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Strategic Goal 5: Enable program and institutional 

capabilities to conduct NASA's aeronautics and space 

activities.

OUTCOME 5.1: IDENTIFY, CULTIVATE, AND SUSTAIN A DIVERSE WORKFORCE AND 

INCLUSIVE WORK ENVIRONMENT THAT IS NEEDED TO CONDUCT NASA MISSIONS. 

NASA has a skilled, competent, and dedicated workforce. They are passionate about their work, and they 

bring many dimensions of diversity, including ideas and approaches, to make their teams successful. To 

continue the successful conduct of missions over the next 10 to 30 years, NASA must broaden, maintain, 

and sustain its diverse workforce with the right balance of skills and talents. The Office of Human Capital 

Management (OHCM), NASA Education, and the Office of Diversity and Equal Opportunity (ODEO)

work collaboratively to identify future needs and to identify gaps and potential shortfalls in skills. They 

also cooperatively plan Agency-level participation in new employee recruitment efforts.

NASA established a Diversity and Inclusion Framework to increase the diversity of the workforce and the 

overall inclusiveness of the work environment. The framework takes the Agency beyond a focus on equal 

employment opportunity (EEO) compliance to policies and practices designed to enhance innovation, 

creativity, and employee engagement. Complementary to its diversity and inclusion efforts, the Agency 

works aggressively to identify and eliminate environmental factors that can diminish trust, impair 

teamwork, compromise safety, and ultimately undermine excellence. NASA conducts an annual selfevaluation as part of the Model EEO Plan, which is designed to identify and remove barriers to individual 

and team success. 

NASA continues to make progress in its efforts to become a model agency for EEO. For example, NASA 

successfully continued to implement programs designed to prevent discrimination, such as conflict 

management, anti-harassment, and the provision of reasonable accommodations.

Reported Multi-Year Performance 

Multi-Year Performance Goal 5.1.1.1: Define and build the workforce skills and competencies 

needed for the Agency's technology development and deep space exploration.

FY11 During FY 2012, OHCM made progress toward completing this performance goal, as 

Green described below:

FY12 Workforce Culture of Innovation

• Developed and socialized a human capital framework designed to create a workforce 

culture that builds on innovation.

Green

• Introduced innovation as an organizing principle for human capital management work. 

OHCM built a portal page on innovation that highlights employee accomplishments and 

provides resources to employees. OHCM put innovation into practice by planning the first 

Virtual Executive Summit, held in October 2012.

• Developed, deployed, and tested a workforce communication infrastructure to ensure that 
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M&P-144

the Agency's workforce is well informed of major Agency initiatives and human capital 

programs, and executed several communications campaigns designed to enhance innovation 

and productivity. OHCM deployed a human resources messaging tool, HRMES, that 

enables the targeting of messages to particular groups.

• Designed and deployed the Work from Anywhere campaign to ensure that employees and 

supervisors know the many flexibilities available, including flexible work schedules.

• Developed, in concert with Agency leadership, an overarching, enhanced hiring program 

to refresh the Agency's talent pool. Key program components are implementation of the 

Pathways Program, the Federal student employment initiative, and an Agency recruitment 

program, which includes a fall recruitment opportunity in concert with the Office of the 

Chief Engineer, and a winter invitational hiring event.

• Initiated a project to address the role of the NASA supervisor. The outcome of this project, 

which is led by several Center human resources directors, will influence all aspects of 

supervision, including selection, support, development, and accountability.

• In partnership with ODEO, developed the Agency’s Diversity and Inclusion Strategic 

Implementation Plan for submission to the Office of Personnel Management (OPM). 

• Ranked first for innovation among Federal agencies by the Partnership for Public Service

two years in a row.

Robust Policies, Programs, Processes, and Tools

• Continued to use the Agency Labor–Management Forum to build relationships and foster 

productive discussion of Agency issues.

• By labor and management working together, improved the performance management 

process for Government Schedule employees and developed process improvements to the 

current system, many of which will be implemented in 2012-2013. Development is 

underway to implement new OPM performance management guidelines for the Senior 

Executive Service. Piloted an automated performance management system, for full 

implementation in 2013-2014.

• Given very low attrition rates, created flexibility for Centers to address skill mix issues by 

extensive implementation of Voluntary Early Retirement Authority/Voluntary Separation 

Incentive Payments for FY 2012.

• Implemented a streamlined Agency honor awards process that provides more opportunities 

to award individuals for excellent work in a timelier manner.

• Led the Agency effort to develop the labor and workforce portion of the Agency budget 

submission for FY 2013 and FY 2014, providing options for workforce levels. Guided the 

Agency through GOLD implementation, a new process for managing FTE use. 

Implemented a revised, more consistent workforce planning process, including labor 

pricing.

Build Awareness Through Data and Dashboards

• Deployed executive dashboards with key performance indicators aligned with Agency 

goals, including a comprehensive workforce profile dashboard.

• Implemented an upgrade to SATERN, NASA’s eLearning tool, including enhancements 

and improved capabilities to deliver online learning curriculum.

• Developed and delivered Agency and Center specific workforce reports to enable 

informed decision-making, including workforce planning and use reports and the State of 

the People, which provides useful workforce demographics and trends.
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Update to Multi-Year Performance Goal

FY13 Update Define and build diverse workforce skills and competencies 

technology development and deep space exploration.

needed for the Agency's 

FY14 This performance goal remains the same in FY14.

Reported Annual Performance

AMO-12-1: Sustain (from the previous fiscal year) 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(s): Agency Management

FY07 FY08 FY09 FY10 FY11 FY12

None None None 10WF06

White

AMO-11-1 

Yellow

AMO-12-1 

Green

Planned Annual Performance

FY13 Update

AMO-13-1: Sustain NASA's Innovation Score, as measured by the innovation-related 

questions in the Employee Viewpoint Survey (EVS), by taking actions like refining and 

updating human capital policies, programs, and systems to support and encourage innovation 

to meet NASA's missions. 

FY14

AMO-14-1: Sustain (from the previous fiscal year) 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.

Reported Multi-Year Performance 

Multi-Year Performance Goal 5.1.1.5: Advance a workplace environment of equal opportunity, in 

which discrimination allegations, including harassing conduct and retaliation for equal employment 

opportunity (EEO) activity, are addressed promptly and effectively and in which reasonable 

accommodations are provided to individuals with disabilities.

FY11 NASA is making enormous strides in seeking to become a model Agency for EEO and is on 

target for attaining this performance goal. More specifically, NASA's efforts toward 

preventing discrimination—recognized as an essential element of achieving a model EEO 

agency by the U.S. Equal Opportunity Commission (EEOC)—have produced key 

benchmarks toward this goal: 

• The Conflict Management Program (CMP), which provides managers and supervisors 

with the conflict resolution tools needed to reduce third-party intervention, such as the filing 

of EEO complaints or administrative grievances. OPM recognized CMP as an exemplary 

program for advancing equal opportunity.

• The Agency's Anti-Harassment Program (AHP), which established a uniform, Agencywide vehicle for addressing allegations of harassment promptly and effectively. EEOC 

recognized AHP as a highly effective means of addressing harassing conduct before it can 

reach the level of illegal discrimination. 

