National Aeronautics and Space Administration

FY 2021 Annual Performance Report

FY 2022 Agency Performance Plan Update

FY 2023 Agency Performance Plan www.nasa.gov

FY 2023

Volume of 

Integrated Performance
Table of Contents

NASA’s FY 2023 Volume of Integrated Performance 2

Table of Contents

Above: NASA Communications’ Jasmine Hopkins moderates a CRS-21 prelaunch news conference at Kennedy Space Center in Florida on December 4, 2020. 

Participants included Kenny Todd, deputy program manager, International Space Station Program Office; Kirt Costello, chief scientist, International Space Station 

Program Office; Sarah Walker, director, Dragon Mission Management, SpaceX; and Melody Lovin, launch weather officer, U.S. Air Force 45th Space Wing. SpaceX’s 

Falcon 9 rocket, with the upgraded version of the Cargo Dragon spacecraft atop, launched on December 6, 2020, from Kennedy’s Launch Complex. It delivered 

supplies, equipment, and critical materials needed to support a variety of science and research investigations on the International Space Station. Image credit: NASA/

Isaac Watson

Part 1: Performance Management at NASA . . . . . . . . . . . . . . . . . . . . . . . 6

NASA Performance Foundations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Strategic Plan Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Performance Management in Action .

Performance Management Goals and Mandates . 

Oversight and Accountability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  1

Strategies for Improvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

High Risk Areas Identified by the GAO .

Management Challenges Identified by the OIG . 

Organized for Success and Sustainability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Table of Contents

NASA’s FY 2023 Volume of Integrated Performance iii

Part 2: Performance Planning and Reporting . . . . . . . . . . . . . . . . . . .  3

[Discover] Strategic Goal 1: Expand human knowledge through new 

scientific discoveries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  3

Strategic Objective 1.1: Understand the Earth system and its climate. . . . . . . . . . . . . 

Strategic Objective 1.2: Understand the Sun, solar system, and universe.. . . . . . . . . .

Strategic Objective 1.3: Ensure NASA’s science data are accessible

to all and produce practical benefits to society.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59

[Explore] Strategic Goal 2: Extend Human Presence to the Moon and 

on towards Mars for Sustainable Long-term Exploration, Development, 

and Utilization. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  6

Strategic Objective 2.1: Explore the surface of the Moon and deep space.. . . . . . . . .

Strategic Objective 2.2: Develop a human spaceflight economy 

enabled by a commercial market. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Strategic Objective 2.3: Develop capabilities and perform research

to safeguard explorers.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

Strategic Objective 2.4: Enable space access and services.. . . . . . . . . . . . . . . . . . . . . . .

[Innovate] Strategic Goal 3: Catalyze economic growth and drive 

innovation to address national challenges.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

Strategic Objective 3.1: Innovate and advance transformational

space technologies.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

Strategic Objective 3.2: Drive efficient and sustainable aviation. . . . . . . . . . . . . . . . . . 95

[Advance] Strategic Goal 4: Enhance capabilities and operations to 

catalyze current and future mission success.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  

Strategic Objective 4.1: Attract and develop a talented and diverse workforce. . . . . 1

Strategic Objective 4.2: Transform mission support capabilities for the

next era of aerospace.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Strategic Objective 4.3: Build the next generation of explorers.. . . . . . . . . . . . . . . . . 

Appendixes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132

Appendix A: FY 2023 Annual Evaluation Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  13

Appendix B: FY 2021 Summary of Progress by Strategic Objective....
DISCOVER

Above: After a 5,800-mile move, the James Webb Space Telescope has safely made it inside the cleanroom at its launch site at Guiana Space Center, in 

French Guiana. After its arrival, Webb was carefully lifted from its packing container and then raised vertical. This is the same configuration Webb was in 

when it launched on board an Ariane 5 rocket on December 25, 2021. Image credit: NASA/Chris Gunn

Part 1

Performance Management at 

NASA
NASA Performance Foundations

NASA’s FY 2023 Volume of Integrated Performance 7

Vision

Exploring the secrets of the universe 

for the benefit of all.

Mission

NASA explores the unknown in air and space, 

innovates for the benefit of humanity, and 

inspires the world through discovery.

Since 1958, NASA has led the peaceful exploration of space, advancing knowledge of Earth while making 

discoveries about the furthest reaches of the universe. NASA research has advanced aeronautics, helped

develop the commercial space industry, and strengthened the U.S. economy. Our efforts in space help to 

further the national economy, including through innovative commercial partnerships with American businesses. With the increasing threat of climate change, NASA’s efforts to study and understand the Earth system are of critical global significance. In addition, NASA’s partnerships with academic institutions support a 

robust science, technology, engineering, and mathematics (STEM) workforce and promote diversity, equity, 

and inclusion in the fields of science and technology. 

NASA’s long-term success will be largely determined by the strategic decisions and investments we make 

today, as well as constant adherence to our five guiding Core Values.

NASA Performance Foundations

Above: NASA astronaut and Expedition 64 Flight Engineer Kate Rubins removes research hardware from inside the Combustion Integrated Rack. She was 

replacing gear to support a suite of fuel efficiency, pollution, and fire safety studies known as the Advanced Combustion in Microgravity Experiments, or 

ACME. Image Credit: NASA
NASA Performance Foundations

NASA’s FY 2023 Volume of Integrated Performance 8

The Agency’s success also is supported by continuously evolving and strengthening our performance 

management. We use common business and development practices to proactively establish expectations and assess and improve performance on an

ongoing basis. We use data and evidence to inform

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

operations to selecting major missions and establishing the necessary infrastructure to pursue goals 

that may take a generation or longer to realize

NASA is transparent in these efforts, complying 

fully with requirements on performance reporting and accountability, in accordance with the 

Government Performance and Results Act (GPRA) 

Modernization Act of 2010. NASA’s commitment

to performance reaches further than compliance

We have an ingrained culture of self-evaluation 

and continuous improvement, using findings from 

studies and assessments to improve the Agency 

in the short term and position NASA for long-term 

success

The NASA 2022 Strategic Plan outlines our continuing plans for human and robotic space exploration, aeronautics, technology development, and 

Agency operations and provides a clear and unified direction for our programs and projects. This 

direction is captured in NASA’s Vision and Mission 

statements—why NASA exists, what we aspire to 

achieve, and how we expect to achieve societal 

benefits.

The information reported in this document is 

aligned with the NASA 2022 Strategic Plan and the 

FY 2023 Congressional Justification, in accordance 

with the requirements of the GPRA Modernization 

Act, as described below

Strategic-Performance-Evidence 

Framework 

The quadrennial NASA 2022 Strategic Plan describes 

a framework that consists of Strategic Goals 

aligned to our Mission; Strategic Objectives describing our long-term strategies for achieving the 

Strategic Goals; and multiyear, outcome-oriented 

Performance Goals. Annual targets and milestones

allow NASA to measure and track incremental progress towards achieving the Performance Goals

NASA’s Core Values

Safety 

NASA’s constant attention to safety 

is the cornerstone upon which we 

build mission success.

Integrity 

NASA is committed to maintaining 

an environment of trust, built upon 

honesty, ethical behavior, respect, 

and candor.

Inclusion 

NASA is committed to a culture 

of diversity, inclusion, and equity, 

where all employees feel welcome, 

respected, and engaged.

Teamwork 

NASA’s most powerful asset for 

achieving mission success is a multidisciplinary team of diverse, talented 

people across all NASA Centers .

NASA’s existing Core Values of Safety, Integrity, Inclusion, Teamwork, and Excellence 

mandate individual and organizational behavior across the Agency at all levels:

Excellence 

To achieve the highest standards in engineering, research, 

operations, and management in support of mission success, NASA 

is committed to nurturing an organizational culture in which 

individuals make full use of their time, talent, and opportunities 

to pursue excellence in conducting all Agency efforts.
NASA Performance Foundations

NASA’s FY 2023 Volume of Integrated Performance 9

Strategic Objectives

10+ years

Priority Questions

4 years

Agency Priority Goals

2 years

Performance Goals

2-5 years

President's Management 

Agenda Priorities

Multi year

Annual target

Milestone / Activity

Strategic Goals

Timeless

GPRAMA Evidence Act PMA

Legend

NASA’s 2022 Strategic-Performance-Evidence Framework

Learning Agenda

4 years

Strategic Plan

4 years

Annual Evaluation Plan

1 year

Agency Performance Plan

2 years

Annual Performance 

Report

1 year

Agency, GAO/OIG, 

Congressional priorities

Capacity Assessment

4 years

Agency Financial Report

1 year

Legend GPRAMA Evidence Act PMA
NASA Performance Foundations

NASA’s FY 2023 Volume of Integrated Performance 10

Learning Agenda, Capacity 

Assessment, and Annual Evaluation 

Plan

Congress signed the Foundations for EvidenceBased Policymaking Act of 2018 (Evidence Act) into 

law in January of 2019. The Evidence Act establishes 

a framework for agencies to organize evidence 

building, data management, and data access functions to ensure an integrated connection to data 

and evidence. The NASA 2022 Strategic Plan includes

NASA’s first-ever Learning Agenda and Capacity 

Assessment, which support this new requirement

The Learning Agenda is a roadmap for NASA to 

systematically plan evidence-building activities that 

will allow the Agency to make evidence-based policy decisions. The Learning Agenda identifies a set 

of broad questions NASA sees as urgent to moving 

our operations and Mission forward over the next 

four years. When answered, these questions will

help us work more effectively and efficiently, using 

evidence to make decisions relating to missions, 

programs, and investments

The Capacity Assessment provides an overview 

of evidence-building activities across the Agency 

that are appropriate to achieve NASA’s Mission

The Capacity Assessment reviews NASA’s ability 

to conduct evidence-building activities and identifies where resources are needed to develop and 

improve our capacity. This process supports the

Agency’s needs for learning and management, performance and strategic management, interagency 

and private sector coordination, and oversight and 

accountability

The Annual Evaluation Plan (see Appendix A: FY 

2023 Annual Evaluation Plan) identifies evaluations the Agency plans to undertake over the 

next fiscal year. This plan cultivates data sharing 

and resources between NASA organizations and 

provides information to help support our evidence-driven culture

Agency Performance Plan

The Agency Performance Plan includes 

Performance Goals, which are multiyear, outcome-oriented statements of future achievement 

supporting each Strategic Objective. The Agency

Performance Plan describes annual Performance 

Goal targets consistent with program and project 

commitments in the FY 2022 budget appropriation 

and the FY 2023 President’s Budget Request. Every

fiscal year, NASA reevaluates and updates the 

existing Performance Goals and targets to ensure 

they still accurately reflect NASA’s budget, priorities, 

strategies, and programmatic plans. Agency Priority

Goals are a subset of Performance Goals that highlight high-priority, high-profile activities the Agency 

plans to accomplish within a two-year timeframe

The description and targets remain unchanged 

during the Agency Priority Goal’s two-year lifespan

Part 2 includes a description and FY 2021 progress 

update on each of the Performance Goals and 

Agency Priority Goals

President’s Management Agenda

The President’s Management Agenda (PMA) defines 

Government-wide management priorities for all 

Federal agencies to improve how Government 

operates and performs. The Biden Administration

PMA focuses on strategies to advance three core 

priorities: Strengthening and empowering the 

Federal workforce; Delivering excellent, equitable, 

and secure Federal services and customer experience; and Managing the business of Government to 

build back better

The work of the PMA will comprise sustained, multiyear, Government-wide efforts to advance each 

of the three PMA priorities and their supporting 

strategies. Through the PMA, cross-agency teams

will further seek stakeholder input, define workstreams, set work plans and measures, advance 

collaborative efforts, and assess and measure progress across Government organizations

