged to come up with new and better ways of doing things; 

•		 I am constantly looking for ways to do my job better; and 

•		 Creativity and innovation are rewarded. 

Visit http://nasapeople.nasa.gov/ for more information. 

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Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Sustain FY 2013 Innovation Score, as measured by the Innovation-related questions of 

the Employee Viewpoint Survey (EVS), by taking actions such as refining and updating human 

capital policies, programs, and systems to support and encourage innovation to meet NASA’s 

missions. 

No API this 

fiscal year 

10WF06 

White 

AMO-11-1 

Yellow

AMO -12 -1 

Green 

AMO -13 -1 

Green 

AMO -14 -1

Green

Planned Future Performance 

For FY 2015: AMO-15-1: Sustain NASA’s Innovation Score, as measured by the Innovation-related questions of the Employee Viewpoint Survey (EVS), by taking actions such as refining and 

updating human capital policies, programs, and systems to support and encourage innovation to meet NASA’s missions. 

For FY 2016: AMO-16-1: Sustain NASA’s Innovation Score, as measured by the Innovation-related questions of the Employee Viewpoint Survey (EVS), by taking actions such as refining and

updating human capital policies, programs, and systems to support and encourage innovation to meet NASA’s missions. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency Management 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Advance a workplace environment that affords equal employment opportunities (EEO) to all employees 

and takes proactive diversity and inclusion (D&I) efforts. 

5.1.1.5 

Green 

5.1.1.5 

Green 

5.1.1.5 

Green 

3.1.2 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency Management 

FY 2014 Performance Results 

NASA continued advancing equal employment opportunity (EEO) and diversity and inclusion (D&I) through its Model EEO Agency Plan and its D&I Plan, 

respectively. These plans lay out specific strategies and actions to increase racial, ethnic, gender, and other forms of diversity in the NASA workforce, 

proactively prevent discrimination and harassment, effectively manage the Agency’s EEO complaints process, and enhance the inclusiveness of the 

Agency’s work environments. 

Over the past five years, NASA increased the percentages of individuals with disabilities, women, and racial and ethnic minorities in its workforce. 

Specifically, between 2008 and 2013, NASA increased the percentage of individuals with disabilities in its workforce by 11.8 percent for the overall 

population, and by 15.5 percent for targeted disabilities. NASA also increased the percentage of women, African-Americans, Asian American and Pacific 

Islanders, and Hispanics in senior-level General Schedule (GS) positions (i.e., GS-14 and GS-15 positions) and in the Senior Executive Service (SES). NASA 

increased the percentage of women in senior-level positions by 13.0 percent, African Americans by 20.6 percent, Asian American and Pacific Islanders by 

10.9 percent, and Hispanics by 16.5 percent. Increases in these numbers over a five-year period suggest that the actions identified in the Model EEO 

Agency Plan to address potential barriers to EEO for individuals with disabilities, women, and minorities are having the intended outcome. 

NASA also is continuing its efforts to proactively prevent discrimination and resolve issues and concerns promptly and efficiently by fully implementing 

EEO programs and processes, such as Alternative Dispute Resolution (ADR) in the EEO complaints process, the Conflict Management Program, reasonable 

accommodations for individuals with disabilities, and the Anti-Harassment Program. NASA is seeing successes, such as a continued downward trend over 

time in the filing of formal EEO complaints, particularly those alleging harassment, which points to the effectiveness of the Anti-Harassment Program. In 

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 - - - - - -

- - - - - - - -

 

addition, NASA is developing a new set of reasonable accommodation procedures designed to enhance existing policy and to fully implement new laws in 

this arena, and evaluating the need for an Agency-wide centralized fund for reasonable accommodations. NASA also is actively engaged in a host of 

innovative initiatives, including a groundbreaking new framework for model EEO efforts, employee engagement, Special Emphasis Program utilization, and 

promising practices cross-pollination. 

Despite these indicators of progress, NASA still is experiencing some challenges in EEO program service delivery. For example, there has not been an 

increase in how often ADR is used, and there has been an increase in the average number of processing days for addressing allegations under the AntiHarassment Program. Nonetheless, NASA continues to work diligently to provide high-quality EEO programs to its workforce. 

In addition to the numerous programs and initiatives mentioned above, NASA continues to regularly evaluate all programs and processes, and to look for 

ways to enhance program delivery. For example, NASA is launching a new Agency-wide push on ADR and other forms of conflict resolution promotion. 

More information is available at NASA’s Office of Diversity and Equal Opportunity Web site. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Assess, evaluate, and report the success of the NASA Model EEO Agency Plans FY 

2008 to FY 2013. 

No API this 

fiscal year 

10WF01 

Green 

AMO-11-7 

Yellow 

AMO 12 7 

Green 

AMO 13 2 

Green 

AMO 14 2 

Green 

Planned Future Performance 

For FY 2015: AMO-15-2: Sustain three programs and processes designed to proactively prevent discrimination, as outlined in the Model EEO Agency Plan. 

For FY 2016: AMO-16-2: Sustain three programs and processes designed to proactively prevent discrimination, as outlined in the Model EEO Agency Plan. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency Management 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Evaluate overall progress and effectiveness of the Agency Diversity and Inclusion 

Strategic Implementation Plan to date, in preparation for its completion in FY 2015. 

No API this 

fiscal year 

10WF02 

Green 

AMO 11 8 

Green 

AMO 12 8 

Green 

AMO 13 3 

Green 

AMO 14 3 

Green 

Planned Future Performance 

For FY 2015: AMO-15-3: Assess, evaluate, and report the overall progress and effectiveness of the NASA Diversity and Inclusion Strategic Implementation Plan FY 2012 to FY 2015. 

For FY 2016: AMO-16-3: Issue and begin implementation of the NASA Diversity and Inclusion Strategic Implementation Plan FY 2016 to FY 2019. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency Management 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Promote equal opportunity compliance and encourage best practices among NASA grant recipient 

institutions. 

6.1.3.1 

Green 

6.1.3.1 

Green 

6.1.3.1 

Green 

3.1.3 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency Management 

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 - - - - - - - -

 

 

FY 2014 Performance Results 

NASA promotes equal opportunity compliance and encourages best practices among its grant recipient institutions through the Agency’s onsite civil rights 

compliance reviews, compliance reports with specific recommendations for strengthening existing compliance and addressing specific compliance issues, 

and dissemination of promising practices of the institutions reviewed. Uniquely among grant-awarding federal science agencies, NASA conducts a 

proactive onsite compliance review program of all of the grant-related federal civil rights laws for which it has implementing regulations. This enables 

NASA to advance equal opportunity among its grantees regardless of race, color, national origin (including limited English proficiency), gender, age, or 

disability in the formal and informal science, technology, engineering, and mathematics (STEM) fields that are funded by NASA. During FY 2014, NASA 

conducted or is conducting civil rights compliance reviews on four grant recipient institutions. 

NASA complements its compliance review programs with civil rights technical assistance that optimizes its online capabilities, while also utilizing more 

traditional media. The MissionSTEM Web site, launched in November 2012, is the centerpiece of NASA’s civil rights technical assistance. MissionSTEM 

allows NASA to reach more of the grantee population, including administrators, faculty, and students in NASA-funded STEM programs. MissionSTEM is 

designed to highlight both compliance requirements under the civil rights laws, as well as the many promising practices of NASA’s grant recipients and 

stakeholder organizations for creating greater diversity and inclusion in STEM. NASA continues to post fresh content, both written and video, to 

MissionSTEM on a regular basis, and continues to see increases in MissionSTEM usage over time. For example, between January and September 2014, 

MissionSTEM had over 69 thousand page views. By comparison, for the same period in 2013, MissionSTEM had 36 thousand page views, so the site saw a 

90 percent increase in page views. 

More information is available at NASA’s Office of Diversity and Equal Opportunity Web site. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Broaden the scope of civil rights technical assistance to NASA grantees through the 

MissionSTEM Website on grantee civil rights requirements and promising practices for grantee 

compliance and diversity and inclusion. 

No API this 

fiscal year 

10WF11 

Green 

AMO 11 

19 

Green 

AMO 12 

19 

Green 

AMO 13 

11 

Green 

AMO 14 

10 

Green 

Planned Future Performance 

For FY 2015: AMO-15-4: Continue to broaden the scope of civil rights technical assistance to NASA grantees through the MissionSTEM Website, focused on grantee civil rights 

requirements and promising practices for grantee compliance and diversity and inclusion. 

For FY 2016: AMO-16-4: Continue to conduct civil rights compliance assessments at a minimum of two STEM or STEM-related programs that receive NASA funding; and broaden the scope 

of civil rights technical assistance to NASA grantees through the MissionSTEM Website, focused on grantee civil rights requirements and promising practices for grantee compliance and 

diversity and inclusion. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency Management 

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Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014

For FY 2014: Provide a civil rights compliance assessment at a minimum of two STEM or STEMrelated programs that receive NASA funding. No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

AMO -14 -

11

Green 

Planned Future Performance 

For FY 2015: AMO-15-5: Provide a civil rights compliance assessment at a minimum of two STEM or STEM-related programs that receive NASA funding.

For FY 2016: No API this fiscal year 

Contributing Theme: Agency Management and Operations Contributing Program: Agency Management 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Between 2012 and 2016, support the demolition and elimination of obsolete and unneeded facilities. 5.2.3.1 

Green 

5.2.3.1 

Green 

5.2.3.1 

Green 

3.1.4 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Construction of Facilities Contributing Program: Institutional CoF 

FY 2014 Performance Results 

NASA has a demolition program to eliminate obsolete, unneeded infrastructure to improve efficiency and eliminate safety and environmental risks. The 

program has been in operation for over a decade, and has been an important part of NASA’s plans to reduce its infrastructure and operating costs. 

NASA identifies facilities for demolition through special studies, which determine if the facility is required for current or future missions. Facilities that no 

longer are needed are included in a five-year demolition plan that sets project schedules based on last need (both mission and date), annual costs avoided 

if the facility is demolished, potential liability, and project execution factors. Facilities included in the five-year plan occasionally are adjusted due to 

consultation with states on historic properties, changes in operational schedules, environmental remediation, funding profiles, local market forces, and 

the value of recycled materials. 

In FY 2014, NASA budgeted $16.7 million for demolition. Demolition activities have begun at Glenn Research Center, Johnson Space Center, Kennedy 

Space Center, Marshall Space Flight Center, and Stennis Space Center to demolish various facilities and structures. 

More information is available at NASA’s Office of Strategic Infrastructure Web site. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Initiate the demolition or disposal of five facilities or structures during 2014 to reduce

the Agency’s footprint. 

No API this 

fiscal year 

No API this 

fiscal year 

COF -11 -1 

Green 

COF -12 -1 

Green 

COF -13 -1 

Green 

COF -14 -1 

Green 

Planned Future Performance 

For FY 2015: COF-15-1: Initiate the demolition or disposal of five facilities or structures during 2015 to reduce the Agency’s footprint. 

For FY 2016: COF-16-1: Initiate the demolition or disposal of five facilities or structures during 2016 to reduce the Agency’s footprint. 

Contributing Theme: Construction of Facilities Contributing Program: Institutional CoF 

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- -

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Manage coordination of NASA’s international and interagency activities in conjunction with the NASA 

mission directorates. 

5.5.2.1 

Green 

5.5.2.1 

Green 

5.5.2.1 

Green 

3.1.5 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency Management 

FY 2014 Performance Results 

The Office of International and Interagency Relations (OIIR) manages the development of new and ongoing international and interagency activities, 

maintaining a continuous dialogue with key NASA officials and NASA’s international and interagency partners on their requirements. 

During FY 2014, OIIR produced monthly reports of international and interagency agreements on the management of 697 active international agreements 

with 122 countries. OIIR also concluded 83 new agreements with 48 countries and international organizations, and has more than 100 agreements in 

development. 

OIIR’s Export Control and Interagency Liaison Division conducted a series of training sessions for Center Export Administrators Agency-wide on the new 

regulations resulting from the President’s Export Control Reform Initiative. The trainings included presentations by the Departments of Commerce, State, 

and Defense. The new regulations also were a key theme for the OIIR-sponsored Export Control Annual Program Review, which contained briefings and 

panel discussions led by the Assistant Secretary of Commerce for Export Administration, the driving force behind these reforms. In addition, the 

Headquarters Export Administrator provided briefings on the new regulations during All-Hands Sessions at Goddard Space Flight Center, Ames Research 

Center, and Kennedy Space Center, and the new regulations were featured during a day-long export control seminar offered at Johnson Space Center. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Revise the NASA export control training module to update and strengthen the 

content to reflect changes in regulations and to respond to audit findings. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

AMO 14 

26 

Green 

Planned Future Performance 

For FY 2015: AMO-15-6: Revise the NASA export control training program plan to update and strengthen the content to reflect changes in regulations and to respond to audit findings. 