During FY 2012, ODEO undertook 11 actions—three more than planned—to address 

Green

FY12

Green
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NASA’s EEO barriers as identified in the Agency's Model EEO Plan. They included the 

following: 

• NASA completed an eLearning Tool on Disabilities; 

• An Agency-wide 508 Working Group continues to provide meaningful feedback to the 

Office of the Chief Information Officer on Section 508-related issues such as software 

workarounds; 

• Agency and Center Special Emphasis Program Managers are coordinating education and 

awareness events and initiatives; 

• ODEO provided feedback to the Agency Incentive Awards Board on its nomination 

process for Agency Honor Awards; 

• NASA's OHCM is implementing the Pathways Program, which is enhancing the Agency's 

recruitment strategies to reach a more broadly diverse talent pool; 

• ODEO and OHCM are also working on improvements to the Senior Executive Service 

(SES) and non-SES supervisory performance appraisal systems, particularly to include 

meaningful employment opportunity (EO) and diversity standards, and new language and 

weighting of the standards have been agreed upon; 

• ODEO and Center EO Offices continue to disseminate EO and diversity information, 

including displays, posters, newsletters, e-brochures, and other material to inform and 

educate the NASA workforce on EO matters; 

• Centers used student interns (two students per Center) with disabilities as part of Project 

ACCESS; 

• Centers continued to monitor and improve the accessibility of facilities for individuals 

with disabilities; 

• ODEO continued its EO Functional Review Program to ensure compliance of NASA 

Centers with EO laws and regulations; and 

• All NASA employees received an email encouraging them to update their race/ethnicity 

and disability status via Employee Express.

Update to Multi-Year Performance Goal

FY13 Update Advance a workplace environment that affords Equal Employment Opportunities (EEO) to 

all employees and takes proactive diversity and inclusion efforts.

FY14 This performance goal remains the same in FY14.

Comments NASA broadened this measure to include the activities from performance goal 5.1.1.6.

Reported Annual Performance

AMO-12-7: Implement eight planned actions to address two identified potential employment 

barriers concerning individuals with disabilities, Asian/Pacific Islander, African American, 

Hispanic and female employees, based on the NASA Model Equal Employment Opportunity 

(EEO) Agency Plan.

Contributing Theme: Agency Management and Operations

Contributing Program(s): Agency Management

FY07 FY08 FY09 FY10 FY11 FY12

None None None 10WF01

Green

AMO-11-7 

Yellow

AMO-12-7 

Green
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Planned Annual Performance

FY13 Update AMO-13-2: Sustain five programs and processes designed to proactively prevent 

discrimination, as outlined in the Model EEO Agency Plan.

FY14 AMO-14-2: Access, evaluate, and report the success of the NASA Model EEO Agency Plan 

FY 11-13.

Reported Annual Performance

AMO-12-8: Implement an Agency Diversity and Inclusion (D&I) Strategic Plan aligned with the 

Government-wide D&I Strategic Plan.

Contributing Theme: Agency Management and Operations

Contributing Program(s): Agency Management

FY07 FY08 FY09 FY10 FY11 FY12

None None None 10WF02

Green

AMO-11-8 

Green

AMO-12-8 

Green

Planned Annual Performance

FY13 Update AMO-13-3: Implement an Agency Diversity and Inclusion (D&I) Strategic Plan aligned with 

the Government-wide D&I Strategic Plan.

FY14

AMO-14-3: Evaluate overall progress and effectiveness of the Agency Diversity and Inclusion 

(D&I) Strategic Implementation Plan to date, in preparation for its completion in fiscal year 

2015.
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Reported Multi-Year Performance 

Multi-Year Performance Goal 5.1.1.6: Implement an Agency-wide Diversity and Inclusion 

Framework to develop a more demographically diverse workforce and a more inclusive work 

environment.

FY11

Green

Diversity and inclusion (D&I) are integral to NASA's mission success. NASA strives for an 

organizational culture and work environment with varying perspectives, education levels, 

skills, life experiences, and backgrounds in order to achieve excellence and realize 

individual and organizational potential. ODEO’s D&I Strategic Framework and Strategic 

Implementation Plan provide a blueprint for fully leveraging diversity over the course of the 

next five years and beyond. As such, they offer innovative Agency guidelines and strategies 

designed to enhance the inclusiveness of NASA’s work environments and to broaden the 

reach of NASA’s education, recruitment, and small business efforts. The support and 

participation of everyone at NASA, including executive leadership, managers, supervisors, 

and employees, are critical components of successful implementation. 

Throughout FY 2012, NASA's implementation of its Agency D&I Plan continued to gain 

momentum. OPM approved the plan, recognizing it as comprehensive and NASA’s 

leadership commitment to it as strong. OPM stated that, as a Federal agency, NASA is "well 

ahead of the curve" with its diversity planning. OPM also cited NASA for having a fully 

realized presence for D&I in the Agency’s Strategic Plan and for the D&I Strategic 

Framework, specifically because the Strategic Framework is "inclusive of the full spectrum 

of senior leadership positions to better ensure diverse inputs into D&I decision-making and 

fully shared accountability, as well as to create sustainability through an institutionalized 

D&I structure." 

Plan implementation is currently focused on Agency-wide D&I communications and Center 

technical assistance. ODEO formed a senior-level D&I Communications Team to develop a 

comprehensive D&I Communications Plan for the Agency. The plan will inform and 

educate the workforce on D&I through consistent messaging and utilization of both 

traditional and nontraditional media. In addition, ODEO is spearheading a round of Center 

D&I technical assistance visits to assist Centers in standing up their own D&I initiatives. 

ODEO conducted visits at Stennis Space Center and Dryden Flight Research Facility during 

the fourth quarter of FY 2012. 

ODEO also is moving forward with other strategic D&I efforts, such as developing 

guidance on using employee resource groups to enhance D&I efforts at the local level, 

conducting Center briefings for the Agency's lesbian, gay, bisexual, and transgender 

communities on new NASA procedures for addressing sexual orientation discrimination 

complaints, and implementing the Pathways Program to broaden the diversity of the NASA 

pipeline and new hires.

FY12

Green

Update to Multi-Year Performance Goal

FY13 Update No performance goal in FY13

FY14 No performance goal in FY14

Comments NASA has completed this performance goal. In FY 2013, NASA has realigned the followon APGs to performance goal 5.1.1.5.
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Reported Multi-Year Performance 

Multi-Year Performance Goal 5.1.2.1: Assure that student participants in NASA higher education 

projects are representative of the diversity of the Nation.

FY11

Green

NASA Education has consistently set aggressive diversity targets for student participation in 

its higher education projects for the underrepresented and underserved communities in 

STEM education. While the goal of 40 percent participation of underserved and 

underrepresented (in race and/or ethnicity) and 45 percent participation of women in NASA 

higher education projects are above the national averages earning degrees in STEM, NASA 

Education has and will continue to strive for success by setting ambitious targets. This year 

NASA did not meet its targets. In the coming years, Education will challenge itself even 

more by augmenting its tracking of this measure to include adding aggressive targets for 

participants with veteran status and disabilities. Additionally, targets may be tailored to the 

various programs to hold greater accountability on their managers. Education’s 

methodology is that, to improve annually and support this national need and Agency goal, it 

must set ambitious targets in hopes that when the national averages meet the diversity of the 

Nation, NASA would have been a leader in that effort and on par with the diversity levels of 

the Nation reflected in the Agency’s higher education participant community and 

workforce. 

The Office of Education took a closer look at its methodology for calculating participation 

by underserved and underrepresented communities and women. The resulting insights led to 

improved targets for FY 2013 and beyond. A full discussion of this review and next steps 

can be found in the performance improvement plan for Annual Performance Goals ED-12-1 

and ED-12-2.

FY12

Yellow

Update to Multi-Year Performance Goal

FY13 Update

Assure that students participating in NASA higher education projects are representative of 

the diversity of the Nation, based on student enrollment data maintained by the U.S. 

Department of Education's National Center for Education Statistics.

FY14 This performance goal remains the same in FY14.
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M&P-150

Reported Annual Performance

ED-12-1: Achieve 40 percent participation of underserved and underrepresented 

ethnicity) in NASA higher education projects.