To ensure effective leadership and accountability 

across the Federal Government, each priority has 

one senior leader within the Executive Office of the 

President and another within one or more of the 

key delivery agencies. While NASA is not leading

any of the PMA priorities, we will support the collaborative efforts and this work will support performance management in several mission support 

areas within NASA

Performance Assessment Criteria

NASA’s Performance Goals consist of an outcome-based statement and measurable targeted 

level of performance to be achieved each year

We assign a color rating (see below) based on the 

actual level of performance against the annual 

target. NASA internal success criteria determine the

levels of performance required for a Yellow or Red 

rating
NASA Performance Foundations

NASA’s FY 2023 Volume of Integrated Performance 11

Green

Achieved or on track 

to achieve

Yellow

Slightly below target or 

behind schedule

Red

Significantly below target 

or behind schedule

White

Measure canceled 

or postponed

Agency Priority Goals

NASA assesses progress toward achieving Agency Priority Goals every quarter, per GPRA Modernization Act 

guidance. In addition to reporting progress to Agency leadership, we report progress to external stakeholders through Performance.g

In January 2021, the Office of Management and Budget (OMB) discontinued external reporting for the FY 

2020-2021 Agency Priority Goals. NASA transitioned the four Agency Priority Goals to Performance Goals to 

complete FY 2021 reporting. Below are the Performance Goals and their ratings for FY 2021, as well as the 

original Agency Priority Goal description through FY 2020. Additional information can be found in Part 

FY 2021 Performance Goals* and Original Agency Priority Goal Statements 

FY 2021 Performance Goal Statements and Related FY 2020-2021 Agency Priority 

Goal Statements Responsible Program Rating

1.1.11: Complete shipment of the James Webb Space Telescope in 

preparation for launch in FY 2022.

Agency Priority Goal through FY 2020: By September 30, 2021, NASA will launch the 

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

commissioning.

James Webb Space 

Telescope Program, 

Science Mission 

Directorate (SMD)

Yellow

2.1.2: Enable a robust commercial low Earth orbit economy in which transportation, habitation, and on-orbit services are available for purchase by NASA 

and other customers.

Agency Priority Goal through FY 2020: By September 30, 2021, NASA will support the 

development of commercial services, including through releasing new business opportunities, supporting demonstration flights, beginning certification activities, and demonstrating 

commercial capabilities.

Commercial 

Spaceflight 

Development and 

International Space 

Station, 

Human Exploration 

and Operations 

Mission Directorate**

Green

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

the Moon by demonstrating the necessary capabilities that advance lunar 

exploration. 

Agency Priority Goal through FY 2020: By September 30, 2021, NASA will launch Artemis I 

and make significant progress for Artemis II, and have multiple companies under contract to 

develop systems to land humans on the Moon.

Exploration Systems 

Development and 

Advanced Exploration 

Systems, 

Human Exploration 

and Operations 

Mission Directorate**

Green

2.2.2: Commence lunar surface technology demonstrations to enable a sustainable lunar surface exploration strategy.

Agency Priority Goal through FY 2020: By September 30, 2021, deliver NASA science and 

technology payloads to the awarded Commercial Lunar Payload Services (CLPS) provider(s) for delivery to the surface of the Moon.

Multiple Programs,

Space Technology 

Mission Directorate 

(STMD)

Yellow

*Performance Goal numbering is based on the NASA 2018 Strategic Plan framework.

**FY 2021 performance was managed by the Human Exploration and Operations Mission Directorate. This Mission Directorate was 

divided into two organizations (Exploration Systems Development Mission Directorate and Space Operations Mission Directorate) at 

the beginning of FY 2022.
NASA Performance Foundations

NASA’s FY 2023 Volume of Integrated Performance 12

NASA has identified four new Agency Priority Goals for the FY 2022–2023 reporting cycle (see below). These 

Agency Priority Goals are included in the NASA 2022 Strategic Plan

FY 2022–2023 Agency Priority Goals*

Agency Priority Goal Statements Responsible Program

1.1.4: Use the global vantage point of space to advance our understanding of the Earth system, 

its processes, and changing climate. By September 30, 2023, NASA will advance climate change 

research by delivering two new observing systems and an upgrade to NASA’s primary global 

Earth systems model.

Multiple Programs, 

Science Mission 

Directorate

1.2.10: After launch, deployment, and start of science operations, the James Webb Space 

Telescope will study every phase in the history of our universe, ranging from the first luminous 

glows after the Big Bang, to the formation of other stellar systems capable of supporting life on 

planets like Earth, to the evolution of our own solar system. By September 30, 2023, NASA will 

complete commissioning of the James Webb Space Telescope, the most powerful and complex 

space telescope ever built, and begin Webb’s Cycle 2 observations.

Cosmic Origins, 

Science Mission 

Directorate

2.1.1: Advance America’s goal to land the first woman and the first person of color on the Moon 

and pursue a sustainable program of exploration by demonstrating capabilities that advance 

lunar exploration. By September 30, 2023, NASA will launch Artemis I, deliver the Core Stage for 

Artemis II to Kennedy Space Center for processing, and have multiple companies under contract 

to develop systems for sustainable human lunar exploration.

Common Exploration 

Systems Development 

and Artemis Campaign 

Development, 

Exploration Systems 

Development Mission 

Directorate

3.1.5: Ensure American global leadership in space technology innovations through increased 

partnering with industry and demonstrating key lunar surface and deep space technologies. By 

September 30, 2023: NASA will demonstrate leadership in space technology by: 

• Enhancing partnerships with industry through delivery or completion of milestones for at least 4 Tipping Point 

opportunities, and at least 3 critical small business technology transitions to develop capabilities that support 

NASA and commercial needs; 

• Delivering at least 3 new technologies that will be demonstrated on the lunar surface or in lunar orbit; and

• Completing at least 2 major milestones for projects that increase the Nation’s capabilities in deep space.

Early Stage Innovation 

and Partnerships, 

Technology 

Demonstrations, 

Technology 

Maturation, and SBIR 

and STTR, Space 

Technology Mission 

Directorate (STMD)

*See https://www.performance.gov/agencies/nasa/ for more information about our Agency Priority Goals.

Performance Management in Action

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

our care. This includes maintaining a culture of data-driven performance management that continually

improves our performance management systems, increasing accountability, transparency, and oversight

This approach leads to more consistent performance reporting across NASA’s missions and ensures the 

optimal use of our resources

NASA plans and evaluates performance in a continuous cycle, spanning fiscal years, in conjunction with the 

annual planning, programming, budgeting, and execution process used to ensure that resource alignment 

supports mission and operational needs. This ongoing feedback loop ensures that plans reflect performance expectations and, in return, those performance results inform planning decisions

The GPRA Modernization Act requires agencies to set long-term Strategic Goals and Objectives, as well as 

near-term Performance Goals. The GPRA Modernization Act also requires frequent data-driven perfor
NASA Performance Foundations

NASA’s FY 2023 Volume of Integrated Performance 13

mance reviews and a performance management 

leadership structure that begins with the Agency 

Administrator, the Chief Operating Officer, the 

Performance Improvement Officer/Evaluation 

Officer, Chief Performance Management Officer, 

and the goal leaders. The GPRA Modernization Act’s

performance framework must translate across and 

cascade down the organization to all Agency managers and team leaders

Annual Strategic Reviews

The annual Strategic Review process encompasses 

a comprehensive review of each of our Strategic 

Objectives. Agency leaders assess progress on

executing the near-, mid-, and long-term strategies 

of each Strategic Objective and how contributing 

portfolios address opportunities, risks, external 

factors, and other events that may affect progress. 

The review also considers current or planned evaluations and evidence-building activities that may 

support strategy implementation

Based on a self-assessment of progress by the 

Strategic Objective leader, NASA determines 

whether a Strategic Objective demonstrates 

noteworthy progress, satisfactory performance, or is a focus area for improvement. Our

Chief Performance Management Officer and 

Performance Improvement Officer/Evaluation 

Officer determine final ratings and next steps for 

the Agency. The Strategic Review inputs, findings, 

and results inform our budget process and are 

inputs to the annual performance planning process

NASA’s 2021 Strategic Review assessed progress 

towards achieving the Strategic Objectives in the 

NASA 2018 Strategic Plan. The ratings from the

review and the Summary of Progress by Strategic 

Objective are provided in Appendix B: 

FY 2021 Summary of Progress. The 2022 Strategic

Review will provide a baseline for the Strategic 

Objectives in the NASA 2022 Strategic Plan and 

assess portfolio strategies

Annual Performance Assessments

During the third and fourth quarters of each fiscal 

year, program officials assess progress towards 

achieving the Performance Goals listed in the 

Annual Performance Plan. They determine whether

targets and any supporting milestones were met 

as anticipated, assign the appropriate color rating, 

and provide an explanation to support the rating

NASA’s Performance Improvement Officer reviews 

the performance assessment results and provides feedback and determines final ratings when 

needed

NASA publishes a summary of preliminary fiscal 

year performance ratings in the annual Agency 

Financial Report, in accordance with OMB Circular 

A-136 guidance. We publish the final fiscal year 

performance ratings in the Annual Performance 

Report, which becomes part of the Volume of 

Integrated Performance

NASA’s FY 2021 ratings for our 48 Performance 

Goal include 38 Green, 6 Yellow, and 1 Red. Three 

Performance Goals could not be assessed for FY 

2021 because of missing data and, therefore, were 

rated White. (See the summary chart below.