For FY 2016: AMO-16-6: Implement the Agency-wide export control training program plan. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency Management 

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Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Negotiate and conclude international and interagency agreements with foreign and 

domestic partners in support of NASA missions. 

No API this 

fiscal year 

No API this 

fiscal year 

AMO -11 -

18 

Green 

AMO -12 -

18 

Green 

AMO -13 -

10 

Green 

AMO -14 -9 

Green 

Planned Future Performance 

For FY 2015: AMO-15-7: Negotiate and conclude international and interagency agreements with foreign and domestic partners in support of NASA missions. 

For FY 2016: AMO-16-7: Negotiate and conclude international and interagency agreements with foreign and domestic partners in support of NASA missions.

Contributing Theme: Agency Management and Operations Contributing Program: Agency Management 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Achieve savings for the Agency through acquisition reforms. 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

5.2.4.1 

Green 

3.1.6 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency Management 

FY 2014 Performance Results 

NASA’s Office of Procurement is on track to achieve this performance goal due to the successes achieved through strategic sourcing and to the plans made 

to expand strategic sourcing and reduce transaction costs. The Office of Procurement has made significant progress to achieve the majority of its planned 

initiatives. No significant threats have been identified that could jeopardize the success of these initiatives. 

NASA’s procurement efforts support the cross-agency priority goal on Strategic Sourcing, which is focused on reducing the costs of acquiring common 

products and services. During FY 2014, NASA made significant progress on a number of strategic sourcing vehicles, including the following: 

•		 The Enterprise License Management Team (ELMT) manages Agency enterprise licenses and maintenance agreements; negotiating economy-ofscale pricing for selected software used by the Agency. The ELMT added 18 consolidated software license agreements to 24 existing agreements in 

FY 2014 that achieved a total estimated cost avoidance of $15 million. 

•		 Web Enterprise Solutions and Technology (WEST) is consolidating Web services for NASA’s diverse Web community, standardizing current systems 

and applying industry best practices, and improving agility in using tools and implementing services. WEST decommissioned 44 applications that 

were no longer relevant, resulting in a reduction to operations and maintenance costs from prior years of over 25 percent, or approximately 

$2.5 million. 

•		 Solutions for Enterprise-Wide Procurement (SEWP) IV is a multi-award, government-wide acquisition contract vehicle focused on IT products and 

product-based services. For NASA, SEWP IV achieved cost savings of approximately $13 million for online competition and product refreshment, 

and avoided roughly $300 thousand in surcharge fees. 

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- -

		

		

•		 The Synergy Achieving Consolidated Operations and Maintenance (SACOM) contract is merging operations and maintenance activities at the 

Stennis Space Center and Michoud Assembly Facility. The SACOM contract is targeted for award in FY 2015 and projected to result in a 

measurable reduction in costs for the Agency. NASA will begin reporting savings in FY 2015. 

•		 The NASA Shared Services Center (NSSC) consolidates and standardizes select business activities from across NASA. NSSC performs select business 

activities for all NASA Centers in financial management, human resources, information technology, procurement, and business support services. 

The Office of Procurement has made some progress on its planned initiatives to increase contract efficiencies, including the strategic procurement of 

information technology initiatives, reverse auctioning, reducing high-risk contract actions, and reducing procurement lead times. However, NASA would 

like to see continued progress in this area in the upcoming years. For example, the Office of Procurement has an effort underway to identify the causes for 

delays in awarding competitive contracts and recommend solutions for mitigating the delays. The initial focus of this effort is on source evaluation board 

procurements. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Achieve savings through increased use of both Federal-level and Agency-level 

strategic sourcing vehicles. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

AMO 14 

30 

Green 

Planned Future Performance 

For FY 2015: AMO-15-8: Achieve savings through effective use of both Federal-level and Agency-level strategic sourcing approaches. 

For FY 2016: AMO-16-8: Achieve savings through effective use of both Federal-level and Agency-level strategic sourcing approaches. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency Management 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Achieve savings through increased contract efficiencies and reduced transaction costs 

in NASA procurements. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

AMO-14-8 

Yellow 

Planned Future Performance 

For FY 2015: AMO-15-9: Achieve savings through increased contract efficiencies and reduced transaction costs in NASA procurements. 

For FY 2016: AMO-16-9: Achieve savings through increased contract efficiencies and reduced transaction costs in NASA procurements. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency Management 

Explanation of Rating 

The Office of Procurement made some progress on its planned initiatives in FY 2014 to increase contract efficiencies—strategic procurement of IT 

initiatives, reverse auctioning, reducing high-risk contract actions, peer review savings, reducing procurement lead times—but felt it fell short of intended 

targets. As a result, NASA rated AMO-14-8 yellow, with only minor threats identified that may impact progress on these initiatives moving forward. This 

shortfall did not affect NASA’s overall progress towards achieving Performance Goal 3.1.6. 

The Office of Procurement plans continued progress towards its initiatives in upcoming years. For example, it has an effort underway to identify the 

causes of delays in awarding competitive contracts and to recommend solutions for mitigating the delays. In FY 2015, NASA will focus its efforts on source 

evaluation board procurements and other initiatives, with the goal of improving the efficiency and timeliness of its performance. 

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Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Ensure that NASA continues progress towards implementing statutory or Executive Order targets and goals 

reflected in its annual Sustainability Plan. 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

3.1.7 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency Management 

FY 2014 Performance Results 

NASA has a sustainability policy to execute its mission without compromising the planet’s resources. Sustainability provides a unique opportunity to 

continuously improve the resilience of NASA’s space and ground asset operations and performance. Sustainability also involves taking action now to 

provide a future where the environment and living conditions are protected. In implementing sustainability practices, NASA manages risks to its mission, 

risks to the environment, and risks to local communities. To this end, NASA seeks to use public funds efficiently and effectively, promote the health of the 

planet, and operate in a way that benefits its neighbors. More information is available in the Strategic Sustainability Performance Plan. 

The Office of Management and Budget released the January 2014 Scorecard on Sustainability/Energy in July 2014. NASA remains a leader in the Federal 

Government in progress made toward meeting the goals outlined, and received green ratings in six out of seven metrics. 

Following were some of NASA’s key sustainability activities in FY 2014: 

•		 NASA fell slightly short of its target to reduce its energy consumption per gross square feet (Btu/GSF) by 27 percent in FY 2014, but is on track to 

meet its overall target of a 30 percent Btu/GSF reduction by FY 2015. 

•		 NASA increased its inventory of sustainable buildings to 14.27 percent to date, measured by gross square footage, and is on track to meet the 

15 percent goal by the end of FY 2015. For example, four buildings, with a combined size of 186,000 square feet, received Leadership in Energy 

and Environmental Design (LEED) gold certification. LEED is a green building certification program that recognizes best-in-class building strategies 

and practices. 

•		 NASA generated 7.6 percent of its electricity from renewable energy sources, exceeding the target of 7.5 percent. NASA continues to make 

significant strides in generating electricity from renewable energy sources. For example, NASA has large renewable energy projects underway at 

three facilities, including one wind project and two solar projects. 

NASA’s sustainability efforts also support the cross-agency priority goal on Climate Change. 

More information is available at NASA’s Office of Strategic Infrastructure Web site. 

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- -

- -

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Reduce energy intensity (energy consumption per gross square feet, or Btu/gsf) by 27 

percent from 2003 baseline under 42 U.S.C. 8253. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

AMO-14­

20 

Yellow 

Planned Future Performance 

For FY 2015: AMO-15-10: Reduce energy intensity (energy consumption per gross square feet, or Btu/gsf) by 30 percent from 2003 baseline under 42 U.S.C. 8253. 

For FY 2016: AMO-16-10: Reduce energy intensity (energy consumption per gross square feet, or Btu/gsf) by 32 percent from 2003 baseline under 42 U.S.C. 8253. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency Management 

Explanation of Rating 

NASA did not meet the FY 2014 goal of 27 percent, which resulted in a yellow rating for AMO-14-20. Title 42 of U.S. Code 8253 sets energy conservation 

targets for buildings within the Federal Government. This performance shortfall did not affect progress towards achieving Performance Goal 3.1.7. 

NASA is on track to meet the 30 percent target by FY 2015. The Office of Strategic Infrastructure anticipates awarding several Energy Savings Performance 

Contracts (ESPCs), ensuring continued progress toward the 30 percent goal. ESPCs are contracts that promote energy and water conservation through 

technologies, services, and operations. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Attain 14 percent sustainable building inventory by 2014. No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

AMO 14 

21 

Green 

Planned Future Performance 

For FY 2015: AMO-15-11: Attain 15 percent sustainable building inventory by 2015. 

For FY 2016: AMO-16-11: Meet sustainable building inventory target (percentage of gross square footage of inventory meeting guiding principles) set by the Office of Management and 

Budget for FY 2016 in the Energy and Sustainability Scorecard. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency Management 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Ensure that at least 7.5 percent of electricity is generated from renewable energy 

sources. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

AMO 14 

22 

Green 

Planned Future Performance 

For FY 2015: AMO-15-12: Ensure that at least 10 percent of electricity consumed is generated from renewable energy sources. 

For FY 2016: AMO-16-12: Ensure that at least 15 percent of electricity consumed is generated from renewable energy sources. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency Management 

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Performance Goal FY 2011 FY 2012 FY 2013 FY 2014

Enhance reach and effectiveness of programs and projects that engage the public. 6.4.2.1 

Green 

6.4.2.1 

Green 

6.4.2.1 

Green 

3.1.8 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency Management 

FY 2014 Performance Results 

NASA’s Office of Communications implemented a series of communication campaigns, approved by NASA’s Communications Coordinating Council, in 

FY 2014. These campaigns integrate traditional and social media and public outreach activities from across the Agency’s mission directorates, programs, 

projects, and Headquarters and Center functional communications offices. Regular updates on campaign progress and results are briefed at 

Communications Coordinating Council meetings. During the fourth quarter of FY 2014, the Office of Communications held an all-hands video 

teleconference that provided over 400 Agency employees a status of the communication priorities and campaigns. 

NASA’s public Web site customer satisfaction scores are among the highest in the Federal Government. The NASA Web portal (www.nasa.gov) averaged 

6.6 million visits per month during the fourth quarter of FY 2014. This is up from just under 5 million per month in the previous quarter. The Agency 

continues to assess new social media tools and techniques to engage both science attentive and non-traditional audiences. NASA has recently launched 

Vine from the International Space Station (ISS), where Astronaut Reid Wiseman has been sharing six-second videos of life aboard the ISS. The audience has 

grown to nearly 110,000 in the few months since the site began operating. The audience on the image-sharing site Instagram continues to grow, now at 

1.7 million followers, up from 1.3 million the previous quarter. NASA’s Facebook audience has grown to 7.6 million and has surpassed Twitter’s audience 

of 7.5 million, to be its largest social media audience. NASA continues to lead the Federal Government in followers on Facebook, Google+, Foursquare, 

Twitter, and Instagram. The Headquarters Office of Communications process for approving new social media accounts continues to be a useful mechanism 

to ensure both the quality and cost effectiveness of the Agency’s investments in this area. 

The Office of Communication has continued implementation of the Communications Portfolio review process in order to evaluate new and ongoing 

Agency communications activities. Communications events, activities, and products are evaluated based on best practices, audience reach, and resource 

requirements. The Office of Communications has developed a distributed Communications Portfolio online database, with plans to implement the system 

across the Agency in FY 2015. The database will improve and help standardize data collection and reporting of communications activities, events, and 

products, leading to more effective stakeholder engagement. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Use current and emerging communications technologies to reach increasingly broad 

audiences. 

No API this 

fiscal year 

No API this 

fiscal year 

AMO -11 -

21 

Green 

AMO -12 -

21 

Green 

AMO -13 -

13 

Green 

AMO -14 -

13 

Green 

Planned Future Performance 

For FY 2015: AMO-15-13: Use current and emerging communications technologies, platforms, and methods to reach increasingly broad and diverse audiences. 

For FY 2016: AMO-16-13: Use current and emerging communications technologies, platforms, and methods to reach increasingly broad and diverse audiences. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency Management 

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 - - - - - - - -

 

 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Assess the use of NASA content by completing the portfolio of communications 

activities being built through the Communications Coordinating Council governance process. 