(in race and/or 

Contributing Theme: Education

Contributing Program(s): STEM Education and Accountability

FY07 FY08 FY09 FY10 FY11 FY12

7ED2

Green

8ED03

Green

9ED3

Red

10ED03

Yellow

ED-11-1 

Yellow

ED-12-1 

Red

Why this APG was not achieved: 

Out of the 15,585 participants in NASA higher education programs who reported their race and ethnicity, 24 

percent reported being a member of an underserved or underrepresented race or ethnic group. NASA removed 

from the calculation the participants who did not report race or ethnicity. In an effort to better understand the 

percentage of all participants who may be from underserved or underrepresented populations, NASA also 

calculated the percentage of self-reported out of the total participants. Under this latter methodology, the 

participation is reduced to 21 percent. NASA estimates the actual percentage of underserved and 

underrepresented participants to be between these two figures. Additionally, NASA took a more holistic look 

across the Agency, where activities in the mission organizations may be encouraging participation, and factored 

this data. This reduced the overall percentage by one percent.

Planned Annual Performance

FY13 Update

ED-13-1: Provide significant, direct student awards in higher education to (1) racially or 

ethnically underrepresented students, (2) women, and (3) persons with disabilities at 

percentages that meet or exceed the national STEM enrollment 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 three categories.

FY14

ED-14-1: Provide significant, direct student awards in higher education to (1) racially or 

ethnically underrepresented students, (2) women, and (3) persons with disabilities at 

percentages that meet or exceed the national STEM enrollment 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 three categories.

Reported Annual Performance

ED-12-2: Achieve 45 percent participation of women in NASA higher education projects.

Contributing Theme: Education

Contributing Program(s): STEM Education and Accountability

FY07 FY08 FY09 FY10 FY11 FY12

None None None None ED-11-2 

Yellow

ED-12-2 

Yellow

Why this APG was not achieved: 

Of the 17,454 participants in NASA higher education programs who reported their gender, 35 percent reported 

being female. NASA removed from the calculation the participants who did not report gender. In an effort to 

better understand the percentage of all participants who may be women, NASA also calculated the percentage of 

self-reported women out of the total participants. Under this latter methodology, the participation is reduced to 21 

percent. NASA estimates the actual percentage of woman participants to be between these two figures. 

Additionally, NASA took a more holistic look across the Agency, where activities in the mission organizations 

may be encouraging participation, and factored this data. This made no appreciable difference to the overall 

percentage.
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M&P-151

Planned Annual Performance

FY13 Update No annual performance goal in FY13.

FY14 No annual performance goal in FY14.
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OUTCOME 5.2: ENSURE VITAL ASSETS ARE READY, AVAILABLE, AND 

APPROPRIATELY SIZED TO CONDUCT NASA'S MISSIONS. 

NASA’s assets are critical to mission success. NASA plans for, operates, and sustains the infrastructure 

that provides the programs and projects with the facilities, capabilities, tools, and services they require. 

Toward this end, NASA performs periodic Agency-level integrated assessments of the supply of technical 

capabilities across all Centers and integrated analyses of the demand for these capabilities across all 

programs. This provides NASA with core information needed to balance institutional supply with 

program and project demand, ensuring that capabilities are affordable and aligned with long-term 

strategic goals.

Several offices contribute to the achievement of this outcome. The Office of Safety and Mission 

Assurance (OSMA) and the Office of the Chief Health and Medical Officer (OCHMO) assure the safety 

and enhance the success of all NASA activities through the development, implementation, and oversight 

of Agency-wide safety, reliability, maintainability, and quality assurance policies and procedures. The 

Office of the Chief Information Officer (OCIO) delivers reliable, innovative, and secure information 

technology (IT) services critical to all aspects of the Agency’s operations. The Office of Strategic 

Infrastructure ensures that facilities and assets are appropriate and available to meet mission needs. This 

includes identifying assets and facilities that NASA no longer needs, maintaining and upgrading those in 

use, building or acquiring as needed, transitioning assets and facilities to new programs, and planning 

strategically for future needs.

Reported Multi-Year Performance 

Multi-Year Performance Goal 5.2.1.1: Through 2015, assure the safety of NASA's activities and 

reduce damage to assets through the development, implementation, and oversight of Agency-wide 

safety, reliability, maintainability, and quality assurance policies and procedures.

FY11

Green

OSMA and OCHMO achieved all their goals in FY 2012, keeping them on track to 

ultimately achieve this performance goal. NASA maintained employee health and safety 

and, for the second year in a row, achieved total case rate and lost time case rate (based on 

work-related illness and injury claims submitted to Office of Workers Compensation 

Programs) far lower than the Federal average. Additionally, all of NASA’s FY 2012 

launches were successful. Safety reviews conducted during mission development help 

assure that missions are ready for safe launch.

FY12

Green

Update to Multi-Year Performance Goal

FY13 Update

Through 2015, 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.

FY14 This performance goal remains the same in FY14.
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M&P-153

Reported Annual Performance

AMO-12-9: Assure zero fatalities or permanent disabling injuries to the public resulting from 

NASA activities during FY 2012.

Contributing Theme: Agency Management and Operations

Contributing Program(s): Safety and Mission Success

FY07 FY08 FY09 FY10 FY11 FY12

None None None 10SMS01

Green

AMO-11-9 

Green

AMO-12-9 

Green

Planned Annual Performance

FY13 Update AMO-13-4: Assure zero fatalities or permanent disabling injuries to the public resulting from 

NASA activities during FY 2013.

FY14 AMO-14-4: Assure zero fatalities or permanent disabling injuries to the public resulting from 

NASA activities during FY 2014.

Reported Annual Performance

AMO-12-10: Maintain a Total Case Rate and Lost Time Case Rate that meets the goals of the 

President's Protecting Our Workers and Ensuring Reemployment (POWER) initiative.

Contributing Theme: Agency Management and Operations

Contributing Program(s): Safety and Mission Success

FY07 FY08 FY09 FY10 FY11 FY12

None None None None AMO-11-10

Red

AMO-12-10

Green

Planned Annual Performance

FY13 Update AMO-13-5: Maintain a Total Case Rate and Lost Time Case Rate that meets the goals of the 

President's Protecting Our Workers and Ensuring Reemployment (POWER) initiative.

AMO-14-5: For 2014, maintain a Total Case Rate and Lost Time Case Rate that meets the 

FY14 goals of the President’s Protecting Our Workers and Ensuring Reemployment (POWER) 

initiative.

Reported Annual Performance

AMO-12-11: Reduce damage to NASA assets (excluding launched flight hardware) by two 

percent during FY 2012, based on a five-year running average (that also excludes launched flight 

hardware).

Contributing Theme: Agency Management and Operations

Contributing Program(s): Safety and Mission Success

FY07 FY08 FY09 FY10 FY11 FY12

None None None None AMO-11-11

Red

AMO-12-11

Green
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PERFORMANCE REPORTING AND PLANNING

M&P-154

Planned Annual Performance

FY13 Update

AMO-13-6: Reduce damage to NASA assets (excluding launched flight hardware) by two 

percent during FY 2013, based on a five-year running average (that also excludes launched 

flight hardware).

FY14

AMO-14-6: Reduce damage to NASA assets (excluding launched flight hardware) by two 

percent (using a five-year running average) during FY 2014, based on a two percent annual 

reduction from the FY 2010 baseline calculated using a five-year running average (that also 

excludes launched flight hardware).

Reported Multi-Year Performance 

Multi-Year Performance Goal 5.2.2.1: By 2014, consolidate and centralize the management of 

information technology (IT) enterprise services for end user services, communications, and 

enterprise applications.