Summary FY 2021 Performance Goal Ratings by Strategic Objective (NASA 2018 Strategic Plan Framework)
NASA Performance Foundations

NASA’s FY 2023 Volume of Integrated Performance 14

Part 2 presents the individual FY 2021 ratings and 

supporting performance explanations

The FY 2021 performance ratings and explanations 

represent the last reported performance progress 

in support of the NASA 2018 Strategic Plan framework. Beginning in FY 2022, our performance will

support the NASA 2022 Strategic Plan strategy-performance-evidence framework

Performance Management Goals 

and Mandates

Several pieces of legislation have been passed over 

the years that build on the GPRA Modernization 

Act’s framework for performance management

The key pieces of legislation that have impacted 

performance reporting are the Evidence Act, the 

2016 update on enterprise risk management 

(M-16-17) to OMB Circular A-123, and the 2018 

update (M-18-19) to the Program Management 

Improvement Accountability Act of 2016 (PMIAA)

Together this legislation informs all aspects of performance management goals and mandates

FY 2023 Budget Request

FY 2023 Budget Request by Strategic Objective ($M)

Strategic Objective Requested

1.1 $1,967.2

1.2 $5,576.8

1.3 $444.3

2.1 $6,153.0

2.2 $4,616.6

2.3 $252.7

2.4 $722.2

3.1 $1,437.9

3.2 $971.5

4.1 $108.4

4.2 $158.9

4.3 $48.4

*FY 2021 reflects funding amounts specified in Public Law 116-

260, Consolidated Appropriations Act, 2021, as adjusted by NASA’s FY 2021 Operating Plan, December 2021.

The 12 Strategic Objectives are mapped to NASA’s 

FY 2023 President’s Budget Request. The table

above provides the FY 2023 budget request for 

each Strategic Objective. Detailed budget tables,

provided in Part 2, include the FY 2021 actual, 

FY 2022 enacted, and outyear budget numbers 

through FY 2027. The budget numbers for FY 2021 

and FY 2022 represent actual budget authority and 

the budget numbers for FY 2023 through FY 2027 

are based on the requested budget. The funding

lines combine multiple programs and projects 

that support the Strategic Objective. The budget numbers are rounded and will not add up to

NASA’s total budget request. Funds for the Office of 

Inspector General are not included in any Strategic 

Objective funding line

Enterprise Risk Management

The enterprise risk management process provides 

insights on how to effectively prioritize and manage 

risks to mission delivery while also providing an 

enterprise-wide, strategically aligned portfolio view 

of organizational risks, challenges, and opportunities. NASA has a program management integration

function with matrixed support from the Office of 

the Chief Engineer and Office of the Chief Financial 

Officer and in partnership with the Mission 

Directorates and Centers. While we cannot mitigate

all risks related to achieving our Strategic Goals and 

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

challenges related to mission delivery to the greatest extent possible. Enterprise risk management

is integrated with the Strategic Review process to 

provide an analysis of the risks and opportunities 

NASA faces in achieving the Strategic Objectives

Using Evidence for Decision-Making

NASA uses evidence to inform investment decisions 

at all levels, from day-to-day operations to selecting major missions and establishing the necessary 

infrastructure to pursue goals that may take a 

generation, or longer, to realize. The Evidence Ac

formalized requirements for agencies to utilize evidence, evaluation, and data as a planning tool for 

policy and decision making

Annual Evaluation Plan (see Appendix A) features 

significant evaluations to support the performance 

planning process and provide evidence to decision-makers. The Learning Agenda (see Appendix 

A of the 2022 Strategic Plan) is a four-year plan to 

build evidence across several priority areas for 

NASA to cultivate interagency collaboration, establish pathways for dissemination and data sharing, 

and identify gaps that exist across the Agency’s 

vibrant performance and planning culture. Both the

Annual Evaluation Plan and Learning Agenda will 

help us determine if we have accomplished what 

we set out to do and inform future priorities
NASA Performance Foundations

NASA’s FY 2023 Volume of Integrated Performance 15

Program and Project Management 

for Executive Agencies

PMIAA formalized requirements to strengthen 

program and project management within Federal 

agencies. As a research and development agency,

NASA uses the core concept of cost, schedule, 

and program and project management to assess 

performance during the development phase. NASA

established a Program Management Improvement 

Officer and a permanent program management 

working group to address PMIAA requirements and 

develop implementation plans. NASA is currently

carrying out a five-year PMIAA implementation 

plan that includes performing periodic portfolio 

assessments to examine and determine focused 

improvements to our program management practices, guidance, and trainings that strive to improve 

performance overall

Oversight and Accountability 

In setting goals and establishing plans to achieve 

mission success, NASA leaders rely on information from multiple sources. Rigorous independent assessments, both internal and external to

the Agency, are an essential tool in ensuring the 

integrity of data necessary to make well-informed 

investment decisions. Independent verification and 

validation in planning and executing work provides 

greater confidence in performance during development and execution and improves expected 

outcomes. In many cases, these assessments

include a routine measure of progress against a 

predetermined set of indicators or other targets 

that effectively establish an early warning system 

so that deviations can be more quickly and easily 

addressed

Governance Councils

NASA uses four senior leadership councils to govern the Agency. Councils provide high-level oversight, set requirements and strategic priorities, and

guide key assessments of the Agency. The council

members evaluate issues and support decision 

authorities when issues involve or require high levels of difficulty, integration, visibility, and approval.

■ The Executive Council determines our strategic direction, assesses our progress toward 

achieving the NASA Vision, and serves as our 

senior decision-making body for Agency-wide 

decisions

■ The Mission Support Council serves as our 

senior decision-making body regarding the 

integrated Agency mission support portfolio, 

and mission support plans and implementation strategies (including facility, infrastructure, 

workforce, and associated investments); and 

determines and assesses mission support 

requirements to enable successful accomplishment of our missions

■ The Agency Program Management Council 

serves as our senior decision-making body 

regarding the integrated Agency mission portfolio; and baselines and assesses performance 

of NASA projects, programs, mission directorate portfolios, and the integrated Agency portfolio to ensure achievement of our Strategic 

Goals

■ The Acquisition Strategy Council approves 

acquisition approaches for large, high-profile 

programs as recommended by the sponsoring 

Mission Directorate; decides particular work 

assignments to Centers and updates to Center 

roles; and evaluates mission needs and Agency 

workforce capacity through an annual Agency 

Strategic Implementation Planning meeting

Technical Authorities

The Technical Authorities (Engineering, Safety and 

Mission Assurance, and Health and Medical) are 

a key part of NASA’s overall system of checks and 

balances and provide independent oversight of 

programs and projects in support of safety and 

mission success

Technical Authority originates with the 

Administrator, ensuring work on critical performance areas adheres to Agency policy, requirements, and standards. The fundamental aspects of

Technical Authority are: 

■ Provide an independent view of program/project activities; 

■ Ensure direction to the program or project 

reflects the view of the Center or, where appropriate, the view of the NASA Technical Authority 

community; 

■ Adjudicate requests for relief (via waivers) from 

the Technical Authority technical baseline; and 

■ Implement the dissenting opinion process, to 

support full and open discussion of substantive disagreement with a decision or decision 

in regard to the Technical Authority technical 

baseline
NASA Performance Foundations

NASA’s FY 2023 Volume of Integrated Performance 16

Baseline Performance Reviews

NASA conducts a monthly internal forum where 

NASA’s leadership tracks and assesses performance 

of the Agency’s work against established plans. The

baseline performance review is a bottom-up review 

of mission and select mission support programs 

and projects with risks in performance areas such 

as cost and schedule, contract commitments, and 

technical objectives. It also includes performance

progress for Agency Priority Goals and the annual 

Strategic Review of our Strategic Objectives. Each

Mission Directorate provides a performance 

assessment of the activity it oversees and analysts outside of the performing organization conduct independent assessments. NASA’s Technical

Authorities provide oversight and an additional 

level of control

Program and Project Key Decision 

Point Reviews

As stated above, NASA requires internal independent assessments on the progress of programs and 

projects through their life cycles. Senior leaders

convene a series of formal gatekeeping key decision point reviews, requiring managers to provide 

assessments of how the programs and projects are 

performing in key areas. Such key decision points

are specific milestones at which managers must 

provide Agency leadership with information about 

program maturity and readiness to progress to the 

next stage of the life cycle (see the figure on page 

17.).

The mandatory reviews at key decision point milestones focus on the program or project’s assessment of status, as well as that of the Standing 

Review Board or mission directorate independent 

review team. Multiple stakeholder organizations

also have the opportunity to weigh in on the information presented. Other reviews may be scheduled, in accordance with the lifecycle schedule of

that project and depending on the formulation, 

development implementation, or construction 

plan. Additionally, NASA senior leaders monitor

overall performance monthly through the Baseline 

Performance Review. NASA provides Congress,

OMB, and the Government Accountability Office 

with cost and schedule updates for major projects 

with an estimated lifecycle cost of $250 million or 

greater.