No API this 

fiscal year 

No API this 

fiscal year 

AMO 11 

22 

Green 

AMO 12 

22 

Green 

AMO 13 

14 

Green 

AMO 14 

28 

Green 

Planned Future Performance 

For FY 2015: AMO-15-14: Develop a set of metrics by which to assess the reach and effectiveness of activities in the communications portfolio. 

For FY 2016: AMO-16-14: Develop a set of metrics by which to assess the reach and effectiveness of activities in the communications portfolio. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency Management 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Does not trend to FY 2014. No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year None 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: AMO-16-24: Develop a toolkit (clearinghouse) of NASA communications products to share with NASA’s communications professionals and employees to help ensure that 

consistent and current content is utilized in communicating the Agency’s results to the public. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency Management 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Manage coordination of advisory committees’ (NASA Advisory Council and Aerospace Safety Advisory 

Panel) recommendations to the NASA Administrator. 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

3.1.9 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016.’ 

Contributing Theme: Agency Management and Operations Contributing Program: Agency Management 

FY 2014 Performance Results 

In addition to its work with international and interagency partners, the Office of International and Interagency Relations (OIIR) supports NASA’s advisory 

committees, including the NASA Advisory Council (NAC) and the Aerospace Safety Advisory Panel (ASAP). During FY 2014, OIIR coordinated NASA’s 

response to 16 NAC and 9 ASAP recommendations. It also led Agency-wide management oversight and legal compliance for NASA’s six Federal Advisory 

Committee Act (FACA) committees; planned and executed internal Agency and public rollout of the NAC reorganization; organized and implemented 14 

NASA federal advisory committee meetings, including three ouncil meetings, three !S!P meetings, and eight !S!P “Insight” meetings- and prepared the 

ASAP 2013 Annual Report to Congress. 

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Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Provide NASA responses to advisory committees’ recommendations made formally to 

the NASA Administrator. 

No API this

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

AMO -14 -

27 

Green 

Planned Future Performance 

For FY 2015: AMO-15-15: Provide NASA responses to advisory committees’ recommendations made formally to the NASA Administrator. 

For FY 2016: AMO-16-15: Provide NASA responses to advisory committees’ recommendations made formally to the NASA Administrator. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency Management 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Does not trend to FY 2014. 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

None 

Planned Future Performance 

For FY 2015: No performance goal this fiscal year 

For FY 2016: 3.1.10: Between 2016 and 2017, demonstrate increased facility reliability by reducing spending on unscheduled maintenance from 35 

percent to 31 percent of total maintenance spending. 

Contributing Theme: Construction of Facilities Contributing Program: Institutional CoF 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Does not trend to FY 2014. No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year None 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: COF-16-2: Reduce spending on unscheduled maintenance (out of total maintenance spending) by at least two percentage points. 

Contributing Theme: Construction of Facilities Contributing Program: Institutional CoF 

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Strategic Objective 3.2 

Ensure the availability and continued advancement of strategic, technical, 

and programmatic capabilities to sustain NASA’s Mission. 

Lead Office

Human Exploration and Operations Mission Directorate (HEOMD) 

Goal Leader 

Greg Williams, Deputy for Policy and Management, HEOMD 

Contributing Programs 

21st Century Space Launch Complex (21CSLC), Launch Services Program (LSP), Rocket Propulsion Test (RPT), Programmatic Construction of Facilities, Space 

Communications and Navigation (SCaN), Strategic Capabilities Assets Program (SCAP) 

Budget for Strategic Objective 3.2 

Actual Enacted Requested Notional 

Budget Authority (in $ millions) FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 

Total Budget $900 -­ ­ $853 $834 $781 $762 $743 

Note: For explanation of budget table, please see the “How to Read the Strategic Review Information” section in the introduction to Part 3. 

Vision for Success in 10 Years 

NASA will maintain all critical network and communication capabilities; complete launch and range complex modernization projects; continue to promote 

the evolution of a U.S. commercial space launch market, as well as the continual enhancement of space transportation policy, contracts, and launch 

service products and services; ensure that the RPT capabilities and competencies are available; and ensure that the SCAP capabilities are available to 

support test customers. 

Update of Progress Toward Strategic Objective 

NASA, in consultation with the Office of Management and Budget, has highlighted this strategic objective as a focus area for improvement. 

The NASA 2014 Strategic Review found that: 

 NASA rated this strategic objective as a focus area for improvement primarily due to programmatic issues within the SCaN portfolio, specifically 

contractor performance on the Space Network Ground Segment Sustainment (SGSS) Project. SGSS is currently undergoing a replan. 

 Strategies and performance are sufficient for most of the strategic objective’s programs/ However, strategies for ScaN required adjustment, due

to: 

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FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
 

 

 

	 


 


 

		

		

		

		

o	 Inability to find partner funding for the Tracking and Data Relay Satellite (TDRS)-M launch service. 

o Cost and schedule growth on the SGSS effort.
 

 These challenges constituted a significant FY 2014 challenge to the Agency’s critical network and communication activities.
 

FY 2014 achievements included the following:

 The twelfth TDRS spacecraft (TDRS-L) was launched in January 2014, and has been accepted for operations. 

 LSP achieved a 100 percent success rate in FY 2014 with the successful launch of three NASA missions. 

 RPT performed 313 tests for 272,393 seconds, while maintaining 100 percent of availability. 

 Highlighted achievements during FY 2014 are detailed in the NASA FY 2014 Agency Financial Report. 

Next Steps 

Additional details on the strategies for this strategic objective can be found in the NASA 2014 Strategic Plan. 

Next Steps in FY 2015 

•		 Maintain a minimum of 95 percent delivery of the Space Communications network services that support N!S! and other customers’ mission 

success (SCaN). 

•		 Continue the development of enabling technology and international standards (SCaN). 

•		 Maintain civil space leadership in radio-frequency spectrum policy, planning, and management (SCaN). 

•		 Complete environmental mitigation projects and the development of systems to support small-class vehicle customers at the Kennedy Space 

Center and begin range telemetry systems upgrades. 

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FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan
 

FY 2014 Performance Measures 

Strategic Objective 3.2: Ensure the availability and continued advancement of strategic, technical, and programmatic capabilities to sustain NASA’s Mission. 

Performance Goal 3.2.1: 

Review the current state 

of the NASA test 

capabilities, known test 

requirements and test 

requests, and revise the 

Master Plan as needed. 

Performance Goal 3.2.2: 

Complete Launch Services 

Program (LSP) objectives 

for all NASA-managed 

expendable launches. 

Performance Goal 3.2.3: 

By 2014, launch two 

functionally identical 

Tracking and Data Relay 

Satellite (TDRS) spacecraft 

in geosynchronous orbits 

to replenish the Tracking 

and Data Relay Satellite 

System (TDRSS) 

constellation. 

Performance Goal 3.2.4: 

By FY 2016, replace or 

upgrade obsolete and 

unsustainable systems of 

the Tracking and Data 

Relay Satellite System 

(TDRSS) Ground Segment 

at the White Sands 

Complex (WSC). 

Performance Goal 3.2.5: 

By FY 2018, replace aging 

Deep Space Network 

(DSN) 70-meter antenna at 

Canberra Deep Space 

Communications Complex 

(CDSCC). 

Performance Goal 3.2.6: 

Prioritize and complete 

launch and range complex 

modernization studies and 

projects to sustain 

government and 

commercial capabilities at 

the Kennedy Space Center 

(KSC) and Cape Canaveral 

Air Force Station (CCAFS). 

Performance Goal 3.2.7: 

Ensure the strategic 

availability and 

maintenance of facilities 

that are necessary to meet 

the long-term needs and 

requirements of the 

Agency. 

Annual Performance Indicators 

 SFS-14-1: Sustain 90 

percent availability of 

test facilities to support 

NASA and other 

customers’ planned test 

requirements. 

 SFS-14-2: Sustain a 100 

percent success rate with 

the successful launch of 

NASA managed 

expendable launches, as 

identified on the Launch 

Services Flight Planning 

Board manifest. 

 SFS-14-3: Complete 

acquisitions on time for 

NASA-managed 

expendable launches. 

 SFS-14-4: Complete inorbit check-out of 

Tracking and Data Relay 

Satellite (TDRS)-L 

spacecraft. 

 SFS-14-5: Make progress 

towards the Space 

Network Ground 

Segment Sustainment 

(SGSS) Systems 

Integration Review (SIR). 

 SFS-14-6: Complete the 

radio frequency 

equipment installation at 

Canberra Deep Space 

Communications 

Complex (CDSCC) to 

support operations. 

 SFS-14-7: Complete 

environmental mitigation 

projects to support 

horizontal take-off, 

horizontal landing 

commercial partner at 

the Shuttle Landing 

Facility (SLF); complete 

development of the 

Deployable Launch 

System and Universal 

Propellant Servicing 

System to enable a smallclass vehicle launch 

capability at Kennedy 

Space Center; and begin 

range telemetry systems 

upgrades. 

 SC-14-1: Achieve a 

minimum of 80 percent 

overall availability of 

Strategic Capabilities 

Assets Program (SCAP) 

portfolio of assets which 

are necessary to meet 

the long-term needs and 

requirements of the 

Agency. 

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Performance Goal Ratings for Strategic Objective 3.2, FY 2011 through FY 2014 

100% 

1 1 

6 6 

5 6 

2011 2012 

3.2 

2013 2014 

80% 

60% 

40% 

20% 

0% 

Annual Performance Indicator Ratings for Strategic Objective 3.2, FY 2009 

through FY 2014 

100% 

80% 

60% 

40% 

20% 

0% 

1 1 

1 

1 

3 

5 

7 

1 

4 4 

1 

2009 2010 2011 

3.2 

2012 2013 2014 

Past fiscal years do not include performance measures that do not trend to the current fiscal year annual performance indicators. 

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- - - - - - - -

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Review the current state of the NASA test capabilities, known test requirements and test requests, and 

revise the Master Plan as needed. 

5.3.1.1 

Green 

5.3.1.1 

Green 

5.3.1.1 

Green 

3.2.1 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Space and Flight Support Contributing Program: Rocket Propulsion Test 

FY 2014 Performance Results 

NASA’s Rocket Propulsion Test (RPT) program is responsible for managing and sustaining the Agency’s facilities for ground testing rocket engines. It works 

both to advance new test technologies and to reduce propulsion test costs. RPT prioritizes limited resources to sustain its core test capability and meet 

customer test requirements. In addition, RPT program is NASA’s representative on the National Rocket Propulsion Test Alliance (NRPTA), which was 

established between NASA and the Department of Defense in 1998. The NRPTA helps shape the Federal Government’s rocket propulsion test capability to 

better meet national test needs through intra- and inter-agency cooperation, and recommends solutions that provide the best overall value to taxpayers. 

In FY 2014, the RPT program successfully met all customer test requirements. RPT facilities completed 313 tests for a total of 272,393 seconds of test time. 

During FY 2014, the RPT program completed the following tests: 

 The J-2X rocket engine for NASA’s Space Launch System (SLS). The J-2X was designed for the Ares upper stage under Constellation Program and is 

now a candidate for the SLS upper stage. 

 The Rocket Stage (RS)-68 engine for the U.S. Air Force. 

 Other tests for numerous commercial partners, including Orbital Sciences Corporation, Space Exploration Technologies Corporation (SpaceX), 

MDA Corporation, and the Boeing Company. 

In addition, the SLS program is making major renovations to the B-2 test stand (an RPT-managed test stand) at Stennis Space Center in preparation for SLS 

core stage testing in FY 2016. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Sustain 90 percent availability of test facilities to support NASA and other customers’ 

planned test requirements. 

9SFS3 

Yellow 

10SFS09 

Yellow 

SFS 11 1 

Green 

SFS 12 1 

Green 

SFS 13 1 

Green 

SFS 14 1 

Green 

Planned Future Performance 

For FY 2015: SFS-15-2: Sustain 90 percent availability of test facilities to support NASA and other customers’ planned test requirements. 

For FY 2016: SFS-16-2: Sustain 90 percent availability of test facilities to support NASA and other customers’ planned test requirements. 

Contributing Theme: Space and Flight Support Contributing Program: Rocket Propulsion Test 

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 - - - - - -

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014

Complete Launch Services Program (LSP) objectives for all NASA-managed expendable launches. 5.4.1.1 

Green 

5.4.1.1 

Green 

5.4.1.1 

Green 

3.2.2 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Space and Flight Support Contributing Program: Launch Services 

FY 2014 Performance Results 

NASA’s Launch Services Program (LSP) is responsible for the acquisition and management of expendable launch vehicle missions. LSP provides safe, 

reliable, cost-effective, and on-schedule launch services to NASA and NASA-sponsored payloads on expendable launch vehicle missions. LSP oversees all 

aspects of launch services, including launch vehicle engineering and manufacturing, launch operations and countdown management, and quality and 

mission assurance. 