FY11

Green

FY 2013 will see full implementation of all of NASA’s IT Infrastructure Integration 

Program (I3P) services offices. The remaining initiative, Web Services, is fully funded and 

NASA will award the WESTPRIME contract in early 2013. The WESTPRIME contract will 

provide Infrastructure as a Service, Platform as a Service, and Software as a Service for both 

the internal and external NASA Web environment, including: 

• Provide Web services that meet the needs of NASA's diverse Web community; 

• Improve the current system, provide a technology refresh, and apply industry best 

practices; 

• Improve agility in adoption of tools and implementation of services; and 

• Provide diversity of options for users while managing cost and scope.

FY12

Green

Update to Multi-Year Performance Goal

FY13 Update By 2014, consolidate and centralize the management of information technology (IT) 

enterprise services for end user services, communications, and enterprise applications.

FY14 No performance goal in FY14.

Comments

NASA currently is assessing its IT measurement strategy and plans to revise its performance 

goals during the development of the 2014 Strategic Plan. In preparation, NASA is retiring 

this performance goal. When the assessment is completed, NASA will provide revised 

metrics for FY 2014.

Reported Annual Performance

AMO-12-12: Achieve full operational capability (FOC) for three service offices as part of 

NASA Information Technology Infrastructure Integration Program (I3P).

the 

Contributing Theme: Agency Management and Operations

Contributing Program(s): Agency IT Services (AITS)

FY07 FY08 FY09 FY10 FY11 FY12

None None None 10IT02

Green

AMO-11-12

Yellow

AMO-12-12

Green

Planned Annual Performance

FY13 Update AMO-13-7: Achieve full operational capability (FOC) on the remaining service office that is 

part of the NASA Information Technology Infrastructure Integration Program (I3P).

FY14 No annual performance goal in FY14.
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M&P-155

Reported Multi-Year Performance 

Multi-Year Performance Goal 5.2.2.2: By 2015, implement a capability to identify and prevent 

unauthorized intrusions on the NASA institutional and mission networks.

FY11

Green

During the fourth quarter of FY 2012, the Security Operations Center (SOC), located at the 

Ames Research Center, procured all equipment necessary to implement intrusion detection 

sensors, monitored by SOC, on 75 percent of NASA institutional network monitoring 

sights. SOC will install the equipment and bring it into operation before the end of the first 

quarter of FY 2013. This activity supports part of the Agency Cyber Security Strategic Plan 

for fiscal years 2012 through 2016.

FY12

Green

Update to Multi-Year Performance Goal

FY13 Update No performance goal in FY13.

FY14 No performance goal in FY14.

Comments

NASA currently is assessing its IT measurement strategy and plans to revise its performance 

goals during the development of the 2014 Strategic Plan. In preparation, NASA is retiring 

this performance goal. When the assessment is completed, NASA will provide revised 

metrics for FY 2014.

Reported Annual Performance

AMO-12-13: Implement intrusion detection sensors monitored by the NASA Security Operations 

Center (SOC) on 75 percent of NASA institutional network monitoring sites.

Contributing Theme: Agency Management and Operations

Contributing Program(s): Agency IT Services (AITS)

FY07 FY08 FY09 FY10 FY11 FY12

None None None 10IT06

Red

AMO-11-13

Green

AMO-12-13

Green

Planned Annual Performance

FY13 Update No annual performance goal in FY13.

FY14 No annual performance goal in FY14.

Reported Multi-Year Performance 

Multi-Year Performance Goal 5.2.2.3: By 2014, decommission the Agency Administrative 

mainframe computer.

FY11

Green

FY12 OCIO completed decommissioning the mainframe computer on January 1, 2012.

Green

Update to Multi-Year Performance Goal

FY13 Update No performance goal in FY13.

FY14 No performance goal in FY14.
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PERFORMANCE REPORTING AND PLANNING

M&P-156

Comments OCIO has completed the work within this performance goal and, therefore, NASA is 

retiring this performance goal.

Reported Annual Performance

AMO-12-14: Migrate or retire all administrative systems from the Agency Administrative 

mainframe computer.

Contributing Theme: Agency Management and Operations

Contributing Program(s): Agency IT Services (AITS)

FY07 FY08 FY09 FY10 FY11 FY12

None None None None AMO-11-14

Green

AMO-12-14

Green

Planned Annual Performance

FY13 Update No annual performance goal in FY13.

FY14 No annual performance goal in FY14.

Reported Multi-Year Performance 

Multi-Year Performance Goal 5.2.2.4: By 2015, reduce data center energy consumption by 30 

percent.

FY11

Green

FY12

Yellow

NASA continued to meter all of the Agency’s data centers to allow measurement of energy 

consumption and the subsequent effects of any improvements. NASA’s models estimate 

that a reduction of approximately three percent has been realized to date, based on the 

closure of data centers. Congruent with data center closures, other activities were planned to 

contribute to energy savings: facility upgrades and improvement; replacement of old 

inefficient mechanical and IT equipment; and virtualizing underutilized IT infrastructure. 

Based on current plans, in the fiscally constrained environment, these latter activities will 

not be completed in a timeframe to achieve the targeted energy reduction.

Update to Multi-Year Performance Goal

FY13 Update This performance goal remains the same in FY13.

FY14 This performance goal remains the same in FY14.

Comments

NASA currently is assessing its IT measurement strategy and plans to revise its performance 

goals during the development of the 2014 Strategic Plan. In preparation, NASA is retiring 

this performance goal. When the assessment is completed, NASA will provide revised 

metrics for FY 2014.

Reported Annual Performance

AMO-12-15: Reduce the number of NASA data centers by 10 percent.

Contributing Theme: Agency Management and Operations

Contributing Program(s): Agency IT Services (AITS)

FY07 FY08 FY09 FY10 FY11 FY12

None None None None AMO-11-15

Green

AMO-12-15

Green
Management and Performance 

PERFORMANCE REPORTING AND PLANNING

M&P-157

Planned Annual Performance

FY13 Update AMO-13-8: Implement power metering in 100 percent of NASA data centers.

FY14 AMO-14-7: Maintain schedule of data center consolidations contained in NASA Federal Data 

Center Consolidation Plan.

Reported Multi-Year Performance 

Multi-Year Performance Goal 5.2.2.5: Promote knowledge sharing and collaboration by effectively 

communicating IT Labs initiatives, projects and resources for information technology (IT) across 

NASA in support of the Agency's Mission.

FY11 IT Labs held its first annual Project Call in May 2012. Working with the OCIO 

Green Communication Office, the Technology and Innovation Program solicited project proposals 

FY12 from across the Agency. Thirty-six proposals were submitted Agency-wide and assessed by 

a diverse group of reviewers, including the Center Chief Technology Officers–ITs, OCIO 

Service Executives, and Mission Partners. Based on reviewer feedback and an overall 

assessment of the IT Labs portfolio, the program selected 16 research projects for funding. 

Green

The program presented the close out briefing to the Baseline Performance Review on 

September 20, 2012, and on November 28, 2012, the program was selected as the Federal IT 

Program of the Year at the first annual FedScoop 50 Awards. This performance goal is now 

completed.

Update to Multi-Year Performance Goal

FY13 Update No performance goal in FY13.

FY14 No performance goal in FY14.

Comments

NASA currently is assessing its IT measurement strategy and plans to revise its performance 

goals during the development of the 2014 Strategic Plan. In preparation, NASA is retiring 

this performance goal. When the assessment is completed, NASA will provide revised 

metrics for FY 2014.

Reported Annual Performance

AMO-12-16: Identify innovative information technologies and create active participation 

opportunities for NASA scientists and engineers to collaborate on missions.