NASA Office of Inspector 

General and the Government 

Accountability Office

Two independent organizations, the NASA 

Office of Inspector General and the Government 

Accountability Office, conduct both broadly and 

narrowly focused evaluations of how well the 

Agency is achieving outcomes and performing to 

expectations. Evaluations cross all types of NASA

work, from planning new initiatives, managing 

major programs, implementing necessary infrastructure modernization, to the potential impact 

of legislation and policy. The Office of Inspector 

General and contracted independent auditors are 

also employed to review the Agency’s financial 

record keeping systems, compliance with requirements, and financial controls. NASA reviews the 

resulting reports and provides feedback on how 

the Agency will improve on identified management 

challenges
NASA Performance Foundations

NASA’s FY 2023 Volume of Integrated Performance 17

NASA 

Lifecycle 

Phases Formulation Implementation

Lifecycle 

Phases

PHASE A:

Concept & 

Technology 

Development

PHASE B:

Preliminary 

Design & 

Technology 

Completion

PHASE C:

Final Design & 

Fabrication

PHASE D:

System 

Assembly, 

Integration & 

Test, Launch & 

Checkout

PHASE E:

Operations & 

Sustainment

Phase F:

Closeout

Major 

Lifecycle 

Reviews & 

Events

KDP-A KDP-B KDP-C KDP-D KDP-E KDP-F

SRR PDR CDR SIR PSR DRR

End of 

Launch Mission

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

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

System Requirements 

Review (SRR) evaluates 

whether the functional and 

performance requirements for 

the system meet the needs 

of the project and represent 

achievable capabilities

Preliminary Design 

Review (PDR) evaluates 

completeness/consistency 

of the planning, technical, 

cost, and schedule baselines 

developed during Formulation

Critical Design Review 

(CDR) evaluates the project design and its ability to 

meet mission requirements 

with appropriate margins 

and acceptable risk

System Integration 

Review (SIR) evaluates 

whether the projects is 

ready for integration and 

test, can be completed with 

available resources, and is 

ready for Phase D

Pre-Ship Review (PSR) 

ensures the completeness of 

any item of hardware or software before it is released to 

another facility for integration 

with a larger system or the 

spacecraft

Disposal Readiness 

Review (DRR) evaluates the readiness of the 

project and system for a 

disposal event, such as 

deorbiting

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

Management Requirements (NASA Procedural Requirements 7120.8A).
Strategies for Improvement

NASA’s FY 2023 Volume of Integrated Performance 18

Strategies for Improvement

Above: NASA Administrator Bill Nelson talks to the Agency’s workforce during his first State of NASA event on June 2, 2021, at NASA Headquarters Mary W. 

Jackson Building in Washington, DC. Nelson remarked on his long history with NASA, and among other topics, discussed our plans for future Earth-focused 

missions to address climate change and a robotic and human return to the Moon through the Artemis program, as well as announcing two new planetary 

science missions to Venus, VERITAS and DAVINCI+. Image Credit: NASA/Bill Ingalls

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

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

operations. In addition, periodic external assessments focus management attention on areas of high risk or

potential difficulty. The Government Accountability Office (GAO) and the NASA Office of Inspector General 

(OIG) conduct such external assessments, identifying trouble spots and recommending how to address 

them. Issues raised by the GAO and OIG represent high-priority areas for management attentio

High Risk Areas Identified by the GAO

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

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

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

in 1990. To assist in corrective action planning, the GAO established five criteria that, if addressed, would 

substantively improve operations and clear the GAO’s concern about high-risk activity:

■ Leadership Commitment: Demonstrated strong commitment and top leadership support

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

■ Action Plan: A corrective action plan exists that defines the root cause, solutions, and provides for 

substantially completing corrective measures, including steps necessary to implement recommended 

solutions

■ Monitoring: A program has been instituted to monitor and independently validate the effectiveness and 

sustainability of corrective measures

■ Demonstrated Progress: Ability to demonstrate progress in implementing corrective measures and 

resolving high-risk areas
As part of the 2019 update for NASA, High-Risk 

Series: Dedicated Leadership Needed to Address 

Limited Progress in Most High-Risk Areas (GAO21-119SP), the GAO included a scorecard detailing 

which of these criteria for improving acquisition 

management have been met, partially met, or have 

not been met. NASA has fully met the criteria for

leadership commitment, a corrective action plan

NASA has partially met the criteria for capacity and 

demonstrated progress. The 2021 report reflects an 

improvement in the leadership commitment and 

monitoring areas over the previous 2019 report.

NASA’s responses to these challenges have yielded 

more credible cost and schedule baselines, and 

both the GAO and OIG have observed that NASA’s 

management of its small- and medium-class major 

flight projects has improved. The effectiveness of 

these tools is particularly evident for the smaller 

(under $1 billion lifecycle cost) projects. However, 

NASA needs to improve management of its larger, 

more complex projects, which typically involve 

the development of a significant number of new 

technologies, greater integration risk, and early 

cost and schedule estimation challenges. The

GAO observed that risks remain for NASA’s largest 

flagship-type projects, such as the James Webb 

Space Telescope (Webb) (see 1.2.10: Complete commissioning of the James Webb Space Telescope, 

the most powerful and complex space telescope 

ever built, and begin Webb’s Cycle 2 observations

(Agency Priority Goal)), the Space Launch System 

(SLS), and Orion (see the Artemis Performance 

Goal 2.1.1: Advance America’s goal to land the first 

woman and first person of color on the Moon by 

demonstrating capabilities that advance lunar 

exploration. (Agency Priority Goal)

A Corrective Action Plan 

for Acquisition Management 

Improvements

NASA released an updated high-risk corrective 

action plan in August 2020 in response to the continued inclusion of NASA’s acquisition practices in 

GAO’s 2019 high-risk report, as well as recent challenges in cost schedule growth experienced by several of NASA’s highest profile missions. The overall 

goal of the plan is to strengthen the Agency’s 

cutting-edge program and project management 

efforts across the board and improve transparency 

to stakeholders

In September 2018, NASA senior leadership determined that a new corrective action plan was 

necessary to continue driving improvements in 

the Agency’s program and project management 

policies and processes. The plan was comprised

of seven initiatives to implement, one initiative to 

pilot, and one initiative to research

Between the start of the 2018 plan in December 

2018 and approval of the 2020 plan in July 2020, six 

initiatives were completed, one (Improve Human 

Exploration and Operations Mission Directorate 

(HEOMD) Portfolio Insight and Status) was closed 

and rewritten to better align to GAO’s open priority recommendations and to clarify tracking and 

closure requirements, and two longer-term initiatives remained in process. The two ongoing initiatives—Enhanced Earned Value Management (EVM)

Implementation and Program Planning and Control 

(PP&C) Training Curriculum—are intended to be 

longer-term initiatives. The initiative to pilot an

Agency schedule repository was deemed a success 

and a new initiative to fully implement the schedule 

repository was put into place

The August 2020 Corrective Action Plan update 

also included two new initiatives. One initiative will

be to implement enhancements to NASA’s Cost 

Analysis and Data Requirements (CADRe) data 

collection process to better capture critical data 

from Category III/Class D missions. The other will 

see that major acquisitions (contracts greater than 

$500 million) include an evaluation of the financial 

health, stability, and outlook of organizations under 

consideration prior to contract award in order to 

enhance competitive and sole-selection procurement processes

As described in the August 2020 Corrective Action 

Plan, the next iteration of the Corrective Action Plan 

will be considered, evaluated, and pursued in the 

first half of calendar year 2022. The progress of 

current initiatives will be assessed and/or closed, 

and new initiatives will be considered for inclusion 

that address current and emergent issues. NASA’s

Associate Administrator will decide on the 2022 

corrective action plan in the summer of CY 2022 via 

the Agency Program Management Council. A summer implementation of a Corrective Action Plan

update will serve to inform the GAO as they begin 

work on the upcoming 2023 high risk-report

NASA will release the next update to the Corrective 

Action Plan in 2022

Strategies for Improvement

NASA’s FY 2023 Volume of Integrated Performance 19
Management Challenges Identified 

by the OIG

Each fiscal year, NASA’s OIG issues a letter summarizing what the Inspector General considers to 

be NASA’s most serious management and performance challenges, as well as a brief assessment 

regarding the Agency’s progress in addressing 

those challenges. NASA leverages the results of OIG

audits to improve the overall efficiency and effectiveness of its programs, projects, and functional 

activities. NASA also is committed to ensuring

timely and responsive final management decisions, 

along with timely and complete final management 

action, on all audit recommendations issued the 

NASA OIG

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

that audit recommendations issued by the OIG 

are resolved and implemented in a timely, responsive, and effective manner. NASA’s audit follow-up 

program is a key element in improving the overall 

efficiency and effectiveness of NASA’s programs, 

projects, and operations. The requirements for

managing the OIG’s recommendations are detailed 

in NASA’s FY 2020 Agency Financial Report

The OIG’s 2021 Report on NASA’s Top Management 

and Performance Challenges continues the seven 

challenges identified in 2020 and adds a new challenge focused on the impacts of COVID-19. Below is 

a summary of the report

Returning Humans to the Moon

The Artemis program—currently NASA’s most 

ambitious and costly ongoing activity—is projected 

to cost the Agency $93 billion by FY 2025 and will 

require decades-long engagement from NASA and 

its commercial and international partners to build 

and support multiple exploration systems, conduct 

research and technology demonstrations to return 

humans to the Moon, and prepare for an eventual 

crewed mission to Mars. The date of the longawaited return, however, remains a question since

development delays, compounded by the COVID-19 

pandemic, will preclude NASA from meeting its goal 

of landing astronauts on the Moon by late 2024

Artemis is a multi-mission program that allows 

NASA to extend the length and complexity of lunar 

missions over time. The first three missions—

Artemis I, II, and III—culminate with astronauts 

landing on the Moon with Artemis III. NASA will use

the Space Launch System (SLS) heavy-lift rocket 

and Orion Multi-Purpose Crew Vehicle (Orion) capsule in all three missions. For Artemis III, the Orion

capsule—with four astronauts on board—will dock 

in lunar orbit with a Human Landing System (HLS) 

to transport astronauts to the lunar surface, and 

the astronauts will require next-generation spacesuits, known as Exploration Extravehicular Mobility 

Units, to explore the lunar surface. Subsequent

Artemis missions are expected to include a longer-term presence on the Moon that incorporates 

additional systems, including a lunar orbiting outpost called the Gateway and Lunar Terrain Vehicles 

to transport crew on the Moon’s surface

As the OIG has reported in previous reports, NASA’s 

greatest challenge with its human exploration 

ambitions is development of the systems required 

to get humans to the Moon and Mars safely with 

the funding Congress has allocated and within 

the timeframe the Administration has imposed

For example, for FY 2021, Congress appropriated 

only $850 million out of an estimated need of $3.4

billion for the HLS. As a result, the NASA selected 

a single company, thereby affecting its acquisition 

strategy to promote competition and redundancy

To mitigate the risk of having only one provider, 

NASA decided to accelerate its Lunar Exploration 

Transportation Services procurement to allow 

other companies to develop technologies and 

potentially receive a contract to deliver astronauts 

to the Moon. The OIG also found that delays in

development of the Agency’s next-generation 

spacesuits—attributed to technical challenges, 

funding issues, and COVID-19 impacts—will preclude the new suits from being ready for flight no 

earlier than April 2025 and will cost more than 

a billion dollars for development and assembly

These are only two recent examples in a series 

of long-standing challenges to build the systems 

required for the Agency’s Artemis missions and 

follow-on Mars exploration plans

Overall, NASA has made progress towards executing the first three Artemis missions, culminating with the planned return of astronauts to the 

surface of the Moon. The OIG estimates that the

SLS, Orion, and Exploration Ground Systems programs will be ready to launch Artemis I by summer 

2022. In addition, NASA completed all the contract

awards necessary for the initial Gateway capability 

when it awarded Northrop Grumman a fixed-price 

contract in July 2021 for the final design and build 

phase of the Habitation and Logistics Outpost. 