In FY 2014, LSP sustained a 100 percent success rate for mission launches. All three of the following missions were delivered to the proper orbit and met 

the launch mission requirements defined in the NASA Launch Services II contract: 

 Mars Atmosphere and Volatile EvolutioN (MAVEN) mission, launched on November 18, 2013, will explore the upper atmosphere of Mars.

 Tracking Data and Relay Satellite (TDRS)-L, launched on January 23, 2014, will provide operational communications data. 

 Orbiting Carbon Observatory (OCO)-2, launched on July 2, 2014, will study atmospheric carbon dioxide from space. 

In addition, LSP completed acquisitions on time for all NASA-managed expendable launches. Specifically, LSP completed three acquisitions, totaling 

approximately $388 million, for the following missions: 

 Interior Exploration using Seismic Investigations, Geodesy and Heat Transport (InSight) will study the deep interior of Mars.

 Solar Orbiter will make in-situ observations of the heliosphere.

 Cyclone Global Navigation Satellite System (CYGNSS) will measure ocean surface winds to improve hurricane forecasting. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Sustain a 100 percent success rate with the successful launch of NASA managed 

expendable launches, as identified on the Launch Services Flight Planning Board manifest. 

No API this 

fiscal year 

10SFS11 

Green 

SFS-11-2 

Yellow 

SFS 12 2 

Green 

SFS 13 2 

Green 

SFS 14 2 

Green 

Planned Future Performance 

For FY 2015: SFS-15-3: Sustain a 100 percent success rate with the successful launch of NASA managed expendable launches, as identified on the Launch Services Flight Planning Board 

manifest. 

For FY 2016: SFS-16-3: Sustain a 100 percent success rate with the successful launch of NASA-managed expendable launches as identified on the Launch Services Flight Planning Board 

manifest. 

Contributing Theme: Space and Flight Support Contributing Program: Launch Services 

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- - - - - - - -

 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Complete acquisitions on time for NASA-managed expendable launches. No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

SFS -14 -3 

Green 

Planned Future Performance 

For FY 2015: SFS-15-4: Complete acquisitions on time for NASA-managed expendable launches. 

For FY 2016: SFS-16-4: Complete acquisitions on time for NASA-managed expendable launches. 

Contributing Theme: Space and Flight Support Contributing Program: Launch Services 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

By 2014, launch two functionally identical Tracking and Data Relay Satellite (TDRS) spacecraft in 

geosynchronous orbits to replenish the Tracking and Data Relay Satellite System (TDRSS) constellation. 

5.4.3.1 

Green 

5.4.3.1 

Green 

5.4.3.1 

Green 

3.2.3 

Green 

Planned Future Performance 

For FY 2015 and FY 2016: 3.2.3: Maintain a minimum of 95 percent delivery of the Space Communications network services that support NASA and 

other customers’ mission success. 

Contributing Theme: Space and Flight Support Contributing Program: Space Communications and Navigation 

FY 2014 Performance Results 

The NASA Space Communications and Navigation (SCaN) Program is responsible for Agency-wide operations, management, and development of all NASA 

space communications capabilities and enabling technology. SCaN manages and directs the ground-based facilities and services for three networks that 

span the globe and support over 100 space missions. The Space Network, which is one of the three networks, consists of a constellation of 

geosynchronous (Earth-orbiting) satellites named the Tracking Data Relay Satellite (TDRS), ground systems that operate as a relay system between 

satellites, satellites in low Earth orbit above 73 kilometers, and ground facilities. The Space Network maintains near-continuous communications with the 

International Space Station (ISS), the Hubble Space Telescope, and other satellites beyond low Earth orbit, and supports resupply missions to the ISS. 

During FY 2014, SCaN completed this performance goal. NASA launched TDRS-K on January 30, 2013, and TDRS-L on January 23, 2014. The replenishment 

of the TDRS fleet will help to ensure that NASA’s Space Network is able to continue to provide around-the-clock, high throughput communications services 

to NASA’s missions, including the ISS. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Complete in-orbit check-out of Tracking and Data Relay Satellite (TDRS)-L spacecraft. 9SFS6 

Green 

10SFS07 

Yellow 

SFS 11 5 

Green 

SFS 12 5 

Green 

SFS 13 4 

Green 

SFS 14 4 

Green 

Planned Future Performance 

For FY 2015: SFS-15-5: Complete Tracking and Data Relay Satellite (TDRS)-L Initial Operational Capability (IOC). 

For FY 2016: SFS-16-5: Complete the development of the Tracking and Data Relay Satellite (TDRS)-M Spacecraft and prepare it for storage. 

Contributing Theme: Space and Flight Support Contributing Program: Space Communications and Navigation 

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- - - - - -

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

By FY 2016, replace or upgrade obsolete and unsustainable systems of the Tracking and Data Relay 

Satellite System (TDRSS) Ground Segment at the White Sands Complex (WSC). 

5.4.3.2 

Green 

5.4.3.2 

Green 

5.4.3.2 

Yellow 

3.2.4 

Red 

Planned Future Performance 

For FY 2015 and FY 2016: 3.2.4: Replace or upgrade obsolete and unsustainable systems of the Tracking and Data Relay Satellite System (TDRSS) Ground 

Segment at the White Sands Complex (WSC). 

Contributing Theme: Space and Flight Support Contributing Program: Space Communications and Navigation 

FY 2014 Performance Results 

NASA’s Space Communications and Navigation (SCaN) Program manages the Space Network, which maintains near-continuous communications with the 

International Space Station (ISS), the Hubble Space Telescope, and other satellites beyond low Earth orbit, and resupply missions to the ISS. The Space 

Network consists of a ground segment and a space segment. The ground segment comprises three facilities, including one located on Guam Island; and 

two located in New Mexico, one of which is the White Sands Test Facility. 

The current ground system of equipment for the Space Network is approximately 30 years old and is becoming more difficult to operate and maintain. As 

newer systems replace older ones, it becomes increasingly difficult for the older systems to interface with the new ones and function at full capacity. 

The SCaN initiated a sustainment effort, called the Space Network Ground Segment Sustainment (SGSS) Project, to upgrade technology and sustain the 

Space Network operations for at least the next 25 years. This includes replacing or upgrading the ground segment at the White Sands Test Facility. 

During FY 2014, the SGSS Project made incremental progress, but exceeded the cost and schedule estimates in the Agency’s baseline commitment. 

Performance Improvement Plan 

NASA is working to replan and rebaseline the project, with a revised expected completion date of FY 2018. NASA expects to complete the replan of the 

SGSS Project, which will include Agency approval of a revised Key Decision Point (KDP)-C memorandum, by June 2015. The KDP-C review is an assessment 

of a project’s readiness to move into full-scale development. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Make progress towards the Space Network Ground Segment Sustainment (SGSS) 

Systems Integration Review (SIR). 

No API this 

fiscal year 

10SFS08 

Yellow 

SFS 11 6 

Green 

SFS 12 6 

Green 

SFS-13-5 

Yellow 

SFS 14 5 

Red 

Planned Future Performance 

For FY 2015: SFS-15-6: Complete the A4 Space Network Ground Segment Sustainment (SGSS) software increment delivery. 

For FY 2016: SFS-16-6: Complete the A5 Space Network Ground Segment Sustainment (SGSS) software increment delivery. 

Contributing Theme: Space and Flight Support Contributing Program: Space Communications and Navigation 

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 - - - - - - - -

Explanation of Rating 

The SGSS Project did not complete this milestone in FY 2014 and does not anticipate completing it in FY 2015. As a result, NASA rated SFS-14-5 red. The 

SCaN program is working to replan the project. The timeframe for completing the SGSS replan, which will include Agency approval of a delta KDP-C, is 

summer 2015. The replan will include a revised schedule. 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

By FY 2018, replace aging Deep Space Network (DSN) 70-meter antenna at Canberra Deep Space 

Communications Complex (CDSCC). 

5.4.3.3 

Green 

5.4.3.3 

Green 

5.4.3.3 

Green 

3.2.5 

Green 

Planned Future Performance 

For FY 2015 and FY 2016: 3.2.5: Replace aging Deep Space Network (DSN) 70-meter antenna at Canberra Deep Space Communications Complex 

(CDSCC). 

Contributing Theme: Space and Flight Support Contributing Program: Space Communications and Navigation 

FY 2014 Performance Results 

NASA’s Space Communications and Navigation (SCaN) Program manages the Deep Space Network, which is an international network of antennas that 

supports interplanetary spacecraft missions, space-based telescopes, and some select Earth-orbiting science missions. The Deep Space Network comprises 

three facilities, the Canberra Deep Space Communications Complex (CDSCC) in Australia; the Goldstone Deep Space Communications Complex in Fort 

Irwin, CA; and the Madrid Deep Space Communications Complex in Spain. The Deep Space Network supports NASA and non-NASA missions that explore 

the furthest points of the solar system, including Kepler, Cassini, the Mars Rovers and Orbiters, the Mars Science Laboratory, Voyager 1 and 2, and the 

Spitzer Space Telescope. 

To meet ongoing demand for deep space communication services, SCaN is replacing its aging Deep Space Station (DSS) 70-meter antennas with a new 

generation of 34-meter antennas. Four 34-meter antennas will be arrayed in order to provide functionally equivalent capabilities to the 70-meter antenna 

at the CDSCC, which is over 40 years old. SCaN is on schedule to complete two new 34-meter antennas, which will be arrayed with the existing two 34­

meter antennas to provide redundancy and eliminate the critical dependence on the old 70-meter antenna. 

In September 2014, NASA completed installation of the DSS-35, which is a 34-meter beam waveguide antenna. It has the same basic performance 

parameters of the previous 34-meter High-Efficiency antenna, but the beam waveguide antenna design relocates sensitive electronics from the center of 

the main reflector to the pedestal equipment room, offering easier access for maintenance and modifications. The DSS-35 is now fully operational. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Complete the radio frequency equipment installation at Canberra Deep Space 

Communications Complex (CDSCC) to support operations. 

No API this 

fiscal year 

No API this 

fiscal year 

SFS 11 7 

Green 

SFS 12 7 

Green 

SFS 13 6 

Green 

SFS 14 6 

Green 

Planned Future Performance 

For FY 2015: SFS-15-7: Complete the antenna structure at Canberra Deep Space Communications Complex (CDSCC) for Deep Space Station-36 (DSS-36). 

For FY 2016: SFS-16-7: Initiate installation of electronics at Canberra Deep Space Communications Complex (CDSCC) for Deep Space Station (DSS-36). 

Contributing Theme: Space and Flight Support Contributing Program: Space Communications and Navigation 

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- -

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Prioritize and complete launch and range complex modernization studies and projects to sustain 

government and commercial capabilities at the Kennedy Space Center (KSC) and Cape Canaveral Air Force 

Station (CCAFS). 

5.4.2.1 

Green 

5.4.2.1 

Green 

5.4.2.1 

Green 

3.2.6 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Space and Flight Support Contributing Program: 21st Century Space Launch Complex 

FY 2014 Performance Results 

NASA created the 21st Century Space Launch Complex (21CSLC) program in FY 2011 to modernize Kennedy Space Center and Cape Canaveral Air Force 

Station. The goal of the enhanced complex is to facilitate multiple launches of different vehicle types from different companies carrying both humans and 

cargo to space in a cost-effective and timely manner. Other important projects include enhancements to the range, payload processing capabilities, and 

environmental clean-up activities. 

In FY 2014, 21CSLC completed an environmental mitigation of the Shuttle Landing Facility and made an arrangement with Space Florida for its 

management. NASA’s commercial partners for the Shuttle Landing Facility, including Morpheus and StarFighter, LLC, actively used the site, and 

Stratolaunch Systems was in the process of evaluating the site. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Complete environmental mitigation projects to support horizontal take-off, horizontal 

landing commercial partner at the Shuttle Landing Facility (SLF); complete development of the 

Deployable Launch System and Universal Propellant Servicing System to enable a small-class 

vehicle launch capability at Kennedy Space Center; and begin range telemetry systems upgrades. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

SFS 14 7 

Green 

Planned Future Performance 

For FY 2015: SFS-15-8: Complete extension of utilities to support the first horizontal take-off, horizontal landing commercial partner at the Shuttle Landing Facility (SLF), and complete 

upgrades to the range telemetry systems. 

For FY 2016: SFS-16-8: Complete activities and close out the 21st Century Space Launch Complex Program. 