Contributing Theme: Agency Management and Operations

Contributing Program(s): Agency IT Services (AITS)

FY07 FY08 FY09 FY10 FY11 FY12

None None None None AMO-11-16

Green

AMO-12-16

Green

Planned Annual Performance

FY13 Update No annual performance goal in FY13.

FY14 No annual performance goal in FY14.
Management and Performance 

PERFORMANCE REPORTING AND PLANNING

M&P-158

Reported Multi-Year Performance 

Multi-Year Performance Goal 5.2.3.1: Consolidate functions and offices to reduce real property 

need, and use Agency Integrated Master Plan to identify and dispose of excess and aged facilities 

beyond useful life.

FY11 In FY 2012, NASA was on track to achieve this performance goal and completed both 

annual performance goals. The Office of Strategic Infrastructure will continue to work with 

the institution and the mission directorates to identify opportunities to reduce real property 

and dispose of excess and aged facilities. 

NASA began demolition activities for five facilities that are inactive or obsolete and no 

longer required for NASA’s Mission. This is part of the Agency’s effort to reduce operating 

costs and eliminate inactive and obsolete facilities. Abandoned facilities pose a potential 

safety and environmental liability. These abandoned facilities must be maintained at 

minimal levels to prevent increased safety and environmental hazards, imposing a drain on 

limited maintenance dollars. By demolishing these abandoned facilities, the Agency avoids 

non-productive operating costs associated with the maintenance.

NASA identifies potential facilities for the demolition program through periodic studies to 

determine if a facility is required for current or future missions. NASA includes facilities 

that are no longer needed in a five-year demolition plan that sets project schedules based on 

last need, annual costs avoided, potential liability, and project execution factors. NASA 

sometimes adjusts individual project schedules in response to factors such as consultation 

with states on historic properties, changes in operational schedules, environmental 

remediation, funding profiles, local market forces, and cost of recycled materials.

None

FY12

Green

Update to Multi-Year Performance Goal

FY13 Update Between 2012 and 2016, eliminate obsolete and unneeded facilities and support the 

elimination of facilities that will not be needed after Space Shuttle retirement.

FY14 This performance goal remains the same in FY14.

Reported Annual Performance

AMO-12-17: Finalize remaining Center Master Plans into the Agency Integrated Master Plan.

Contributing Theme: Agency Management and Operations

Contributing Program(s): Agency Management

FY07 FY08 FY09 FY10 FY11 FY12

None None None 10FAC01

Green

AMO-11-17

Green

AMO-12-17

Green

Planned Annual Performance

FY13 Update No annual performance goal in FY13.

FY14 No annual performance goal in FY14.
Management and Performance 

PERFORMANCE REPORTING AND PLANNING

M&P-159

Reported Annual Performance

COF-12-1: Initiate facilities demolition process for five significant Agency facilities in addition to 

demolition processes initiated in FY 2011.

Contributing Theme: Construction of Facilities

Contributing Program(s): Institutional CoF

FY07 FY08 FY09 FY10 FY11 FY12

None None None None COF-11-1 

Green

COF-12-1 

Green

Planned Annual Performance

FY13 Update COF-13-1: Initiate the demolition or disposal of five facilities or structures during 2013 to 

reduce the Agency's footprint.

FY14 COF-14-1: Initiate the demolition or disposal of five facilities or

reduce the Agency’s footprint.

structures during 2014 to 

Reported Multi-Year Performance 

No Multi-Year Performance Goal in FY12 or trended performance. 

Update to Multi-Year Performance Goal

FY13 5.2.4.1: Achieve savings for the Agency through acquisition reforms.

FY14 This performance goal remains the same in FY14.

Reported Annual Performance

No annual performance goal in FY12 or trended performance.

Contributing Theme: Agency Management and Operations

Contributing 

Program(s): Agency Management

Planned Annual Performance

FY13 Update AMO-13-9: Achieve savings in contract costs of $10 million in FY 2013, using FY 

2012 as the baseline from which to measure savings.

FY14 AMO-14-8: Achieve savings in contract costs of $10 million in FY 2014, using FY 

2012 as the baseline from which to measure savings.
Management and Performance 

PERFORMANCE REPORTING AND PLANNING

M&P-160

OUTCOME 5.3: ENSURE THE AVAILABILITY TO THE NATION OF NASA-OWNED 

STRATEGICALLY IMPORTANT TEST CAPABILITIES. 

NASA is responsible for stewardship of space and aeronautical laboratory systems, facilities, core 

competencies, and engineering and research capabilities. The Rocket Propulsion Test (RPT) Program

within the Human Exploration and Operations (HEO) Mission Directorate, the Aeronautics Test Program 

(ATP) within the Aeronautics Research Mission Directorate, and the Strategic Capabilities Assets 

Program (SCAP) within the Office of Strategic Infrastructure ensure that these assets and capabilities are 

available to serve current and future needs of the Agency and the Nation. Assets and facilities managed 

and maintained by these programs—many of which are unique within the United States—are available to 

other government agencies and the commercial sector for developing and testing their technologies.

RPT optimizes use of NASA’s rocket propulsion test assets for efficiency and cost effectiveness and 

ensures that a minimum core capability for all aspects of rocket propulsion testing is maintained. These 

capabilities are critical to ensuring the Nation’s access to space by: providing engine, component, systems 

and anomaly testing; encouraging the pursuit of partnerships with the emerging commercial space sector; 

supporting Agency programs relative to the utilization of RPT resources; and investing in test technology 

and maintenance strategies. 

ATP corporately manages and ensures the strategic availability of a minimum, critical suite of 

aeronautical test facilities (like wind tunnels), support aircraft, laboratories, and the western aeronautical 

test range, necessary to meet the long-term aeronautical test requirements for the Nation.

SCAP identifies, prioritizes, and manages Agency key assets and capabilities that are essential to the 

future needs of NASA and/or the Nation, including some capabilities that lack an adequate business base. 

This function ensures that key assets and capabilities, as elements of NASA’ physical and intellectual 

infrastructure, are available to perform NASA’s Mission. They perform an Agency crosscutting function 

that encompasses assets and capabilities that may be used across multiple mission directorates and 

program areas.

Reported Multi-Year Performance 

Multi-Year Performance Goal 5.3.1.1: Develop and execute the Rocket Propulsion Test (RPT) 

Master Plan.

FY11 NASA approved the RPT Master Plan on July 11, 2011, and has followed it since that time. 

Green The RPT Program added over 10 new test requirements that will maintain activity in almost 

all primary as well as two secondary facilities. Progress toward mothball configurations in 

five test facilities (three at White Sands, two at MSFC) continued as planned. Should 

requirements of other NASA programs, including SLS, COTS, and CCDeV change, 

management processes currently in place will allow these facilities to be brought out of 

FY12

Green

mothball status to meet these needs.

Update to Multi-Year Performance Goal

FY13 Update Review the current state of the NASA test capabilities, known test requirements and test 

requests, and revise the Master Plan as needed.

FY14 This performance goal remains the same in FY14.
Management and Performance 

PERFORMANCE REPORTING AND PLANNING

M&P-161

Reported Annual Performance

SFS-12-1: Meet Rocket Propulsion Test (RPT) Master Plan requirements for year one.

Contributing Theme: Space and Flight Support

Contributing Program(s): Rocket Propulsion Test

FY07 FY08 FY09 FY10 FY11 FY12

None None 9SFS3

Yellow

10SFS09

Yellow

SFS-11-1 

Green

SFS-12-1 

Green

Planned Annual Performance

FY13 Update SFS-13-1: Incorporate test capability modifications 

Rocket Propulsion Test (RPT) Master Plan update.

and known test requirements in the yearly 

FY14 SFS-14-1: Sustain 90 percent availability of Test Facilities to support NASA Test 

Requirements.