Development continues for the electrical power 

system for the Gateway’s Power and Propulsion 

Element. For Artemis III, NASA allowed flexibility for 

Strategies for Improvement

NASA’s FY 2023 Volume of Integrated Performance 20
HLS proposers to either dock with the Gateway or 

directly with Orion. NASA’s award to SpaceX for the

Artemis III demonstration includes its HLS Starship 

linking up directly with the crewed Orion in lunar 

orbit to ferry astronauts to and from the Moon’s 

surface. NASA aims to have the Gateway operational in time for Artemis IV. Lastly, the Agency

continues to develop its next-generation spacesuit 

capabilities, including a testing suit, two qualification suits, an International Space Station (ISS) 

demonstration suit, and two lunar flight suits. 

Despite progress towards developing its Artemis 

systems, the OIG states that NASA still needs to 

produce a comprehensive estimate that consolidates all Artemis costs across Mission Directorates

Because Artemis is not a formal program as 

defined by the Agency’s Space Flight Program and 

Project Management Requirements, an Artemiswide full lifecycle cost estimate was not required

Instead, NASA’s disparate programs and projects 

individually submit budget estimates through 

their divisions and directorates to the Office of the 

Chief Financial Officer. Without understanding and 

accurately reporting the overall cost of current and 

future missions, Congress will lack the information 

needed to make informed decisions about NASA’s 

long-term funding needs, and the Agency will be 

challenged to make Artemis a sustainable venture

The OIG also is concerned that relying on such an 

expensive heavy-lift rocket system will inhibit if 

not derail NASA’s ability to sustain its long-term 

human exploration goals. NASA’s Commercial

Crew Program shows how competitively awarded 

fixed-price contracts can control costs if requirements are properly defined. NASA has applied this 

acquisition model to the Gateway’s Power and 

Propulsion Element and HLS procurements and 

intends to use a commercial services approach for 

next-generation spacesuits. NASA needs to develop

a realistic, risk-informed schedule that includes sufficient margin to better align Agency expectations 

with the development schedule

See Strategic Objective 2.1: Explore the surface 

of the Moon and deep space. and in Appendix B,

Strategic Objective 2.2: Conduct human exploration in deep space, including to the surface of the

Moon

Improving Management of Major 

Projects

Historically, NASA’s major projects have cost significantly more and taken much longer to complete 

than initially planned. Although most of the cost

growth comes from two of NASA’s major projects—James Webb Space Telescope (Webb) and 

SLS—other major projects have experienced both 

cost and schedule growth. Some of this can be

attributed to the impacts of COVID-19. Additionally, 

NASA has struggled to provide reliable lifecycle cost 

estimates for complex projects involving multiple, 

first-of-their-kind components (such as Webb) and 

missions that involve multiple iterations of major 

projects without a definitive lifecycle end date (like 

the SLS rocket and Orion capsule for Artemis). 

The OIG states that, overall, NASA remains challenged to complete its major projects within their 

planned costs and schedules due to a culture of 

optimism, underestimating technical complexity, 

and funding instability—all long-standing issues

However, the OIG notes that NASA’s recent efforts 

to improve management of its major projects 

have shown indications of improved performance 

and reduced costs for several projects, including 

Landsat 9 and Psyche. Progress toward improving 

NASA’s acquisition management is demonstrated 

by the Agency’s commitment to implement its 2018 

Corrective Action Plan, which addressed the causes 

of cost and schedule concerns highlighted in GAO’s 

High-Risk List. As a result of the Corrective Action 

Plan’s initiatives, NASA has developed best practices, added additional requirements, and implemented external monitoring related to cost and 

schedule of major projects. GAO’s 2021 High-Risk 

Series report listed NASA’s acquisition management 

as one of only seven high-risk areas throughout the 

entire Federal government that showed progress 

toward meeting criteria for removal from the HighRisk List over the past two years.

The OIG urges NASA to redouble its efforts to 

ensure that its science and space exploration projects are grounded in accurate estimates and meet 

cost, schedule, and performance goals. Given a limited budget to fund multiple ambitious projects, it

is critical that NASA implement planned changes to 

its Joint Cost and Schedule Confidence Level policy, 

as well as demonstrate sustained progress completing initiatives in its 2020 Corrective Action Plan

Furthermore, when taking on a mission, requirements should be clearly defined, affordable, captured, and communicated early in the development 

effort to reduce the risk of costly design changes. 

For example, NASA has begun to acquire major 

Artemis systems such as the Gateway and the HLS 

through public-private partnerships, but it has still 

not fully defined the lunar system architecture or 

established requirements for its lunar missions

Strategies for Improvement

NASA’s FY 2023 Volume of Integrated Performance 21
Consequently, NASA will need to address potential 

requirements and technology development knowledge gaps in Artemis projects due to a lack of firm 

requirements before entering implementation

For more information, see Strategic Objective 1.1: 

Understand the Earth system and its climate.,

Strategic Objective 1.2: Understand the Sun, 

solar system, and universe., Strategic Objective

2.1: Explore the surface of the Moon and deep 

space., and in Appendix B, Strategic Objective 1.1:

Understand the Sun, Earth, solar system, and universe. and Strategic Objective 2.2: Conduct huma

exploration in deep space, including to the surface 

of the Moon

Sustaining a Human Presence in 

Low Earth Orbit

The continuous operation of research and technology demonstrations in low Earth orbit is critical to 

achieving NASA’s goals in science, technology, and 

human space flight. Without the availability of a 

low Earth orbit platform to conduct critical health 

research and demonstrate key technologies, NASA 

would be faced with the difficult decision of accepting a higher level of risk or delaying human missions to the Moon and Mars. The U.S. segment 

the International Space Station (ISS) is structurally 

certified to operate until 2028. Recent events highlight risks to the ISS’s operational performance, and 

while NASA determined that these events do not 

pose an immediate threat to the ISS’s operational 

longevity, NASA and its partners will eventually 

have to come to a decision to initiate its decommissioning and deorbit

Looking forward, NASA plans to maintain a human 

presence in low Earth orbit after the ISS is retired 

by becoming a customer of commercially owned 

and operated space destinations. This will require

a sustained but largely undetermined financial 

investment by the Federal government and private companies. NASA’s initial efforts to develop a 

commercial market—relying on the Center for the 

Advancement of Science in Space, Inc. (CASIS) to

advance research endeavors for the commercial 

sector—were unsuccessful. In 2019, NASA released 

a plan to expand commercial opportunities in 

space beyond what was initially allowed under 

CASIS, including private astronaut missions to the 

ISS. However, Congress authorized NASA to spend

only $17 million to support commercial low Earth 

orbit development in FY 2021—just over 10 percent 

of the Agency’s requested $150 million.

The OIG notes that the first certified commercial flight of astronauts was launched into space 

in November 2020 from Crew Dragon, SpaceX’s 

commercial crew transportation vehicle, during the 

pandemic had closed NASA’s facilities and at least 

90 percent of its workforce was teleworking. This

was the first time since the end of the Space Shuttle 

Program that American astronauts were able to 

launch on a U.S. vehicle. However, the Commerci

Crew Program continues to be challenged by 

Boeing’s CST-100 Starliner vehicle, which encountered numerous delays and technical issues, and it 

is not clear when the Starliner will conduct its first 

crewed flight. Until that time, NASA will be required 

to rely on SpaceX for commercial transportation to 

the ISS

The new Roll-Out Solar Array increased the ISS’s 

power production, ensuring that future power 

needs can be met, and the aging batteries were 

replaced with more efficient lithium-ion batteries. 

In addition, NASA installed the first privately funded 

commercial airlock (the NanoRacks Bishop Airlock) 

on the ISS, increasing the capability for transferring 

equipment, payloads, and deployable satellites to 

meet growing customer demands

In FY 2021, NASA invested more than $13 million 

in seed money for seven companies to develop 

in-space production applications in what industry 

studies indicate are the most promising areas for 

profitable manufacturing in space. Most of these 

in-space production applications are sponsored by 

CASIS, which is working with NASA to implement a 

six-point plan to ensure they maximize the benefit 

of the ISS National Laboratory for the remainder 

of its time in orbit. There also is a high level of

demand for private astronaut missions to the ISS

In June 2021, NASA moved to an annual competitive 

process for selecting up to two private astronaut 

missions per year based on availability. In addition,

NASA awarded Axiom Space a firm-fixed-price 

contract of $140 million to provide at least one 

habitable commercial module attached to the ISS, 

which will detach and become a free-flying destination prior to the ISS be deorbited. In July 2021, 

NASA announced its Commercial Low Earth Orbit 

Destinations initiative to encourage development 

of a commercial successor to the ISS through public-private partnerships

See Strategic Objective 2.2: Develop a human

spaceflight economy enabled by a commercial 

market. and Appendix B, Strategic Objective 2.1: Lay

the foundation for America to maintain a constant 

Strategies for Improvement

NASA’s FY 2023 Volume of Integrated Performance 22
human presence in low Earth orbit enabled by a 

commercial market. for more informatio

Managing and Mitigating 

Cybersecurity Risk

Over the past 20 years, the OIG has identified 

securing NASA’s information technology (IT) systems and data as a top management challenge 

due, in large part, to the Agency’s deficient IT management practices. For 2021, the OIG focused on 

three specific cybersecurity challenges the Agency 

is facing with an emphasis on practical issues 

where meaningful improvement and near-term 

progress is achievable: (1) improper use incidents, 

(2) mobile device security, and (3) assessment and 

authorization (A&A) process

Improper Use Incidents – In a May 2021 audit, the 

OIG found that improper use incidents increased 

from 249 in 2017 to 1,103 in 2020—a 343 percent growth—with failing to protect Sensitive 

But Unclassified information the most prevalent 

abuse. For instance, unencrypted email containing Sensitive But Unclassified data, Personally