Contributing Theme: Space and Flight Support Contributing Program: 21st Century Space Launch Complex 

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- -

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

3.2.7 

Green 

Planned Future Performance 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

Ensure the strategic availability and maintenance of facilities that are necessary to meet the long-term 

needs and requirements of the Agency. 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Agency Management and Operations Contributing Program: Strategic Capabilities Assets Program 

FY 2014 Performance Results 

The NASA Strategic Capabilities Assets Program (SCAP) ensures that essential Agency test facilities are maintained in a state of readiness. SCAP maintains 

the skilled workforce and performs essential preventive maintenance to ensure that NASA’s key capabilities and critical assets will continue to be available 

in the future to support the missions that require them; to ensure that capabilities include the right mix of the facilities, equipment, core competencies, 

and skilled staff; and to identify and prioritize NASA’s essential assets, and implement strategic investment decisions to sustain, enhance, replace, modify, 

or dispose of them based on NASA and national needs. Core capabilities supported within SCAP include thermal vacuum chambers, simulators, and the 

Arc Jet Facility. 

For the period ending in FY 2014, SCAP achieved an overall availability of approximately 98 percent for its portfolio of assets. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Achieve a minimum of 80 percent overall availability of Strategic Capabilities Assets 

Program (SCAP) portfolio of assets which are necessary to meet the long-term needs and 

requirements of the Agency. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

SC 14 1 

Green 

Planned Future Performance 

For FY 2015: SC-15-1: Achieve a minimum of 80 percent overall availability of Strategic Capabilities Assets Program (SCAP) portfolio of assets which are necessary to meet the long-term 

needs and requirements of the Agency. 

For FY 2016: SC-16-1: Achieve a minimum of 80 percent overall availability of Strategic Capabilities Assets Program (SCAP) portfolio of assets which are necessary to meet the long-term 

needs and requirements of the Agency. 

Contributing Theme: Agency Management and Operations Contributing Program: Strategic Capabilities Assets Program 

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Strategic Objective 3.3 

Provide secure, effective, and affordable information technologies and 

services that enable NASA’s Mission. 

Lead Office 

Office of the Chief Information Officer (OCIO) 

Goal Leader 

Larry Sweet, CIO 

Contributing Programs 

Agency IT Services 

Budget for Strategic Objective 3.3 

Actual Enacted Requested Notional 

Budget Authority (in $ millions) FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 

Total Budget $162 -­ ­ $179 $182 $184 $187 $190 

Note: For explanation of budget table, please see the “How to Read the Strategic Review Information” section in the introduction to Part 3. 

Vision for Success in 10 Years 

Information technology and process support the shift from legacy work patterns to a seamless collaborative and mobile work environment that 

safeguards NASA’s information assets. Information technology (IT) resources are transparently aligned and prioritized via stakeholder engagement to 

optimize IT enablement of NASA’s mission and vision. Funding and operational efficiencies are identified and executed to enable opportunities to reinvest 

in both the advancement of NASA’s programs and IT capabilities. 

Update of Progress Toward Strategic Objective 

The NASA 2014 Strategic Review found that: 

 Appropriate strategies have been formulated and aligned to drive achievement of this strategic objective. 

 The release of the 2014 NASA Information Resources Management (IRM) Strategic Plan and other documentation provide a refreshed IT 

foundation and direction for the next several years. 

 Agency IT Services continue to meet and typically exceed key service level agreement performance measures while implementing cost-saving IT 

solutions. Most major planned activities are being implemented as expected. 

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	 Milestones for three activities (Data Center Consolidation, Personal Identity Verification (PIV) Strong Authentication, and Trusted Internet 

Connection (TIC) 2.0), each a mandated cross-agency priority (CAP) goal, are at risk for on-schedule completion of FY 2014 goals. However, OCIO

anticipates full completion of these CAP goals by FY 2015. 

	 Opportunities identified include the following: 

o	 Implementation of new and strengthened capabilities.

o	 Implementation of Network Transformation. 

o	 Maturing “enterprise-first” approach and expanded IT governance/ 

FY 2014 achievements included the following: 

 NASA migrated over 150 Web applications to the Cloud. 

 Several enhancements were made to NASA cybersecurity. 

 Highlighted achievements during FY 2014 are detailed in the NASA FY 2014 Agency Financial Report. 

Next Steps 

Additional details on the strategies for this strategic objective can be found in the NASA 2014 Strategic Plan. In addition, the 2014 NASA Information 

Resource Management (IRM) Strategic Plan provides the IT foundation and direction for the next several years. 

Next Steps in FY 2015 

•		 Plan and implement security technology upgrades for the Security Operations Center (SOC). 

•		 Maintain data center consolidation efforts. 

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FY 2014 Performance Measures 

Strategic Objective 3.3: Provide secure, effective, and affordable information technologies and services that enable NASA’s Mission. 

Performance Goal 3.3.1: Enhance NASA’s 

information security posture through 

implementation of automated security and 

privacy tools and technologies. 

Performance Goal 3.3.2: Identify viable 

alternatives to support Federal and Agency 

mobility goals, supporting Work from Anywhere 

(WFA). 

Performance Goal 3.3.3: Consolidate and 

centralize the management of information 

technology (IT) enterprise services for end user 

services, communications, and enterprise 

applications. 

Performance Goal 3.3.4: By 2015, reduce the 

number of data centers to 22. 

Annual Performance Indicators 

 AMO-14-17: Identify new tools and 

technologies needed to support automated 

security and privacy systems. 

 AMO-14-19: Achieve 95 percent 

implementation of continuous monitoring 

cybersecurity capabilities. 

 AMO-14-23: Achieve 50 percent 

implementation of strong authentication 

cybersecurity capabilities. 

 AMO-14-24: Achieve 99 percent 

implementation of Trusted Internet Connection 

consolidation cybersecurity capabilities. 

 AMO-14-25: Achieve 100 percent 

implementation of Trusted Internet Connection 

2.0 cybersecurity capabilities. 

 AMO-14-18: Implement a Mobile Device 

Management (MDM) capability to support 

access to NASA email and calendaring services 

from government and personally owned mobile 

devices. 

 AMO-14-29: Transition 150 Web applications to 

the cloud. 

 AMO-14-7: Maintain the FY 2014 schedule of 

five data center consolidations contained in 

NASA Federal Data Center Consolidation Plan. 

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Performance Goal Ratings for Strategic Objective 3.3, FY 2011 through FY 2014 

100% 

1 2 

2 2 

1 2 

2011 2012 

3.3 

2013 2014 

80% 

60% 

40% 

20% 

0% 

Annual Performance Indicator Ratings for Strategic Objective 3.3, FY 2009 

through FY 2014 

100% 

80% 

60% 

40% 

20% 

0% 

3 

1 

1 2 2 

1 

5 

2009 2010 2011 

3.3 

2012 2013 2014 

Past fiscal years do not include performance measures that do not trend to the current fiscal year annual performance indicators. 

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Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Enhance NASA’s information security posture through implementation of automated security and privacy 

tools and technologies. 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

3.3.1 

Yellow 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency IT Services 

FY 2014 Performance Results 

NASA’s Office of the Chief Information Officer (OCIO) made progress toward achieving this information security performance goal, with two mitigated 

exceptions that caused NASA to rate this performance goal yellow. Below are OCIO’s achievements for FY 2014 and performance improvement plans for 

FY 2015.
 

Automated Security and Privacy Systems 

OCIO completed a study to identify the IT security tools currently in use across NASA that are managed and funded at the enterprise level. Further analysis 

is being performed to validate the IT security areas and identify additional tool candidates for enterprise deployment to support automated security 

monitoring, detection, and remediation. Additionally, the Mission Support Council—an Agency-level governance council that focuses on mission-enabling 

decisions—has approved funding to upgrade and enhance the enterprise IT security tools used across NASA. 

Continuous Monitoring Capabilities 

NASA’s continuous monitoring cybersecurity capabilities were at 93 percent at the end of FY 2014, slightly below the target of 95 percent, and OCIO 

anticipates full completion of the target implementation in early FY 2015. Continuous monitoring is a cybersecurity approach that monitors ongoing
 

network performance and configuration and compares it to specific standards, business logic, and known vulnerabilities. The continuous monitoring
 

generates data and alerts that allow NASA to identify, report on, and quickly resolve problems. NASA will continue to work to reach full operational 

capability over the next two years. The enterprise effort is supported by NASA’s implementation of the Department of Homeland Security’s (DHS’) 

Continuous Diagnostics and Mitigation capabilities as these capabilities are rolled out in FY 2015. OCIO has developed and registered an Agency
 

Information Security Continuous Monitoring strategy with DHS to describe the Agency’s approach to achieve the required continuous monitoring
 

capability.
 

Strong Authentication 

In support of the cross-agency priority (CAP) goal for Cybersecurity, NASA achieved 78 percent compliance for strong authentication using personal 

identity verification (PIV) authentication for Windows systems. PIV authentication, provided through smartcards, provides multifactor authentication that 

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- -

 

is more secure than passwords alone. NASA identified a solution to PIV-enable Mac and Linux machines and is formulating the related PIV authentication 

rollout strategy and funding model. 

Trusted Internet Connection Capabilities 

In support of the CAP goal for Cybersecurity, NASA’s Trusted Internet Connection (TIC), which is led by DHS, is operating at the 99 percent target level. The 

TIC initiative is optimizing and standardizing external network connections, including connections to the Internet, used by the Federal Government. The 

goal is to reduce and consolidate external Internet connections and provide centralized gateway monitoring at TIC Access Providers, improving 

cybersecurity and incident response. 

TIC 2.0 Capabilities 

NASA’s TIC 2.0 capabilities remained at 89 percent in FY 2014. As part of this effort, OCIO completed implementation of Internet Protocol version 6 (IPv6), 

a communication protocol used to direct most of the traffic on the Internet. OCIO anticipates completing the full target for the TIC 2.0 CAP goal during 

FY 2015. 

Performance Improvement Plan 

OCIO will meet the target for Continuous Monitoring Capabilities by the end of the second quarter of FY 2015, and it will complete the target for TIC 2.0 

capabilities in FY 2015. OCIO anticipates addressing all currently known risks to this performance goal. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Identify new tools and technologies needed to support automated security and 

privacy systems. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

AMO 14 

17 

Green 

Planned Future Performance 

For FY 2015: AMO-15-16: Plan and implement security technology upgrades for the Security Operations Center (SOC). 

For FY 2016: AMO-16-17: Plan and implement Continuous Diagnostics & Mitigation (CDM) tools and technologies into the NASA environment. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency IT Services 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Achieve 95 percent implementation of continuous monitoring cybersecurity 

capabilities. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

AMO-14­

19 

Yellow 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: No API this fiscal year 

Contributing Theme: Agency Management and Operations Contributing Program: Agency IT Services 

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- -

- -

 

 

Explanation of Rating 

NASA’s continuous monitoring capabilities were at 93 percent at the end of FY 2014. As a result, NASA rated AMO-14-19 yellow. OCIO will meet the 95 

percent target for Continuous Monitoring Capabilities by the end of the second quarter of FY 2015. NASA will continue to work to reach full operational 

capability over the next two years. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Achieve 50 percent implementation of strong authentication cybersecurity 

capabilities. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

AMO 14 

23 

Green 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: No API this fiscal year 

Contributing Theme: Agency Management and Operations Contributing Program: Agency IT Services 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Achieve 99 percent implementation of Trusted Internet Connection consolidation 

cybersecurity capabilities. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

AMO 14 

24 

Green 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: No API this fiscal year 

Contributing Theme: Agency Management and Operations Contributing Program: Agency IT Services 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Achieve 100 percent implementation of Trusted Internet Connection 2.0 

cybersecurity capabilities. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

AMO-14­

25 

Yellow 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: No API this fiscal year 

Contributing Theme: Agency Management and Operations Contributing Program: Agency IT Services 

Explanation of Rating 

OCIO completed implementation of IPv6. At the end of FY 2014, TIC 2.0 capabilities were at 89 percent, resulting in a yellow rating for AMO-14-25. In early 

FY 2015, OCIO received additional resources to continue implementing the TIC 2.0 capabilities and ensure critical business and mission systems receive 

priority for use of IPv6-capable TICs. TIC 2.0 capabilities improved to 91 percent as OCIO increased resources to complete a Security Operations Center 

Sensitive Compartmented Information Facility and other requirements. OCIO will address enterprise firewall and enterprise virtual private network, or 

VPN, capabilities. OCFO anticipates completing the full target for the TIC 2.0 cross-agency priority goal during FY 2015. 