Reported Multi-Year Performance 

Multi-Year Performance Goal 5.3.2.1: Ensure that testing capabilities are available in order to 

support the research, development, test and engineering milestones of NASA and Department of 

Defense (DoD) programs.

FY11 NASA annually evaluates, in coordination with DoD, the status of its assets to ensure that 

tactical maintenance and repair and strategic technology development and capability 

investment decisions have been considered from a national point-of-view relative to longterm requirements and risks. In doing so, the program ensures the availability of a critical 

suite of aeronautical test facilities that are capable of supporting the research, development, 

test, and evaluation goals and objectives for NASA and the Nation. Facility condition 

assessments were completed in FY 2012, which provided data to inform strategic 

investment decisions and to identify and address critical maintenance issues. NASA will 

continue to mitigate operational risks through periodic condition assessments and sound 

tactical and strategic investments to ensure a portfolio that is ready for those who need to 

test and validate.

NASA successfully executed more than 10,000 hours of ground testing and approximately 

800 hours of flight testing for NASA and the Nation, achieving high overall customer 

satisfaction ratings and excellent facility availability and performance. Ground test 

examples include operations in the Glenn Research Center’s (GRC’s) 9x15-foot Low Speed 

Wind Tunnel for low speed aerodynamic, aeromechanical, and aeroacoustic testing of a 

series of second generation, counter-rotating (open rotor) blade sets to determine the 

efficiency and noise characteristics for advanced ultra-high bypass engine applications. 

Flight test examples include a project titled Waveform and Sonic Boom Perception and 

Response (WSPR) at Dryden Flight Research Center (DFRC), which involved gathering 

“first ever” qualitative data from supersonic flights of sonic boom impact and acceptability 

from a select group of more than 100 volunteer Edwards Air Force Base residents.

NASA also continued to address critical shortfalls identified in the 2012 National 

Aeronautics Research, Development, Test, and Evaluation Infrastructure Plan through 

efforts directed towards engine icing research at the Propulsion Simulation Laboratory at 

GRC and acoustic measurement at the 14x22-foot Tunnel at Langley Research Center. 

Investments in test technology included advanced facility electronic systems required to 

Green

FY12

Green
Management and Performance 

PERFORMANCE REPORTING AND PLANNING

M&P-162

meet modern research testing requirements and targeted investments in wind tunnel force 

measurement systems. 

In addition, NASA completed a project to modify an existing G-III subsonic research 

aircraft testbed at DFRC, which will result in new experimental test capability to assess 

emerging flight technologies. One of the first intended uses of the aircraft is to enable 

NASA to explore and mature alternative unconventional aircraft designs with the potential 

to simultaneously meet research goals for community noise, fuel burn, and nitrogen oxides 

emissions.

For more information about NASA’s Aeronautics Test Program, go to 

http://www.aeronautics.nasa.gov/atp/index.html. 

Update to Multi-Year Performance Goal

FY13 Update This performance goal remains the same in FY13.

FY14 This performance goal remains the same in FY14.

Reported Annual Performance

AR-12-14: Achieve ratings greater than 86 percent for overall quality and timeliness of 

Aeronautics Test Program (ATP) facility operations.

Contributing Theme: Aeronautics

Contributing Program(s): Aeronautics Test

FY07 FY08 FY09 FY10 FY11 FY12

7AT7

Green 8AT16 Yellow None 10AT11 AR-11-11 AR-12-14Green

Planned Annual Performance

FY13 Update No annual performance goal in FY13.

FY14 No annual performance goal in FY14.

Comments ATP is replacing its APGs that reflect day-to-day operational performance with strategically 

focused goals.

Reported Annual Performance

No annual performance goal in FY12 or trended performance.

Contributing Theme: Aeronautics

Contributing 

Program(s): Aeronautics Test

Planned Annual Performance

FY13 Update AR-13-8: Provide a new engine icing test capability to address the high-altitude 

engine icing problem encountered by commercial aircraft.

FY14 AR-14-9: Execute data acquisition and control systems upgrades for the Glenn 

Research Center 10'x10' Supersonic Wind Tunnel.

FY14 AR-14-10: Execute data measurement techniques and flow quality improvements at 

the Langley Research Center National Transonic Facility
Management and Performance 

PERFORMANCE REPORTING AND PLANNING

M&P-163

Reported Annual Performance

No annual performance goal in FY12 or trended performance.

Contributing Theme: Aeronautics

Contributing 

Program(s): Aeronautics Test

Planned Annual Performance

FY13 Update AR-13-9: Perform a condition assessment of the ground support facilities, systems, 

and equipment within the Flight Test Project portfolio.

FY14
Management and Performance 

PERFORMANCE REPORTING AND PLANNING

M&P-164

OUTCOME 5.4: IMPLEMENT AND PROVIDE SPACE COMMUNICATIONS AND LAUNCH 

CAPABILITIES RESPONSIVE TO EXISTING AND FUTURE SCIENCE AND SPACE 

EXPLORATION MISSIONS. 

Both human and robotic space exploration require an efficient and reliable infrastructure of assets, 

facilities, and services to keep operations running smoothly. These include access to launch vehicles, 

launch and range complexes, and a communication network to receive and transmit data.

The Launch Services Program (LSP) is responsible for understanding the full range of civil space launch 

needs. They work closely with other government agencies and the launch industry to make available the 

safest, most reliable, on-time, and cost-effective commercial launch opportunities over a wide range of 

launch systems. LSP personnel work with customers from universities, industry, government agencies, 

and international organizations from the earliest phase of mission planning to purchase of fixed-price 

launch services from domestic suppliers. LSP personnel also seek opportunities to share unused payload 

capacity aboard non-NASA launches to leverage launch funds. Most importantly, they provide oversight 

to help NASA’s valuable, one-of-a-kind missions achieve their space flight objectives.

The Human Exploration and Operations Mission Directorate (HEOMD) and the Kennedy Space Center 

have been working to prepare the Center for future government and commercial space exploration by 

transitioning, refurbishing, and upgrading facilities. This includes launch pads and the launch control 

center.

Space Communications and Navigation (SCaN) coordinates multiple space communications networks, as 

well as network support functions to regulate, maintain, and expand NASA’s space communications and 

navigation capabilities in support of all NASA’s space missions. These networks include satellites that 

relay data from mission spacecraft to the ground and ground assets and facilities. SCaN reviews national 

and international data standards with the aim to keep systems compatible and reviews the Agency’s 

technology needs to keep the systems efficient, reliable, and cost-effective. They also are developing a 

communication and navigation architecture to serve NASA’s needs through 2030.

Reported Multi-Year Performance 

Multi-Year Performance Goal 5.4.1.1: Complete Launch Services Program (LSP) objectives for all 

NASA-managed expendable launches.

FY11 In FY 2012, NASA’s Launch Services Program sustained a 100 percent success rate with 

the launch of four NASA-managed launches, including the Suomi National Polar-orbiting 

Partnership (NPP) aboard a Delta II from Vandenberg Air Force Base, California, on 

October 28, 2011, the Mars Science Laboratory (MSL) on November 26 aboard an Atlas V 

from Cape Canaveral, Florida, the Nuclear Spectroscopic Telescope Array (NuSTAR)

aboard a Pegasus XL rocket from Kwajalien Atoll on June 13, 2012, and the Van Allen 

Probes aboard an Atlas V-401 rocket from Cape Canaveral Air Force Station, Florida, on 

August 30.

Green

FY12

Green

Update to Multi-Year Performance Goal

FY13 Update This performance goal remains the same in FY13.