Identifiable Information, and International Traffic 

in Arms Regulations data continues to expose the 

Agency to unnecessary cyber risk that can affect 

national security, loss of intellectual property, and 

compromise of employee and contractor data

Mobile Device Security – In an August 2020 audit, 

the OIG found that the OCIO is not adequately 

monitoring and enforcing the business rules established for NASA’s more than 15,000 mobile devices, 

potentially exposing the email system and data to 

viruses, malware, or hacking through connected 

mobile devices. Since the outbreak of COVID-19, 

exposure to cyber threats has increased because 

NASA’s workforce has shifted to telework, increasing the usage of mobile devices

A&A Process – In May 2021, the OIG reported that 

NASA is inconsistent and ineffective with its A&A 

process because of its decades-long decentralized 

approach to cybersecurity. Over the past 6 years,

the OIG has reported that certain types of assessment data have been ignored or discarded as 

irrelevant during the A&A process, leaving systems 

incorrectly categorized at lower risk impact levels 

than their criticality requires, resulting in increased 

vulnerability to cyber risks

The OIG notes that having a tenured Senior Agency 

Information Security Officer in place for more than 

4 years has been critical to advancing cybersecurity 

readiness NASA’s cybersecurity posture, and NASA 

senior management has made a combination of 

strategic, risk management, and collaboration decisions that have begun to strengthen the Agency’s 

cybersecurity posture. In January 2022, under the

Mission Support Future Architecture Program, 

Center Chief Information Security Officers and 

cybersecurity staff will be realigned from the Center 

OCIO to the Senior Agency Information Security 

Officer, moving the Agency towards an enterprise 

computing model that would centralize and consolidate IT capabilities, such as software management 

and cybersecurity. Additionally, in February 2022

the OCIO anticipates it will award the Cybersecurity 

and Privacy Enterprise Solutions and Services 

contract that expects to eliminate duplicative cyber 

services and the need for Center-based IT security 

contracts

For more information, see Strategic Objective 4.2:

Transform mission support capabilities for the 

next era of aerospace. and Appendix B, Strategic

Objective 4.5: Ensure enterprise protectio

Improving Oversight of Contracts, 

Grants, and Cooperative 

Agreements

NASA’s acquisition management has been a GAO 

high-risk area for three decades. Similarly, the OIG

has highlighted acquisition as an Agency management challenge for the past 15 years, with identified 

weaknesses in both oversight of the acquisition 

process and the readiness of its acquisition workforce. Over the past decade, OIG financial statement audits have identified challenges in timely 

closing out of contracts to ensure the government 

received what it contracted for, detected and recovered erroneous payments, made final payments to 

the contractors, and deobligated excess funds

NASA continues to be challenged with oversight of 

its acquisition process. Most recently, in a July 2021 

audit of NASA’s cooperative agreements with the 

Universities Space Research Association, the OIG 

reported that the Agency needed to take additional 

steps to improve its management and financial 

oversight of cooperative agreements, especially 

with regard to significant extensions and augmentations to those agreements. The OIG FY 2020

financial statement audit also revealed oversight 

issues with the Agency’s internal controls related to 

the grant management process that the OIG found 

were not designed to effectively monitor grantees 

and the Federal awards they received

Strategies for Improvement

NASA’s FY 2023 Volume of Integrated Performance 23
More broadly, NASA is challenged with Agencywide oversight of its acquisition workforce. The

OIG expresses concern that NASA does not collect 

Agency-wide acquisition workforce workload or 

performance data, which limits its ability to have an 

accurate picture of who comprises the acquisition 

workforce, determine whether they are certified 

as required, and measure workforce performance 

consistently across the entire Agency

NASA has taken numerous steps to address its contract management challenges. The ongoing Mission

Support Future Architecture Program, NASA’s 

transition to an enterprise-wide workforce, allows 

the Office of Procurement to leverage employees’ skills for use across the Agency. The Office of 

Procurement has developed a Strategic Workforce 

Plan to maintain a workforce capable of responding to current and future contracting needs. They

also have developed an Acquisition Portfolio 

Assessment Team to assess all Agency contracts 

and identify redundant contracts managed at the 

Center level. NASA has consolidated the award and

administration of grants and cooperative agreements through the NASA Shared Services Center

This consolidation is designed to improve service 

and data quality, standardize processes, leverage 

skills and investments, and provide economies 

of scale. In addition, NASA has made efforts to 

increase its efficiency in closing expired grants 

by incentivizing closeout contractors to complete 

timely and proper grant closeout

Attracting and Retaining a Highly 

Skilled and Diverse Workforce

Previous OIG audits have shown that NASA faces 

interrelated workforce challenges, including not 

having enough employees with the right skills in 

technical areas; implementation shortfalls; an aging 

workforce; and science, technology, engineering, 

and mathematics (STEM) pipeline risks. NASA OIG

and GAO have reported on multiple NASA projects—Low-Boom Flight Demonstrator, Europa 

Clipper, and Mars 2020 to name a few—that have 

experienced workforce challenges, including not 

having enough staff at the right times or staff 

with the right skills. In 2020, the OIG reported that

NASA’s engineering technical disciplines faced significant risks to their specialized workforces, with 

particular concern to the loss of unique skillsets 

from retiring employees before their knowledge 

could be passed on to others within the Agency

More recently, the OIG reported on NASA’s challenges to develop an agile and mission-driven 

acquisition workforce as the Agency continues 

to implement an enterprise-wide approach to 

procurement under the Mission Support Future 

Architecture Program. The OIG states that despite

establishing strategic frameworks for change, 

NASA has had limited success implementing these 

efforts to reorganize Agency-wide operations. 

Furthermore, the Aerospace Safety Advisory Panel 

noted in its 2020 Annual Report that NASA was not 

addressing certain workforce issues at the strategic 

level, risking an erosion of expertise and experience in the NASA workforce, thereby undermining 

NASA’s ability to effectively manage the highly 

complex risk problems of future exploration programs, including those envisioned for the Artemis 

campaign

The OIG notes that of the nearly 12,000 civil servant 

science and engineering employees (representing 

nearly 65 percent of the civil servant workforce), 

6,000 are over 50 years old, and of those employees, approximately 3,000 were eligible to retire in 

2021. These potential impending retirements could 

result in a significant loss of institutional knowledge and skills. As an agency highly dependent on

skilled STEM workers to accomplish its mission, 

NASA remains at risk from a shortage of such 

staff. The U.S. Bureau of Labor Statistics reported 

the STEM labor market is highly segmented into 

different disciplines, sectors, and skill levels with 

varying degrees of supply and demand. In 2018, 

the Executive Director of the American Institute 

of Aeronautics and Astronautics testified before 

Congress about a STEM worker shortage in the 

aerospace community. The Institute also highlighted in its work the need to increase diversity

and foster inclusion by encouraging women and 

underrepresented minorities to pursue careers in 

the aerospace industry and emphasized that STEM 

school curriculums should be aligned to current 

workforce needs

NASA is implementing a flexible and agile workforce approach through the Strategic Workforce 

Plan and replacing its aging talent acquisition system with one that will enable the Agency to more 

strategically hire, develop, and manage its workforce. NASA has also made efforts to reduce the 

hiring cycle time, leverage special hiring authorities, 

clear the hiring backlog from prior years, and work 

with Centers and Mission Directorates to develop 

plans to lessen the impact of a future retirement 

wave

For the past 9 years, NASA has been voted the best 

large agency to work for in the Federal government 

Strategies for Improvement

NASA’s FY 2023 Volume of Integrated Performance 24
and again held the top rank in 2020 according to 

the Partnership for Public Service. NASA is attempting to cultivate a diverse and innovative workforce

with the right balance of skills and experience to 

provide an inclusive work environment. NASA is

rolling out at least two initiatives—Agency Unity 

Campaign for employees emphasizing mission success through increased collaboration, connection, 

and communication, and Mission Equity, a comprehensive effort to assess expansion and modification of NASA programs, procurements, grants, 

and policies, and examine potential barriers and 

challenges for communities that are historically 

underrepresented and underserved. NASA also is

making efforts to attract and retain underserved 

and underrepresented students in engineering and 

other STEM fields in partnership with minority serving and other higher education institutions

See Strategic Objective 4.1: Attract and develop a 

talented and diverse workforce. and Appendix B,

Strategic Objective 4.4: Manage human capita

Managing NASA’s Outdated 

Infrastructure and Facilities

NASA is one of the largest property holders in the 

Federal government, with $40 billion in physical 

assets and an inventory of more than 5,000 buildings and structures. Of these, over 75 percent are

beyond their original design life. In addition, NASA

has 166 abandoned properties worth $291 million 

that present a safety and maintenance liability due 

to their structural or interior deficiencies. 

While NASA strives to keep its facilities operational, it faces a deferred maintenance backlog 

estimated at $2.8 billion as of 2021. The OIG states 

that this has resulted in unscheduled maintenance costing up to three times more to repair 

or replace equipment after it has failed than if 

NASA conducted regular scheduled maintenance

Furthermore, NASA implemented its emergency 

pandemic response plan in March 2020, which 

closed all facilities except those necessary to protect critical infrastructure and ongoing missions

Consequently, NASA was forced to scale back 

work on construction and maintenance projects, 

resulting in increased costs and schedule delays

In a September 2021 audit, the OIG found that 101 

construction projects across the Agency reported 

nearly $11 million in contractor requests for equitable adjustment, and facility closures delayed 

project schedules by 5 months on average

The OIG also found in a December 2020 audit that 

hazardous materials pose a safety risk to NASA 

installations. Hazardous materials are used daily,

including acids, bases, and oxidizers in research 

laboratories; propellants and fuels in engine testing; ethanol-based solvents in engineering laboratories; ammonia, acetone, and glycols in flight 

equipment operations; and chemicals in simulated 

planetary environmental testing. These materials

can be toxic, reactive, flammable, or explosive and, 

if poorly managed, can result in costly cleanup 

efforts, damage to facilities and equipment, personal injury, and loss of mission capabilities. The

OIG’s review found that hazardous materials are 

not managed uniformly across NASA and the 

Agency lacks adequate internal controls for managing its hazardous materials inventory

One key goal of NASA’s Construction of Facilities 

(CoF) program is to modernize the Agency’s infrastructure into fewer, more sustainable facilities and 

repair failing infrastructure to reduce overall maintenance costs. Between FYs 2016 and 2020, NASA 

received nearly $1.8 billion in CoF funding that has 

resulted in an increasing number of projects to 

construct and facilities to upgrade. In relation to

hazardous materials, NASA is updating policies and 

procedures to designate appropriate officials to 

approve hazardous materials purchases, track and 

report hazardous material inventories, and inspect 

and evaluate storage sites

For more information, see Strategic Objective 4.2:

Transform mission support capabilities for the 

next era of aerospace. and Appendix B, Strategic

Objective 4.6: Sustain infrastructure capabilities

and operations

Managing the Impacts of COVID-19 

on NASA’s Mission and Workforce

During the first 6 months of the pandemic, the OIG 

found that 56 of NASA’s programs and projects 

were impacted and could potentially incur a total 

lifetime cost growth of $3 billion. In addition, the

pandemic would continue to affect 35 programs 

and projects into FY 2022 and beyond. The OIG

cites inability to conduct onsite activities, workforce 

startup inefficiencies, and delivery delays of government furnished equipment

This dramatic shift in NASA’s operations, which has 

required 90 percent of its workforce to work from 

home for an extended period of time, has raised 

fundamental questions about how the workforce 

will return to on-site work after it is deemed safe 

Strategies for Improvement

NASA’s FY 2023 Volume of Integrated Performance 25
to do so. Additionally, the Biden Administration

released a pair of Executive Orders in September 

2021 requiring COVID-19 vaccinations for Federal 

employees and contractors

Despite the ongoing challenges NASA continues 

to face due to COVID-19, the Agency has demonstrated flexibility and adaptability in its operations. 