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- -

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Does not trend to FY 2014. No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year None 

Planned Future Performance 

For FY 2015: AMO-15-25: Increase the security of NASA’s information operations by implementing the FY 2015 target cross-agency priority cybersecurity capabilities, including 

Information Security Continuous Monitoring (ISCM), Identity, Credential, and Access Management (ICAM), and Anti-Phishing & malware defense. 

For FY 2016: AMO-16-25: Increase the security of NASA’s information operations by implementing the FY 2016 target cross-agency priority cybersecurity capabilities, including 

Information Security Continuous Monitoring (ISCM), Identity, Credential, and Access Management (ICAM), and Anti-Phishing & malware defense. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency IT Services 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Identify viable alternatives to support Federal and Agency mobility goals, supporting Work from Anywhere 

(WFA). 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

3.3.2 

Green 

Planned Future Performance 

This performance goal continues through FY 2015. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency IT Services 

FY 2014 Performance Results 

The NASA Office of the Chief Information Officer (OCIO) is on track to achieve this performance goal to support NASA’s Work from Anywhere initiative. 

During FY 2014, OCIO deployed Microsoft ActiveSync to enable managed mobile device access to NASA email and calendaring services. Looking ahead, 

OCIO also performed sandbox testing of top vendors for NASA’s long-term mobile device management solution. Based on sandbox testing results, OCIO 

selected a solution and is working to implement the solution as a production service. As no vendor’s solution completely meets Federal Identity, 

Credential, and Access Management (ICAM) requirements, NASA spent the fourth quarter of FY 2014 working with the Mobile Device Management 

solution vendor, NASA’s Center for Internal Mobile Applications, and the internal ICAM team on an approach to meet ICAM requirements. On September 

30, 2014, the long-term Mobile Device Management project passed the Test Readiness Review stage and NASA initiated a Mobile Device Management 

pilot deployment. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Implement a Mobile Device Management (MDM) capability to support access to 

NASA email and calendaring services from government and personally owned mobile devices. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

AMO 14 

18 

Green 

Planned Future Performance 

For FY 2015: AMO-15-17: Publish the target architecture for Work from Anywhere (WFA) implementation with specific portfolio roadmaps and details. 

For FY 2016: No API this fiscal year 

Contributing Theme: Agency Management and Operations Contributing Program: Agency IT Services 

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- - - -

 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Consolidate and centralize the management of information technology (IT) enterprise services for end user 

services, communications, and enterprise applications. 

5.2.2.1 

Green 

5.2.2.1 

Green 

5.2.2.1 

White 

3.3.3 

Green 

Planned Future Performance 

This performance goal does not continue past FY 2014. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency IT Services 

FY 2014 Performance Results 

The information technology (IT) enterprise services for end user services, communications, and enterprise applications have been consolidated and are in 

operational status. The transition of Web applications by the Web Services Program to a centralized cloud platform is effectively reducing operations and 

maintenance costs while improving upon the IT security of the legacy application platforms. 

The NASA Office of the Chief Information Officer (OCIO) migrated 158 Web applications into the production cloud environment managed by the Web 

Enterprise Service Technologies Prime (WESTPrime) contract. Following these migrations, OCIO’s focus shifted to the consolidation and decommissioning 

of applications and Web sites, decommissioning 45 applications that no longer were relevant for their programs or consolidating them into other existing 

Web sites and applications. These efforts led to a $3 million decrease in operations and maintenance costs as compared to FY 2013. Furthermore, the 

migration of NASA Headquarters’ applications to the centralized environment reduced the Headquarters’ data center footprint by 60 percent. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Transition 150 Web applications to the cloud. No API this 

fiscal year 

10IT02 

Green 

AMO-11­

12 

Yellow 

AMO 12 

12 

Green 

AMO-13-7 

White 

AMO 14 

29 

Green 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: No API this fiscal year 

Contributing Theme: Agency Management and Operations Contributing Program: Agency IT Services 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

By 2015, reduce the number of data centers to 22. 5.2.2.4 

Green 

5.2.2.4 

Yellow 

5.2.2.4 

White 

3.3.4 

Yellow 

Planned Future Performance 

This performance goal continues through FY 2015. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency IT Services 

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FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
 

 

 

 

 - - - -

 

FY 2014 Performance Results 

NASA continues to make progress toward achieving this performance goal. Since the beginning of the effort to reduce the number of data centers, the 

Office of the Chief Information Officer (OCIO) has closed 26 of the 59 advertised data centers, resulting in 28,892 square feet of white space closed for 

disposal or repurposing. 

During FY 2014, OCIO completed only three of the five originally planned data center closures, resulting in a yellow rating for this performance goal. OCIO 

is mitigating challenges facing data center consolidation efforts resulting from changes to Center construction plans or facility modifications. 

Performance Improvement Plan 

OCIO will close a data center at N!S!’s Langley Research Center in FY 2016. This will allow the data center to be consolidated into Langley’s new 

Computation Research Facility, eliminating the need to move the capability twice. After a cost-benefit analysis, OCIO also postponed a data center 

consolidation at Kennedy Space Center until the opening of the new Kennedy Data Center in FY 2015. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Maintain the FY 2014 schedule of five data center consolidations contained in NASA 

Federal Data Center Consolidation Plan. 

No API this 

fiscal year 

No API this 

fiscal year 

AMO 11 

15 

Green 

AMO 12 

15 

Green 

AMO-13-8 

White 

AMO-14-7 

Yellow 

Planned Future Performance 

For FY 2015: AMO-15-18: Maintain the FY 2015 schedule of ten data center consolidations contained in NASA Federal Data Center Consolidation Plan. 

For FY 2016: No API this fiscal year 

Contributing Theme: Agency Management and Operations Contributing Program: Agency IT Services 

Explanation of Rating 

During FY 2014, OIO completed three of the five originally planned data center closures. the Mission Operations Directorate’s Office Automation Data 

Center at Johnson Space Center, the Flight Simulation Facility at Langley Research Center (LaRC), and the Advanced Computing Concepts Laboratory at 

Glenn Research Center. OCIO postponed closure of two data centers; as a result, NASA rated AMO-14-7 yellow. 

The data center closures that shifted beyond FY 2014 included the Computational Fluid Dynamic Data Center at LaRC and the Space Station Processing 

Facility Data Center at the Kennedy Space Center (KSC). OCIO will close the LaRC data center in FY 2016 to allow its consolidation into a new Computation 

Research Facility, eliminating the need to move the capability twice. Based on a cost-benefit analysis, OCIO has postponed the KSC consolidation until the 

opening of the new Kennedy Data Center in FY 2015. 

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Performance Goal FY 2011 FY 2012 FY 2013 FY 2014

Planned Future Performance

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

Does not trend to FY 2014. None 

For FY 2015 and FY 2016: 3.3.5: By 2017, operate as a single NASA enterprise network and effectively utilize the bandwidth of the Communications 

Services Office (CSO) backbone for both corporate and mission data, enabling more efficient use of available capacity while improving performance with 

no degradation to mission services. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency IT Services 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Does not trend to FY 2014. No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year None 

Planned Future Performance 

For FY 2015: AMO-15-26: Complete the Mission Next Generation Architecture (MNGA). 

For FY 2016: AMO-16-26: Complete the Consolidated Network Operations System (CNOS) Project. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency IT Services 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Does not trend to FY 2014. 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

None 

Planned Future Performance 

For FY 2015 and FY 2016: 3.3.6: Enhance NASA’s data management through open data actions, research and development data access, and new data 

modeling and technologies. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency IT Services 

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Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Does not trend to FY 2014. No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year None 

Planned Future Performance 

For FY 2015: AMO-15-27: Provide access to high-quality data that is available and accessible to spur innovation. 

For FY 2016: AMO-16-27: Provide information architecture to manage NASA’s data more efficiently. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency IT Services 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Does not trend to FY 2014. No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year None 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: AMO-16-28: Provide hosting and data infrastructure for R&D data and publications. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency IT Services 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Does not trend to FY 2014. 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

None 

Planned Future Performance 

For FY 2015 and FY 2016: 3.3.7: Increase the adoption of technologies and services such as cloud computing throughout NASA’s infrastructure and 

mission, leveraging savings from solutions such as reduced capital expenditures from not owning hardware, benefits from new technology capabilities, 

and increased computing flexibility available with "pay as you go" services. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency IT Services 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Does not trend to FY 2014. No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year None 

Planned Future Performance 

For FY 2015: AMO-15-29: Onboard two significant communities into the cloud in FY 2015. 

For FY 2016: AMO-16-29: Onboard two significant communities into the cloud in FY 2016. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency IT Services 

217 

Strategic Goal 3—Strategic Objective 3.3 Part 3—Performance Reporting and Planning 

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Does not trend to FY 2014. No API this

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year None 

Planned Future Performance 

For FY 2015: No API this fiscal year 

For FY 2016: AMO-16-30: Implement at least one new technology solution that improves efficiency and the effectiveness of end user service delivery to NASA’s workforce. 

Contributing Theme: Agency Management and Operations Contributing Program: Agency IT Services

218 

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Strategic Objective 3.4 

Ensure effective management of NASA programs and operations to 

complete the mission safely and successfully. 

Lead Office

Office of Safety and Mission Assurance (OSMA); Office of the Chief Engineer 

(OCE); and Office of the Chief Health and Medical Officer (OCHMO). 

Goal Leader

Hal Bell, Deputy Chief, Office of Safety and Mission Assurance

Contributing Programs 

Program elements consist of work managed by OCE, OSMA, and OCHMO. 

Budget for Strategic Objective 3.4 

Actual Enacted Requested Notional 

Budget Authority (in $ millions) FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 

Total Budget $179 -­ ­ $167 $169 $172 $174 $177 

Note: For explanation of budget table, please see the “How to Read the Strategic Review Information” section in the introduction to Part 3. 

Vision for Success in 10 Years 

Safety and Mission Success (SMS) programs will be successful if NASA protects the health and safety of the NASA workforce and improves the likelihood 

that NASA’s programs, projects, and operations are completed safely and successfully. 

Update of Progress Toward Strategic Objective 

The NASA 2014 Strategic Review found that: 

	 SMS contributes to the Agency’s safety and success by establishing applicable safety, engineering and health policy directives and procedural 

requirements and assuring they are appropriately implemented. All NASA policies and procedures are completely reviewed and revised as needed 

on a five-year cycle. 

	 Throughout the next 10 years, discipline experts will continue to analyze the criticality of technical, safety, and health risks and evaluate risk 

acceptability through an established process of independent reviews and assessments. The information and advice from these experts provide

important knowledge used by the technical authorities to develop authoritative decisions related to the application of requirements within 

programs and projects. 

	 Although some evaluations and elements are being delayed, SMS will be able to continue its critical work. 

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FY 2014 achievements included the following: 

 Zero fatalities or permanent disabling injuries to the public resulted from NASA activities.

 NASA maintained a Total Case Rate and Lost Time Case Rate that exceeded the goals of the President’s Protecting Our Workers and Ensuring 

Reemployment initiative. 

 Non-mission failure damage to NASA assets was reduced. 

 100 percent of Category 1 and 2 projects used Agency Safety and Mission Success policy, procedures and independent assessments focused on 

both technical and programmatic mission success; and 100 percent of the engineering and programmatic workforce had access to the standards 

and knowledge base needed to maintain and build their skills. 

 Highlighted achievements during FY 2014 are detailed in the NASA FY 2014 Agency Financial Report. 

Next Steps 

Additional details on the strategies for this strategic objective can be found in the NASA 2014 Strategic Plan. 

Next Steps in FY 2015 

SMS will continue to ensure effective management of NASA programs and operations to complete the Mission safely and successfully. Discipline experts 

will continue to analyze the criticality of technical, safety, and health risks and evaluate risk acceptability through an established process of independent 

reviews and assessments. 

FY 2014 Performance Measures 

Strategic Objective 3.4: Ensure effective management of NASA programs and operations to complete the mission safely and successfully. 

Performance Goal 3.4.1: Assure the safety and health of NASA’s activities and reduce damage to assets 

through the development, implementation, and oversight of Agency-wide safety, reliability, 

maintainability, quality assurance and health and medical policies and procedures. 

Performance Goal 3.4.2: Implement the policies, procedures and oversight to continuously improve 

the probability of technical and programmatic mission success. 

Annual Performance Indicators 

 AMO-14-4: Assure zero fatalities or permanent disabling injuries to the public resulting from NASA 

activities during FY 2014. 

 AMO-14-5: Maintain a Total Case Rate and Lost Time Case Rate that meets or exceeds the goals of 

the President’s Protecting Our Workers and Ensuring Reemployment (POWER) initiative. 