FY14 This performance goal remains the same in FY14.
Management and Performance 

PERFORMANCE REPORTING AND PLANNING

M&P-165

Reported Annual Performance

SFS-12-2: Sustain 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(s): Launch Services 

FY07 FY08 FY09 FY10 FY11 FY12

None None None 10SFS11

Green

SFS-11-2 

Yellow

SFS-12-2 

Green

Planned Annual Performance

FY13 Update SFS-13-2: 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.

FY14 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.

Reported Annual Performance

No annual performance goal in FY12 or trended performance.

Contributing Theme: Space and Flight Support

Contributing 

Program(s): Launch Services 

Planned Annual Performance

FY13 Update No annual performance goal in FY13.

FY14 SFS-14-3: Complete acquisitions on-time for NASA-managed expendable launches.

Reported Multi-Year Performance 

Multi-Year Performance Goal 5.4.1.2: Continue utilizing existing contract mechanisms and 

agreements with emerging launch vehicle providers to gain information for future Launch Service 

orders and to provide technical exchanges to enhance early launch success.

FY11 NASA released a Request for Launch Services Proposal for the Jason-3 Earth science 

mission on the NASA Launch Services (NLS) II contract on March 21, 2012. Following the 

receipt and evaluation of all proposals, on July 16, 2012, NASA awarded the launch service 

for the Jason-3 mission to an emerging provider, SpaceX and their Falcon 9v1.0 launch

vehicle. Jason-3 requires a Category 2 (medium risk) launch service, and the certification 

strategy was briefed to the Flight Planning Board on July 24, 2012. Meetings at all levels 

between NASA and SpaceX have ramped up to address the challenges of certifying a new 

launch vehicle for NASA's Jason-3.

Green

FY12

Green

Update to Multi-Year Performance Goal

FY13 Update No performance goal in FY13.

FY14 No performance goal in FY14.
Management and Performance 

PERFORMANCE REPORTING AND PLANNING

M&P-166

Reported Annual Performance

SFS-12-3: Incorporate information sharing processes into policies addressing new entrant launch 

vehicle certification activities and future space transportation service contracts.

Contributing Theme: Space and Flight Support

Contributing Program(s): Launch Services 

FY07 FY08 FY09 FY10 FY11 FY12

None None None 10SFS10

Green

SFS-11-3 

Green

SFS-12-3 

Green

Planned Annual Performance

FY13 Update No annual performance goal in FY13.

FY14 No annual performance goal in FY14.

Comments

The original description for SFS-12-3 was: “Incorporate information sharing processes into 

programmatic policies and incorporate into crew demonstration activities and future crew 

transportation service contract.” NASA updated the measure to reflect that the reference to 

crew space transportation partner information sharing, which would include other U.S. 

Government agencies, was incorrect, since none beyond NASA have crewed space flight. 

NASA’s Launch Services Program partnership with the Department of Defense for space 

transportation is focused on launch vehicle certification of non-crewed flights, to the benefit 

of both organizations. NASA rated the measure after making the correction.

Reported Multi-Year Performance 

Multi-Year Performance Goal 5.4.2.1: By FY 2014, enable future government and commercial 

launching and testing from the Florida launch and range complex.

FY11 Exploration Ground Systems (EGS) and 21st Century Space Launch Complex (21st CSLC) 

activities are on track to provide capabilities for Orion, including the Exploration Flight Test 

(EFT)-1, SLS, as well as other government and commercial users. The 21st CSLC is an ongoing initiative (through 2018), with continuous improvements being made to the launch 

site infrastructure to meet the demands by commercial entities. 

NASA signed and approved the program plan for EGS on June 29, 2012, and EGS held an 

internal SRR/SDR board on August 30, 2012. This was a critical milestone in EGS’ concept 

design phase. The Ground Systems Development Operations Program held its Key Decision 

Point-B review in the first quarter of FY 2013, allowing the program to begin formulation.

Green

FY12

Green

Update to Multi-Year Performance Goal

FY13 Update

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).

FY14

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). 
Management and Performance 

PERFORMANCE REPORTING AND PLANNING

M&P-167

Reported Annual Performance

SFS-12-4: Complete the 21st Century Space Launch Complex (21st CSLC) System Requirements 

Review/System Design Review.

Contributing Theme: Space and Flight Support

Contributing Program(s): 21st Century Space Launch Complex

FY07 FY08 FY09 FY10 FY11 FY12

None None None None SFS-11-4 

Yellow

SFS-12-4 

Green

Planned Annual Performance

FY13 Update SFS-13-3: Continue to establish and develop the 21st Century Space Launch Complex 

(21stCSLC) and implement the modifications identified during the FY 2011 initiated studies.

FY14 No annual performance goal in FY14.

Comments NASA changed the language of the APG for FY 2013 to clarify the measurement to be made.

Reported Annual Performance

No annual performance goal in FY12 or trended performance.

Contributing Theme: Exploration Systems and Development

Contributing 

Program(s): Exploration Ground Systems

Planned Annual Performance

FY13 Update

ESD-13-3: Complete the transfer of required Space Shuttle Program (SSP) and 

Constellation Program (CxP) assets to the Exploration Ground Systems (EGS) 

Program for use by SLS/MPCV at the Kennedy Space Center.

FY14 ESD-14-3: Complete the Exploration Ground Systems Program Preliminary Design

Review (PDR). 

Reported Multi-Year Performance 

Multi-Year Performance Goal 5.4.3.1: 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.

FY11 Since 1983, the TDRS constellation of satellites has played a major role in maintaining a 

reliable communications network for NASA with critical, non-interrupted connections to 

missions like ISS and the Hubble Space Telescope. NASA engineers recognize the fleet is 

aging and are working to replenish the fleet with two new TDRS satellites. The first 

spacecraft, TDRS-K, is on schedule to launch in January 2013. TDRS-K passed its Pre-Ship 

Review in September 2012 and awaited shipment from the contractor’s satellite assembly 

facility to Cape Canaveral, Florida in December. The second spacecraft, TDRS-L, is 

manifested for launch no earlier than February 2014.

Green

FY12

Green

Update to Multi-Year Performance Goal

FY13 Update This performance goal remains the same in FY13.

FY14 This performance goal remains the same in FY14.
Management and Performance 

PERFORMANCE REPORTING AND PLANNING

M&P-168

Reported Annual Performance

SFS-12-5: Complete Tracking and Data Relay Satellite (TDRS) K Pre-ship Review.

Contributing Theme: Space and Flight Support

Contributing Program(s): Space Communications and Navigation

FY07 FY08 FY09 FY10 FY11 FY12

None None 9SFS6

Green

10SFS07

Yellow

SFS-11-5 

Green

SFS-12-5 

Green

Planned Annual Performance

FY13 Update SFS-13-4: Complete TDRS L Pre-Ship Review.

FY14 SFS-14-4: Complete In-Orbit check-out of TDRS L spacecraft.

Comments

The original APG released with the FY 2013 Performance Plan was to “[p]repare TDRS L for 

its Flight Readiness Review (FRR).” NASA has corrected this to completing the Pre-Ship 

Review, which is the milestone that ensures the spacecraft is prepared for its flight readiness 

review.

Reported Multi-Year Performance 

Multi-Year Performance Goal 5.4.3.2: By FY 2016, replace or upgrade obsolete and unsustainable 

systems of the TDRSS Ground Segment at the White Sands Complex (WSC).

FY11 TDRSS incorporates a fleet of TDRS spacecraft connected in real time to a series of ground 

stations and data facilities. NASA is in the process of upgrading the ground segment to 

better serve the spacecraft. The Space Network Ground Segment Sustainment (SGSS)

project successfully passed its Preliminary Design Review on June 7, 2012. SGSS is 

responsible for redesigning the architecture and function of two ground stations at the White 

Sands Complex (WSC) in White Sands, NM, and a TDRSS terminal at the Guam Remote 

Station.