NASA began categorizing and tracking COVID-19’s 

impact on its programs and projects beginning in 

April 2020. To accommodate new work-life dynamics resulting from COVID-19, NASA successfully

expanded its telework capabilities and continued 

software development remotely. In addition, NASA

used about 35 percent of its $60 million CARES Act 

appropriation to pay for contractor leave authorized under Section 3610. 

While NASA will be unable to quantify the complete 

impact of the pandemic until after the COVID-19 

emergency has subsided, the Agency has established a long-term baseline for normal operations

Looking forward, OIG notes that the Agency will 

face new challenges in implementing a far-reaching 

return-to onsite-work plan for large swaths of its 

workforce, which likely will embrace significantly 

expanded telework and remote work flexibilities.

Strategies for Improvement

NASA’s FY 2023 Volume of Integrated Performance 26
Organized for Success and Sustainability

NASA’s FY 2023 Volume of Integrated Performance 27

Artist Tenbeete Solomon, also known as Trap Bob, right, presents her artwork honoring Mary W. Jackson to Wanda Jackson, granddaughter of Mary W. 

Jackson, left, during a ceremony officially naming the NASA Headquarters building in honor of Mary W. Jackson, February 26, 2021, at NASA Headquarters 

in Washington, DC. Mary W. Jackson, the first African American female engineer at NASA, began her career with the Agency in the segregated West Area 

Computing Unit of NASA’s Langley Research Center in Hampton, Virginia. The mathematician and aerospace engineer went on to lead programs influencing the hiring and promotion of women in NASA’s science, technology, engineering, and mathematics careers. In 2019, she posthumously received the 

Congressional Gold Medal. Image Credit: NASA/Joel Kowsky

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

facilitates management at the functional levels in the mission directorates and mission support offices, and 

enables a wide range of activities at centers and facilities. The distributed and diverse nature of our work is

unified by an integrated performance culture that engages employees and stakeholders at all levels.

The innovative, responsive, and dynamic nature of our work benefits from the relationships within and 

between Mission Directorates, Mission Support Offices, and Centers. This organizational model ensures our 

leaders can take both a holistic and more narrowly focused approach to programmatic, operational, business, and safety management

Centers and Facilities Nationwide

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

all Centers and facilities. NASA’s approach to performance management is based on the premise that each

team member brings unique experience and important expertise to projects. NASA is committed to nurturing an organizational culture in which individuals make full use of their time, talent, and opportunities to

pursue the highest standards in engineering, research, operations, and management

Organized for Success and 

Sustainability
The NASA workforce of 17,8141

 civil servants is distributed at its Centers, facilities, and Headquarters 

(see the figure below). A contractor workforce 

supports each location by providing technical and 

business operations services

NASA’s Organizational Structure

The innovative, responsive, and dynamic nature 

of NASA’s work benefits from our highly leveraged relationships with and between Mission 

Directorates, Mission Support Offices, and Centers. 

This organizational model ensures that our leaders 

can take both a holistic and more narrowly focused 

approach to programmatic, operational, business, 

and safety management. The Administrator and

senior officials lead NASA by providing top-level 

strategy, policy, and direction. NASA’s Office of the 

Chief Financial Officer leads the Agency’s budget 

development, execution, and organization-wide 

performance management activities

Mission Directorates and Mission Support Offices 

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

Centers (see organizational structure below)

Provided below are brief descriptions of NASA’s 

Mission Directorates and select offices.

1 NASA Workforce Profile, Workforce Information Cubes for 

NASA (WICN). Last updated February 12, 2022. 

The Aeronautics Research Mission Directorate 

(ARMD) conducts research to advance the safety, 

capacity, and efficiency of the air transportation 

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

The Space Technology Mission Directorate (STMD)

invests in transformational technologies that help 

offset future mission risk, reduce cost, advance 

capabilities that enable NASA’s missions, and 

support space industry growth and high-quality job 

creation. STMD identifies and promotes research 

and technology development, demonstrates applicability, and supports the infusion of these technologies into NASA’s exploration and science missions 

as well as commercial space activities

The Science Mission Directorate (SMD) conducts 

scientific exploration enabled by observatories that 

view Earth from space, observe, and visit other 

bodies in the solar system, and gaze out into the 

galaxy and beyond. NASA’s science programs focus

on three interdisciplinary objectives: discovering 

the secrets of the universe, searching for life in the 

solar system and beyond, and safeguarding and 

improving life on Earth

Organized for Success and Sustainability

NASA’s FY 2023 Volume of Integrated Performance 28

NASA’s Centers and Facilities
The Exploration Systems Development Mission 

Directorate (ESDMD)2 defines and manages 

the systems development for programs critical to the Artemis lunar exploration initiatives. 

ESDMD is responsible for developing the Space 

Launch System, the Orion spacecraft, and 

Exploration Ground Systems. ESDMD also i

responsible for developing technologies and capabilities to support sustainable human deep space 

exploration

The Space Operations Mission Directorate 

(SOMD) focuses on launch and space operations, 

including launch services, space communications and navigation, and eventually, sustaining 

operations on and around the Moon. SOMD also

manages the International Space Station (ISS) and 

commercial space capability development and 

on-going operations, such as commercial crew 

and cargo flights and the program to develop the 

commercial space stations that will replace the ISS

2 At the beginning of FY 2022, the Human Exploration and Operations Mission Directorate was divided into the Exploration 

Systems Development Mission Directorate and the Space Operations Mission Directorate.

The Mission Support Directorate (MSD) enables 

the Agency’s missions by managing institutional 

services, capabilities, and critical mission support 

resources. MSD is actively reducing institutional

risk to NASA’s current and future missions by 

improving processes, stimulating efficiency, and 

providing consistency and uniformity across institutional standards and practices

NASA’s best asset for achieving mission success is 

a diverse, multidisciplinary, and skilled workforce 

across all centers and facilities. NASA’s approach to

performance management is based on the premise that each team member brings unique experience and important expertise to projects. NASA is

committed to nurturing an organizational culture in 

which individuals make full use of their time, talent, 

and opportunities to pursue the highest standards 

in engineering, research, operations, and management

Organized for Success and Sustainability

NASA’s FY 2023 Volume of Integrated Performance 29

NASA Organization

Chief Financial 

Officer

Ames Research 

Center

Administrator

Deputy Administrator

Associate Administrator

Exploration Systems 

Development Mission 

Directorate*

Space Operations 

Mission Directorate*

Aeronatics Research 

Mission Directorate

Mission Support 

Directorate

Science Mission 

Directorate

Space Technology 

Mission Directorate

Armstrong Flight 

Research Center

Glenn Research 

Center

Goddard Flight 

Research Center

 Jet Propulsion 

Laboratory**

Johnson Space 

Center

Stennis Space Center

Marshall Space 

Flight Center

Kennedy Space 

Center

Langley Research 

Center

STEM Engagement

Diversity & Equal 

Opportunity

International 

& Interagency 

Relations

Small Business 

Programs

Communications

Legislative & 

Intergovernmental 

Affairs

General Counsel

Advisory Groups—

NAC & ASAP

Inspector General Chief Information 

Officer

Chief Engineer Chief, Safety & 

Mission Assurance

Chief, Health & 

Medical Officer

Chief Scientist/ 

Senior Climate 

Advisor

Office of Technology, 

Policy and Strategy

*The Human Exploration and Operations Mission Directorate reorganized into two Mission Directorates at the beginning of FY 2022

**JPL is a Federally Funded Research and Development Center (FFRDC) managed by the NASA Office of JPL Management and Oversight 

Dotted lines indicate independent advisory or oversight organizations

NASA Advisory Council (NAC)

Aerospace Safety Advisory Panel (ASAP)
DISCOVER

NASA’s Ingenuity helicopter unlocked its rotor blades, allowing them to spin freely, on April 7, 2021, the 47th Martian day, or sol, of the Mars Perseverance 

mission. They had been held in place since before launch, and the unlocking is one of several milestones that needed to be met before the helicopter 

attempted the first powered, controlled flight on another planet. This image was captured by the Mastcam-Z imager on NASA’s Perseverance Mars rover on 

the following sol, April 8. Image Credit: NASA/JPL-Caltech

Part 2

Performance Planning and 

Reporting
Strategic Goal 1

NASA’s FY 2023 Volume of Integrated Performance 31

 DISCOVER

NASA's assessment of performance progress against the NASA 2018 Strategic Plan concluded at the end of FY 

2021. Below is a summary of Performance Goal ratings for FY 2020-2021.

Beginning in FY 2022 and for the following three fiscal years, NASA's performance will support the strategy-performance-evidence framework in the NASA 2022 Strategic Plan

Summary of Performance Goal Ratings by Strategic Goal, FY 2020 and FY 2021 

(NASA 2018 Strategic Plan Framework)

Above: Members of NASA’s Ingenuity helicopter team in the Space Flight Operations Facility at NASA’s Jet Propulsion Laboratory prepare to receive the 

data downlink showing whether the helicopter completed its first flight on April 19, 2021. Image Credit: NASA/JPL-Caltech
DISCOVER