 AMO-14-6: Reduce damage to NASA assets (excluding launched flight hardware) by two percent 

during FY 2014, based on a five-year running average (that also excludes launched flight hardware). 

 AMO-14-15: Ensure 100 percent of Category 1 and 2 projects use Agency Safety and Mission Success 

policy, procedures and independent assessments focused on both technical and programmatic 

mission success. 

 AMO-14-16: Ensure that 100 percent of the engineering and programmatic workforce has access to 

the standards and knowledge base needed to maintain and build their skills. 

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Strategic Goal 3—Strategic Objective 3.4 Part 3—Performance Reporting and Planning

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
Performance Goal Ratings for Strategic Objective 3.4, FY 2011 through FY 2014 

100% 

1 1 1 2 

2011 2012 

3.4 

2013 2014 

80% 

60% 

40% 

20% 

0% 

Annual Performance Indicator Ratings for Strategic Objective 3.4, FY 2009 

through FY 2014 

100% 

80% 

60% 

40% 

20% 

0% 

2 

1 3 3 

1 

2009 2010 2011 

3.4 

2012 2013 2014 

5 

Past fiscal years do not include performance measures that do not trend to the current fiscal year annual performance indicators. 

221 

Strategic Goal 3—Strategic Objective 3.4 Part 3—Performance Reporting and Planning

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan
 

 

- - - - - - - -

- - - - - - - -

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Assure the safety and health of NASA’s activities and reduce damage to assets through the development, 

implementation, and oversight of Agency-wide safety, reliability, maintainability, quality assurance and 

health and medical policies and procedures. 

5.2.1.1 

Green 

5.2.1.1 

Green 

5.2.1.1 

Green 

3.4.1 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Agency Management and Operations Contributing Program: Safety and Mission Success 

FY 2014 Performance Results 

NASA assured the safety and health of its activities and reduced the damage to its assets in FY 2014. This was demonstrated by the following: no fatalities 

or permanent disabling injuries to the public from NASA activities; NASA’s Total Case Rate and Lost Time Case Rate were under the injury/illness goals 

established in the President’s Protecting Our Workers and Ensuring Reemployment (POWER) initiative; and the non-mission failure damage costs in FY 

2014 were significantly below the five-year running average. 

More information is available on NASA’s Office of Safety and Mission Assurance Web site. 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Assure zero fatalities or permanent disabling injuries to the public resulting from 

NASA activities during FY 2014. 

No API this 

fiscal year 

10SMS01 

Green 

AMO 11 9 

Green 

AMO 12 9 

Green 

AMO 13 4 

Green 

AMO 14 4 

Green 

Planned Future Performance 

For FY 2015: AMO-15-19: Assure zero fatalities or permanent disabling injuries to the public resulting from NASA activities during FY 2015. 

For FY 2016: AMO-16-19: Assure zero fatalities or permanent disabling injuries to the public resulting from NASA activities during FY 2016. 

Contributing Theme: Agency Management and Operations Contributing Program: Safety and Mission Success 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Maintain a Total Case Rate and Lost Time Case Rate that meets or exceeds the goals 

of the President’s Protecting Our Workers and Ensuring Reemployment (POWER) initiative. 

No API this 

fiscal year 

No API this 

fiscal year 

AMO 11 

10 

Red 

AMO 12 

10 

Green 

AMO 13 5 

Green 

AMO 14 5 

Green 

Planned Future Performance 

For FY 2015: AMO-15-20: Maintain a Total Case Rate and Lost Time Case Rate that meets or exceeds the goals of the President’s Protecting Our Workers and Ensuring Reemployment 

(POWER) initiative. 

For FY 2016: AMO-16-20: Maintain a Total Case Rate and Lost Time Case Rate that meets or exceeds the goals of the President’s Protecting Our Workers and Ensuring Reemployment 

(POWER) initiative. 

Contributing Theme: Agency Management and Operations Contributing Program: Safety and Mission Success 

222 

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FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
 

 

 

 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Reduce damage to NASA assets (excluding launched flight hardware) by two percent

during FY 2014, based on a five-year running average (that also excludes launched flight 

hardware). 

No API this 

fiscal year 

No API this

fiscal year 

AMO -11 -

11 

Red 

AMO -12 -

11 

Green 

AMO -13 -6 

Green 

AMO -14 -6 

Green 

Planned Future Performance 

For FY 2015: AMO-15-21: Reduce damage to NASA assets (excluding launched flight hardware) by two percent during FY 2015, based on a five-year running average (that also excludes 

launched flight hardware). 

For FY 2016: AMO-16-21: Reduce damage to NASA assets (excluding launched flight hardware) in FY 2016 to a level less than the historical annual average. 

Contributing Theme: Agency Management and Operations Contributing Program: Safety and Mission Success 

Performance Goal FY 2011 FY 2012 FY 2013 FY 2014 

Implement the policies, procedures and oversight to continuously improve the probability of technical and 

programmatic mission success. 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

No PG 

this 

fiscal 

year 

3.4.2 

Green 

Planned Future Performance 

This performance goal continues through FY 2015 and FY 2016. 

Contributing Theme: Agency Management and Operations Contributing Program: Safety and Mission Success 

FY 2014 Performance Results 

NASA is implementing the policies, procedures, and oversight necessary to continuously improve the probability of technical and programmatic mission 

success. Projects are assigned to Category 1, 2, or 3 based on the estimated lifecycle costs and priority level. During FY 2014, 100 percent of Category 1 

and 2 projects complied with Safety and Mission Success policies and procedures. Specifically, all Category 1 and 2 projects that conducted lifecycle 

reviews also were subject to independent assessments; all Category 1 and 2 projects either were executing to an approved plan, or were in an approved 

rebaseline planning cycle; and the NASA Engineering and Safety Center had the capability and capacity to accept all requested assessments of Category 1 

and 2 projects. In addition, the entire engineering and programmatic workforce had access to the standards and knowledge base necessary to achieve or 

maintain their project manager certification requirements. 

Find out more about NASA’s Office of the Chief Engineer, Office of the Chief Health and Medical Officer, and Office of Safety and Mission Assurance. 

223 

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FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
 

- -

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Ensure 100 percent of Category 1 and 2 projects use Agency Safety and Mission 

Success policy, procedures and independent assessments focused on both technical and 

programmatic mission success. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

AMO -14 -

15 

Green 

Planned Future Performance 

For FY 2015: AMO-15-22: Ensure 100 percent of Category 1 and 2 projects use Agency Safety and Mission Success policy, procedures and independent assessments focused on both 

technical and programmatic mission success. 

For FY 2016: AMO-16-22: Ensure 100 percent of Category 1 and 2 projects use Agency Safety and Mission Success policy, procedures and independent assessments focused on both 

technical and programmatic mission success. 

Contributing Theme: Agency Management and Operations Contributing Program: Safety and Mission Success 

Annual Performance Indicator FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 

For FY 2014: Ensure that 100 percent of the engineering and programmatic workforce has access 

to the standards and knowledge base needed to maintain and build their skills. 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

No API this 

fiscal year 

AMO 14 

16 

Green 

Planned Future Performance 

For FY 2015: AMO-15-23: Ensure that 100 percent of the engineering and programmatic workforce has access to the standards and knowledge base needed to maintain and build their 

skills. 

For FY 2016: AMO-16-23: Ensure that 100 percent of the engineering and programmatic workforce has access to the standards and knowledge base needed to maintain and build their 

skills. 

Contributing Theme: Agency Management and Operations Contributing Program: Safety and Mission Success 

224 

Strategic Goal 3—Strategic Objective 3.4 Part 3—Performance Reporting and Planning 

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan

 

 

 

 

Changes to the FY 2015 Performance Plan 

Each fiscal year, NASA’s budget request to Congress contains an Annual Performance Plan (APP) that aligns with the funds requested. Changes to an APP 

are generally reflected in the next year’s budget request, if the changes are known before the request is sent to Congress. If a change occurs after the 

request is sent to Congress, then it is reflected in the Annual Performance Report. NASA updates measures in the APP when the final appropriation differs 

from the amount requested or if Congressional or Executive direction places a different emphasis on programs relative to what was initially requested. 

Additionally, the dynamic nature of research and development can lead to shifting priorities. This may result in NASA no longer pursuing activities 

originally identified in the APP or placing greater emphasis on other activities. 

NASA’s policy has been to allow one of the following actions if programs are impacted by Congressional budget action through an appropriations or 

authorization law or if Executive direction places a different emphasis on programs: 

 Eliminate the performance measure (do not rate the performance measure); 

 Change the targeted performance (rate at the new target); or 

 Move the measure to the next year’s APP (do not rate until the following year). 

If priorities have shifted due to the dynamic nature of research and development, and the activity is no longer pursued, NASA generally retains the 

measure and does not reduce the target, but rather reflects this via a white rating. If emphasis is shifted onto a program for which there was no measure, 

NASA may choose to add a measure and rate it, to reflect the priority of that activity. Details on NASA’s approach to rating measures and setting criteria 

are in Part 1 of this document. 

FY 2015 Performance Plan Update 

NASA submitted the FY 2015 Performance Plan with its FY 2015 Congressional Justification in March 2014. Since then, NASA reviewed and updated the 

FY 2015 measures in light of the contents of the FY 2016 Congressional Justification, in consultation with the Office of Management and Budget. 

Additionally, NASA has revised the plan to address typographical errors and other minor inaccuracies. 

226

Changes to the FY 2015 Performance Plan Part 4—Supporting Information

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
This list shows all measures that have been updated or added: 

1.1.1: ESD-15-2 - Complete Orion Key Decision Point-C.
 

1.1.2 - Complete the Systems Requirements Review by FY 2015 for the In-Situ Resource Utilization Demonstration Experiment on Mars 2020.
 
 

1.1.2: ERD-15-2 - Down-select asteroid capture system for the Asteroid Redirect Mission (ARM).
 
 

1.1.5: ERD-15-4 - Integrate sensors and feedback controls with the air-revitalization subsystem to increase system performance.
 

1.2.3: ERD-15-5 - Begin ISS one-year mission joint U.S.–Russian research plan and initiate on-orbit research implementation.
 
 

1.2.5: ISS-15-4 - Carry out the first NASA Research Announcement-selected rodent research in the Rodent Research-2 project.
 
 

1.2.5: ISS-15-6 - Through the Center for the Advancement of Science in Space (CASIS) cooperative agreement, release two Requests for Proposal, complete proposal
 

evaluation, and select research projects for International Space Station execution in FY 2015.
 

1.2.6 - Provide cargo transportation to support on-orbit crew members and utilization.
 
 

1.2.6: ISS-15-8 - Complete at least three flights by U.S.-developed cargo delivery systems, delivering research and logistics hardware to ISS.
 

1.4.4: HE-15-7 - Complete the Ionospheric Connection Explorer (ICON) Critical Design Review (CDR).
 

1.5.1 - Demonstrate progress in advancing the understanding of how the chemical and physical processes in the solar system operate, interact, and evolve.
 
 

1.5.1: PS-15-1 - Demonstrate planned progress in advancing the understanding of how the chemical and physical processes in the solar system operate, interact, and
 
 

evolve.
 

1.5.6: PS-15-6 - Complete the Origins Spectral Interpretation Resource Identification Security - Regolith Explorer (OSIRIS-REx) Systems Integration Review (SIR).
 
 

1.6.1: JWST-15-1 - Deliver the James Webb Space Telescope (Webb) flight backplane to Goddard Space Flight Center.
 
 

1.6.3: AS-15-3 - Complete commissioning flights for the Stratospheric Observatory for Infrared Astronomy (SOFIA) Echelon-Cross-Echelle Spectrograph (EXES) science
 
 

instrument.
 
 

1.7.1: ST-15-1 - Research, study, or develop concepts for technologies, as documented in 175 technology reports or plans.
 
 

1.7.2: ST-15-3 - Complete at least eight feasibility studies, ground demonstrations, or laboratory experiments proving the technical feasibility of new space technologies.
 
 

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Changes to the FY 2015 Performance Plan Part 4—Supporting Information

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan
1.7.3: ST-15-4 - Complete four Key Decision Points for small spacecraft projects to demonstrate game changing or crosscutting technologies in space.
 

1.7.3: ST-15-5 - Complete four Key Decision Points for Technology Demonstration Mission (TDM) technology development projects.
 

2.1.2: AR-15-2 -: Develop full-vehicle analysis and optimization tools for multi-point low-boom supersonic aircraft design.
 
 

2.1.6 - 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 future routine access of Unmanned Aircraft Systems (UAS) in the National Airspace System, through the
 
 

development and maturation of technologies and validation of data.
 