Green

FY12

Green

Update to Multi-Year Performance Goal

FY13 Update This performance goal remains the same in FY13.

FY14 This performance goal remains the same in FY14.

Reported Annual Performance

SFS-12-6: Complete the Space Network Ground Segment Sustainment (SGSS) Preliminary 

Design Review (PDR).

Contributing Theme: Space and Flight Support

Contributing Program(s): Space Communications and Navigation

FY07 FY08 FY09 FY10 FY11 FY12

None None None 10SFS08

Yellow

SFS-11-6 

Green

SFS-12-6 

Green

Planned Annual Performance

FY13 Update SFS-13-5: Complete Space Network Ground Segment Sustainment (SGSS) Critical Design 

Review (CDR).

FY14 SFS-14-5: Complete Space Network Ground Segment Sustainment (SGSS) Systems 

Integration Review (SIR).
Management and Performance 

PERFORMANCE REPORTING AND PLANNING

M&P-169

Reported Multi-Year Performance 

Multi-Year Performance Goal 5.4.3.3: By FY 2018, replace aging and obsolete Deep Space Network 

(DSN) 70-meter antenna at Canberra Deep Space Communications Complex (CDSCC).

FY11 NASA has determined that to meet the on-going demand for deep space communication 

services, it needs a number of new Deep Space Station antennas at its three Deep Space 

Network (DSN) sites. NASA’s Space Communications and Navigation (SCaN) office is 

developing an array of four 34-meter antennas, which are easy to maintain and can provide 

the same or better performance as the 70-meter antennas. The DSN Aperture Enhancement 

Project (DAEP) passed its Preliminary Design Review in April 2012. 

The first step in the DAEP is now under construction at CDSCC in Australia. SCaN has 

poured the antenna’s foundation (pedestal) and has procured long-lead antenna items, with 

all activities completed in a timely manner. Information provided at monthly Program 

Management Reviews supports the delivery dates, as well as scheduled design reviews for

this effort.

Green

FY12

Green

Update to Multi-Year Performance Goal

FY13 Update This performance goal remains the same in FY13.

FY14 This performance goal remains the same in FY14.

Reported Annual Performance

SFS-12-7: Complete Deep Space Station-35 (DSS-35) antenna fabrication at vendor.

Contributing Theme: Space and Flight Support

Contributing Program(s): Space Communications and Navigation

FY07 FY08 FY09 FY10 FY11 FY12

None None None None SFS-11-7 

Green

SFS-12-7 

Green

Planned Annual Performance

FY13 Update SFS-13-6: Complete antenna structure for DSS-35 at the CDSCC.

FY14 SFS-14-6: Complete the RF equipment installation at CDSCC to support operations.
Management and Performance 

PERFORMANCE REPORTING AND PLANNING

M&P-170

OUTCOME 5.5: ESTABLISH PARTNERSHIPS, INCLUDING INNOVATIVE

ARRANGEMENTS, WITH COMMERCIAL, INTERNATIONAL, AND OTHER GOVERNMENT

ENTITIES TO MAXIMIZE MISSION SUCCESS. 

Strategic partnerships with the U.S. Government and academic, industrial, and international organizations 

help NASA leverage resources, increase the impact of activities, and execute missions more effectively 

and efficiently. NASA works cooperatively with these partners to identify common goals, develop new 

technologies and applications, and share technical expertise to minimize risk. The Office of International 

and Interagency Relations (OIIR) provides executive leadership and coordination for all international 

partnerships. OIIR serves as the principal Agency liaison with the National Security Council, the Office 

of Science and Technology Policy, the Department of State, and the Department of Defense. OIIR also 

directs NASA’s international relations, negotiates cooperative and reimbursable agreements with foreign 

space partners, provides management oversight and staff support of NASA’s advisory committees, 

commissions, and panels, and manages the NASA Export Control Program and foreign travel by NASA 

employees. 

To achieve this outcome, NASA uses mechanisms like building public–private partnerships, hosting 

government capabilities on commercial spacecraft, and purchasing scientific or operational data products 

from commercial satellites. The ability to procure technology or services competitively when needed, 

rather than maintain a capability that may not be fully used, allows NASA to focus resources for 

institutional and program capabilities in areas of evolving strategic importance.

Reported Multi-Year Performance 

Multi-Year Performance Goal 5.5.2.1: Actively engage and provide leadership in international and 

interagency forums.

FY11 NASA, led by OIIR, actively engaged and provided leadership in international and 

interagency forums leading the U.S. delegation, which included seven U.S. Federal 

Agencies, to the Scientific and Technical Subcommittee sessions of the United Nations 

Committee on the Peaceful Uses of Outer Space, held February 6-17, 2012, and June 6-15, 

2012.

The charter establishing the Interagency Partnership Working Group (IPWG) was approved 

on April 5, 2011. The IPWG, led by OIIR, conducted three meetings, on May 12, 2011, 

November 29, 2011, and August 9, 2012. OIIR led the effort to draft and seek Agency 

concurrence on the IPWG charter, which was approved by NASA Headquarters officials-incharge for the Administrator’s Office, OIIR, the Office of Education, the Office of the Chief 

Technologist, the Science Mission Directorate, the Mission Support Directorate, the Office 

of Independent Program and Cost Evaluation, the Office of the General Counsel, the Office 

of the Chief Scientist, and the former Exploration Systems Mission Directorate and Space 

Operations Mission Directorate (which have since been merged into the Human Exploration 

Mission Directorate). The IPWG membership includes a senior representative from each 

office that concurred on the charter, as adjusted to reflect the current NASA organizational 

structure.

Green

FY12

Green
Management and Performance 

PERFORMANCE REPORTING AND PLANNING

M&P-171

Update to Multi-Year Performance Goal

FY13 Update Continue and improve coordination of NASA's international and interagency agreement 

activities.

FY14 This performance goal remains the same in FY14.

Reported Annual Performance

AMO-12-18: Establish an internal Interagency Partnerships Working Group (IPWG) led by the 

Office of International and Interagency Relations (OIIR) to improve Agency-wide coordination 

of interagency partnerships and related interagency working groups.

Contributing Theme: Agency Management and Operations

Contributing Program(s): Agency Management

FY07 FY08 FY09 FY10 FY11 FY12

None None None None AMO-11-18

Green

AMO-12-18

Green

Planned Annual Performance

FY13 Update

AMO-13-10: Implement improved management of existing agreements by incorporating 

Office of International and Interagency Relations (OIIR)-led interagency agreements into the 

Agency agreements database (i.e., the Space Act Agreement Maker).

FY14

AMO-14-9: Continue to play a primary role in planning and coordinating NASA and other 

U.S. Government agency participation in the United Nations Committee on the Peaceful Uses

of Outer Space by expanding international cooperation beyond major space faring nations.

Reported Multi-Year Performance 

No Multi-Year Performance Goal in FY12. 

FY11

Green

FY12

None

Update to Multi-Year Performance Goal

FY13 5.5.1.1: Working with the ISS National Laboratory management entity, expand utilization of 

ISS by non-NASA organizations.

FY14 No performance goal in FY14.

Reported Annual Performance

No annual performance goal in FY12 or trended performance.

Contributing Theme: International Space Station

Contributing 

Program(s): International Space Station
Management and Performance 

PERFORMANCE REPORTING AND PLANNING

M&P-172

Planned Annual Performance

FY13 Update

ISS-13-9: Facilitate the non-profit organization's (NPO) establishment of the ISS 

National Laboratory Marketplace to allow researchers and prospective investors to 

interact and to demonstrate its effectiveness by producing at least one externally 

funded research agreement.

FY14 No annual performance goal in FY14.