 

2.1.6: AR-15-7 - Deliver data, analysis, and recommendations based on integrated simulations and flight tests to the RTCA Special Committee on Minimum Operational 

Performance Standards (MOPS) for Unmanned Aircraft Systems to support preliminary MOPS development.
 
 

2.2.3 - Demonstrate progress in detecting and predicting changes in Earth’s ecosystems and biogeochemical cycles, including land cover, biodiversity, and the global 

carbon cycle.
 
 

2.2.3: ES-15-3 - Demonstrate planned progress in detecting and predicting changes in Earth’s ecosystems and biogeochemical cycles, including land cover, biodiversity,
 

and the global carbon cycle.
 
 

2.2.7: ES-15-10 - Maintain a high level of customer satisfaction, as measured by exceeding the most recently available Federal government average rating of the American
 
 

Customer Satisfaction Index.
 
 

2.4.1: ED-15-1 - Provide significant, direct student awards in higher education to (1) students across all institutional categories and levels (as defined by the U.S. 

Department of Education); (2) racially or ethnically underrepresented students, (3) women, and (4) persons with disabilities at percentages that meet or exceed the
 
 

national percentages for these populations, as determined by the most recent, publicly available data from the U.S. Department of Education’s National Center for 

Education Statistics for a minimum of two of the four categories.
 
 

2.4.2: ED-15-2 - Engage with at least 80,000 educators in NASA-supported professional development, research, and internships that use NASA-unique STEM content.
 
 

2.4.5: ED-15-5 - Engage with at least 600,000 elementary and secondary students in NASA STEM activities.
 
 

3.1.1 - Define and build diverse workforce skills and competencies needed for the Agency’s mission.
 
 

3.1.1: AMO-15-1 - Sustain NASA’s Innovation Score, as measured by the Innovation-related questions of the Employee Viewpoint Survey (EVS), by taking actions such as
 
 

refining and updating human capital policies, programs, and systems to support and encourage innovation to meet NASA’s missions.
 
 

3.1.2 - Advance a workplace environment that affords equal employment opportunities (EEO) to all employees and takes proactive diversity and inclusion (D&I) efforts.
 
 

3.1.5: AMO-15-6 - Revise the NASA export control training program plan to update and strengthen the content to reflect changes in regulations and to respond to audit 

findings.
 
 

228 

Changes to the FY 2015 Performance Plan Part 4—Supporting Information 

FY 2014 Annual Performance Report and FY 2016 Annual Performance Plan 
3.1.6: AMO-15-8 - Achieve savings through effective use of both Federal-level and Agency-level strategic sourcing approaches.
 

3.1.7: AMO-15-12 - Ensure that at least 10 percent of electricity consumed is generated from renewable energy sources.
 

3.1.8: AMO-15-13 - Use current and emerging communications technologies, platforms, and methods to reach increasingly broad and diverse audiences.
 
 

3.1.9 - Manage coordination of advisory committees’ (NASA Advisory Council and Aerospace Safety Advisory Panel) recommendations to the NASA Administrator.
 

3.2.3 - Maintain a minimum of 95 percent delivery of the Space Communications network services that support NASA and other customers’ mission success.
 
 

3.2.4 - Replace or upgrade obsolete and unsustainable systems of the Tracking and Data Relay Satellite System (TDRSS) Ground Segment at the White Sands Complex 

(WSC).
 
 

3.2.4: SFS-15-6 - Complete the A4 Space Network Ground Segment Sustainment (SGSS) software increment delivery.
 
 

3.2.5 - Replace aging Deep Space Network (DSN) 70-meter antenna at Canberra Deep Space Communications Complex (CDSCC).
 
 

3.2.5: SFS-15-7 - Complete the antenna structure at Canberra Deep Space Communications Complex (CDSCC) for Deep Space Station-36 (DSS-36).
 
 

3.2.6: SFS-15-8 - Complete extension of utilities to support the first horizontal take-off, horizontal landing commercial partner at the Shuttle Landing Facility (SLF), and
 
 

complete upgrades to the range telemetry systems.
 
 

3.3.1: AMO-15-25 - Increase the security of NASA’s information operations by implementing the FY 2015 target cross-agency priority cybersecurity capabilities, including 

Information Security Continuous Monitoring (ISCM), Identity, Credential, and Access Management (ICAM), and Anti-Phishing & malware defense.
 
 

3.3.2: AMO-15-17 - Publish the target architecture for Work from Anywhere (WFA) implementation with specific portfolio roadmaps and details.
 
 

3.3.5 - By 2017, operate as a single NASA enterprise network and effectively utilize the bandwidth of the Communications Services Office (CSO) backbone for both
 
 

corporate and mission data, enabling more efficient use of available capacity while improving performance with no degradation to mission services.
 
 

3.3.5: AMO-15-26 - Complete the Mission Next Generation Architecture (MNGA).
 
 

3.3.6 - Enhance NASA’s data management through open data actions, research and development data access, and new data modeling and technologies.

3.3.6: AMO-15-27 - Provide access to high-quality data that is available and accessible to spur innovation.
 
 

3.3.7 - Increase the adoption of technologies and services such as cloud computing throughout NASA’s infrastructure and mission, leveraging savings from solutions such
 
 

as reduced capital expenditures from not owning hardware, benefits from new technology capabilities, and increased computing flexibility available with "pay as you go"
 
 

services.
 
 

3.3.7: AMO-15-29 - Onboard two significant communities into the cloud in FY 2015.
 
 

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This list shows all measures that have been removed or moved to the following year: 

1.1.2: ERD-15-1 - Complete the System Requirements Review (SRR) for a robotic precursor mission to prospect for lunar ice. 

2.2.4: ES-15-6 - Complete Soil Moisture Active Passive (SMAP) mission success criteria. 

2.4.3 - Assure that the institutions NASA engages with represent the diversity of institution types and levels in the Nation as defined by the U.S. Department of Education. 

2.4.3: ED-15-3 - Provide funding to institutions of higher education across all institutional categories and types (as defined by the U.S. Department of Education) that 

meet or exceed the national percentages for these institutional types and category levels, as determined by the most recent, publicly available data from the U.S. 

Department of Education. 

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Image Captions and Credits 

Part 2 

Agency Priority Goal: Exploration Systems Development, Page 25 

The image is an artist’s concept of NASA’s Space Launch System (SLS) 70-metric-ton configuration, launching to space with the 

Orion spacecraft. Credit: NASA 

Agency Priority Goal: International Space Station, Page 26

On September 30, 2014, the International Space Station’s (ISS’) Canadarm2 and Dextre, also known as the Special Purpose 

Dextrous Manipulator (SPDM), carries the Rapidscat instrument assembly after removing it from the trunk of the Space 

Exploration Technologies Corporation (SpaceX) Dragon cargo ship (upper right). The Rapidscat was then maneuvered for 

attachment to the nadir adapter, which was affixed to the ISS’ Columbus laboratory. Credit: NASA 

Agency Priority Goal: Commercial Crew Transportation, Page 27 

NASA’s commercial crew partners continue to make progress maturing their transportation systems. Credit, clockwise from top 

left: Blue Origin, Boeing, SpaceX, and Sierra Nevada 

Agency Priority Goal: James Webb Space Telescope, Page 28 

Inside a giant clean room at NASA’s Goddard Space Flight Center in October 2014, the pathfinder telescope, a flight-like 

backplane center section of the James Webb Space Telescope (Webb), stands fully assembled. Teams of engineers built and 

aligned the pathfinder telescope to rehearse assembly and testing before the actual telescope is built. Credit: NASA/C. Gunn 

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Cybersecurity, Page 30 

An artist’s concept of a cybersecurity lock. Credit: NASA 

Climate Change, Page 32 

NASA’s 2014 Strategic Sustainability Performance Plan outlines the Agency’s 10 goals for addressing EO 13514, Federal 

Leadership in Environmental, Energy, and Economic Performance. It also provides an overview of NASA’s ongoing progress 

toward achieving its long-term sustainability goals in energy conservation, recycling, water management, pollution prevention, 

design and construction, maintenance and operations, master planning, electronic stewardship, and other areas. Credit: NASA 

STEM Education, Page 33 

The Federal Science, Technology, Engineering, and Mathematics (STEM) Education 5-Year Strategic Plan presents the 

Administration’s five-priority STEM education investment areas and initial implementation roadmaps, proposing potential short-, 

medium-, and long-term objectives and strategies that might help federal agencies achieve the outlined goals. Credit: National 

Science and Technology Council 

Smarter IT Delivery, Page 34 

The 2014 Information Resources Management (IRM) Strategic Plan guides the direction, focus, mission alignment, principles, 

investments, and accountability of the NASA Information Technology (IT) organization and maximizes the value of IT to NASA’s 

programs, partners, stakeholders, and the American public. Credit: NASA 

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Shared Services, Page 36 

“NASA Shared Services Center: A Brief History” is an overview of the creation of the NASA Shared Services Center (NSSC), a 

public-private partnership between NASA, the states of Mississippi and Louisiana, and a service provider, Computer Sciences 

Corporation (CSC). Credit: NASA 

Open Data, Page 38 

The third version of NASA’s Open Government Plan traces the Agency’s progress to infuse transparency, participation, and 

collaboration into missions, programs, and activities. It also builds on the three flagship initiatives—NASA Information 

Architecture and Management, Climate Data Initiative, and Asteroid Grand Challenge—started in the first two plans. Credit: 

NASA 

People and Culture, Page 40 

The picture shows the cover for the Complete Listing of NASA 2014 Agency Honor Award Recipients. NASA presents this most 

prestigious honor to Government and non-Government employees who have distinguished themselves by making outstanding 

contributions to the Agency’s mission. Credit: NASA 

Part 3
 

Strategic Objective 1.1, Page 50 

An artist’s concept of SLS (left) and Orion. Credit: NASA 

Strategic Objective 1.2, Page 59 

Backdropped by the blackness of space and Earth’s horizon, the ISS is seen from Space Shuttle Discovery as the two spacecraft 

begin their relative separation on March 25, 2009. Credit: NASA/B. Hrybryk 

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Strategic Objective 1.3, Page 70
 

Commercial Crew Program (CCP) logo. Credit: NASA 

Strategic Objective 1.4, Page 

A coronal mass ejection, captured August 31, 2012, by the Solar Dynamics Observatory (SDO). Credit: NASA/SDO 

Strategic Objective 1.5, Page 

NASA’s Mars Curiosity Rover captured this selfie to mark a full Martian year, or 687 Earth days, spent exploring the Red Planet. 

Credit: NASA/JSP-Caltech/MSSS 

Strategic Objective 1.6, Page 

The Small Magellanic Cloud is one of the closest galaxies to the Milky Way. This is a composite image from the Chandra, Hubble, 

and Spitzer Space Telescopes. Credit: NASA/JPL-Caltech 

Strategic Objective 1.7, Page 

The version of Robonaut, R2, currently on the ISS. Robonaut is a dexterous humanoid robot built and designed at NASA Johnson 

Space Center in Houston, TX. Credit: NASA 

Strategic Objective 2.1, Page 

The 8- by 6-foot supersonic wind tunnel at NASA’s Glenn Research Center shows a 1.79 percent scale model of a future concept 

supersonic aircraft. Credit: NASA/Q. Schwinn 

Strategic Objective 2.2, Page 

This “lue Marble” picture of Earth’s Western Hemisphere is a composite image using a number of swaths of Earth’s surface 

taken on January 4, 2012 by the Suomi-NPP spacecraft. Credit: NASA 

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87
 

102
 

113
 

127
 

142
 

Strategic Objective 2.3, Page 160
 

N!S!’s Spinoff 2015 publication highlights commercial products created using NASA-developed technology. Credit: NASA 

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Strategic Objective 2.4, Page 166
 

NASA Astronaut Mike Hopkins explains what it was like to live on the ISS for six months to visitors at the Maryland Science Center 

in Baltimore, MD on June 9, 2014. Credit: NASA/A. Gemignani 

Strategic Objective 3.1, Page 177
 

For the second year in a row, NASA employees ranked the Agency the Best Place to Work in the Federal Government. An 

employee holds a copy of the award. Credit: NASA 

Strategic Objective 3.2, Page 195
 

NASA’s newest Deep Space Network antenna, Deep Space Station (DSS)-35 in Canberra, Australia, is now operational. Credit: 

NASA 

Strategic Objective 3.3, Page 206
 

NASA in the Cloud logo. Credit: NASA 

Strategic Objective 3.4, Page 219
 

At NASA’s Kennedy Space enter in Florida, an !gency Fire Rescue team member gives “thumbs up” as part of a safety training 

exercise. Credit: NASA/D. Casper 

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