Top: This view of Jupiter’s turbulent atmosphere from NASA’s Juno spacecraft includes several of the planet’s southern jet streams. Using data from Juno’s 

instruments, scientists discovered that Jupiter’s powerful atmospheric jet streams extend far deeper than previously imagined. Evidence from Juno shows 

the jet streams and belts penetrate about 1,800 miles (3,000 kilometers) down into the planet. Image Credit: NASA/JPL-Caltech/SwRI/MSSS

Bottom: This image from NASA’s Juno mission captures the northern hemisphere of Jupiter around the region known as Jet N7. The planet’s strong winds 

create the many swirling storms visible near the top of its atmosphere. Data from Juno helped scientists discover another, less visible effect of those winds: 

Jupiter’s powerful magnetic field changes over time. The winds extend more than 1800 miles (3000 kilometers) deep, where the material lower in Jupiter’s 

atmosphere is highly conductive, electrically. Scientists determined that the wind shears this conductive material apart and carries it around the planet, which 

changes the shape of the magnetic field. Image Credit: NASA/JPL-Caltech/SwRI/MSSS

Strategic Goal 1

Expand human knowledge through new 

scientific discoveries.
NASA’s FY 2023 Volume of Integrated Performance 33

 DISCOVER

LEAD OFFICE

Science Mission Directorate (SMD)

GOAL LEADER

Karen Flynn, Deputy Associate Administrator for 

Management, SMD

Budget

FY $M

Op Plan 2021 $1,627.9

Requested 2022 $1,832.1

Requested 2023 $1,967.2

Outyear 2024 $1,971.8

2025 $2,102.4

2026 $2,216.4

2027 $2,257.2

Earth’s changing environment impacts every 

aspect of life on our planet and has profound 

implications on society and our Nation’s well-being. Climate adaptation and mitigation efforts 

cannot succeed without robust climate observations and research. As the impacts of global climate change become more numerous and acute,

the demand for accurate, timely, and actionable 

knowledge about the Earth system is more pressing than ever. NASA is a world leader in the production of data necessary to understand, model,

monitor, and ultimately predict climate and 

environmental change. NASA is the only organization in the world with an integrated end-to-end

program in Earth-observing mission development, 

launch, operations, technology, research, data 

systems, and applications

NASA’s measurements and predictive models provide information for decision makers and organizations that work with communities affected 

by the impacts of changing climate, including 

information regarding the efficacy of policies and 

decisions that help the United States and others 

adapt and thrive on our changing planet. NASA

also works with international partner satellites; 

data from airborne, ship-based, and ground network instrumentation; and outputs from operational weather models from National Oceanic and 

Atmospheric Administration (NOAA) and other 

meteorological agencies. NASA integrates and

harnesses these disparate data sources, enabling 

scientists to investigate and solve large questions 

that cannot be addressed using data from only a 

single mission or spaceborne instrument

Strategic Objective 1.1

Understand the Earth system and its climate.

Below: Vice President Kamala Harris gives remarks in front of the Space Environment Simulator (SES). Harris underscored how the United States is harnessing one of the Nations’ most powerful tools – our space program — to combat the climate crisis and protect vulnerable communities. Image Credit: 

NASA/Taylor Mickal
Strategic Goal 1

NASA’s FY 2023 Volume of Integrated Performance 34

 DISCOVER

1.1.1: Demonstrate progress in characterizing the behavior of the Eart

system, including its various components and the naturally occurring and 

human-induced forcings that act upon it

NASA portfolio assessment guided by an annual external 

expert review determination of contributing programs, 

missions, and research

Fiscal Year 2020 2021 2022 2023 2024 2025

Target

Significant 

progress 

demonstrated

1 1

Achieved

Demonstrated 

as planned in 2 

areas

Rating Green Green

2015 2016 2017 2018 2019

Green Green Green Green Green

Areas contributing to performance goal in FY 2021

1. Annual external expert review of programs, missions, and published, peer-reviewed research contributing to Performance Goal 1

2. Complete Gravity Recovery and Climate Experimen

Follow-On (GRACE-FO) mission success criteria

Areas for FY 2022

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.1

Areas for FY 2023

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.1

This Performance Goal aligns to 1.1.8 under the 

NASA 2018 Strategic Plan.

FY 2021 Performance Progress

The Earth Science Advisory Committee determined 

on November 4, 2021, that NASA achieved the FY 

2021 target for this multiyear Performance Goal. 

Below are examples of scientific progress reported 

in FY 2021.

The Ice, Cloud and land Elevation Satellite 

(ICESat)-2 carries a single instrument, the Advanced 

Topographic Laser Altimeter System (ATLAS), that 

measures sea ice thickness and ice sheet elevation by timing the travel of laser pulses from 

the satellite to Earth’s surface. A research team

demonstrated for the first time that a spaceborne 

altimeter system can measure summer melt features on sea ice from. They showed that ICESat-2

can provide highly precise measurements, resolving features as narrow as 7 meters and achieving 

a vertical height precision of 0.01 meter, of sea ice 

surface roughness; the height of ridges created by 

buckling or lateral pressure; and sea ice floe size 

distribution. Another study used ICESat-2 data and

coincident high-resolution satellite imagery from 

the European Space Agency’s (ESA’s) WorldView-2

and Sentinel-2 over different sea ice topographies 

to locate individual melt ponds on Arctic sea ice 

during the summer months. Sea ice melt ponds

reduce both the reflective and insulative properties 

of sea ice, so determining their locations on sea ice 

is a critical observation for accurately calculating 

sea ice height and sea ice freeboard (i.e., the thickness of sea ice protruding above the water leve

While the Orbiting Carbon Observatory (OCO)-2

spacecraft retrieves data in regularly repeating, 

narrow swaths, the OCO-3 instrument aboard the 

International Space Station (ISS) can do multiple 

swaths over selected regions. A team of investigators are the first to describe results of the OCO-3

special sampling, snapshot-area maps, which 

collect detailed spatial information on carbon 

dioxide over regions on the scale of about 50 miles 

by 50 miles. For example, the snapshot-area maps

highlighted the carbon dioxide enhancements—

typically about 2 parts per million—over Los 

Angeles relative to desert regions to the northeast

Variations in the wind speed and direction largely 

explain variations in the magnitude and location 

of enhancements. The work also highlighted that

OCO-3 snapshot-area maps observe about three 

times the emissions from the city as compared to 

the OCO-2 validation sampling over the region

NASA’s Science Mission Directorate uses the 

vantage point of space to achieve a deep scientific understanding of our planet, other 

planets and solar system bodies, the interplanetary environment, the Sun and its effects 

on the solar system, and the universe beyond
Strategic Goal 1

NASA’s FY 2023 Volume of Integrated Performance 35

 DISCOVER

Less than half of Earth’s 1,400 subaerial (existing 

in open air) volcanoes have ground monitoring because of practical limitations, especially 

at remote or heavily vegetated volcanoes

Researchers developed the first archive of both 

satellite and ground-based seismic, deformation, degassing, and thermal data to quantify the 

amount of detectable volcanic activity in the United 

States and its territories. The researchers found

that 96 volcanoes in the United States showed 

some type of volcanic activity, including thermal 

activity at 30 volcanoes newly identified from 

analysis by the Advanced Spaceborne Thermal 

Emission and Reflection Radiometer (ASTER)

sensor. Researchers also used the Multi-angle

Imaging SpectroRadiometer (MISR), the Moderate 

Resolution Imaging Spectroradiometer (MODIS), 

and the Ozone Measuring Instrument (OMI) to 

classify and track volcanic emissions from Icelandic 

volcanoes based on content and ash particle size

They used these data to illustrate the potential 

to distinguish qualitative differences in eruptive 

magma composition based on particle light absorption and plume profile from remote sensing. 

Human activities releasing greenhouse gases 

and aerosols into the atmosphere disrupt Earth’s 

energy balance between absorbed sunlight and 

emitted thermal radiative energy, with a net effect 

of causing Earth’s surface and atmosphere to 

warm. The additional energy being added to the

system by humans, previously estimated by models, has now been inferred by researchers using 

16 years of measurements from the Clouds and 

the Earth’s Radiant Energy System (CERES) and 

Atmospheric Infrared Sounder (AIRS) instruments 

aboard the Aqua satellite. They used a new technique to parse out how much of the total energy

change is caused by humans, finding that 0.5 Watts 

per square meter of energy were added between 

2003 and 2018, primarily because of anthropogenic 

greenhouse gas emissions from such processes as 

power generation, transport, and industrial manufacturing, and secondarily because of reduction in 

reflective aerosols.

During FY 2021, NASA completed the mission success criteria for the Gravity Recovery and Climate 

Experiment Follow On (GRACE-FO), which measures 

variations in gravity over Earth’s surface caused by 

the constant redistribution of mass

Above: A research team studied California’s Tulare Basin, part of the 

Central Valley, and found that the key to distinguishing between underground sources of water relates to patterns of sinking and rising ground 

levels in this heavily irrigated agricultural region. They attacked the problem by combining data on water loss from U.S.-European Gravity Recovery 

and Climate Experiment (GRACE) and GRACE Follow-On satellites with 

data on ground-level changes from an ESA Sentinel-1 satellite. This map 

shows changes in the mass of water, both above ground and underground, 

in California from 2003 to 2013, as measured by NASA’s GRACE satellite. 

The darkest red indicates the greatest water loss. The Central Valley is outlined in yellow; the Tulare Basin covers about the southern third. Extreme 

groundwater depletion has continued to the present. Image Credit: NASA/

GSFC/SVS
Strategic Goal 1

NASA’s FY 2023 Volume of Integrated Performance 36

 DISCOVER

1.1.2: Demonstrate progress in enhancing understanding of the interactin

processes that control the behavior of Earth system, and in utilizing the 

enhanced knowledge to improve predictive capability

NASA portfolio assessment guided by an annual external 

expert review determination of contributing programs, 

missions, and research

Fiscal Year 2020 2021 2022 2023 2024 2025

Target

Significant 

progress 

demonstrated

1 1

Achieved

Significant 

progress 

demonstrated in 

3 areas

Rating Green Green

2015 2016 2017 2018 2019

Green Green Green Green Green

List of areas for external review panel determination in 

FY 2021

1. Annual external expert review of programs, missions, and published, peer-reviewed research contributing to Performance Goal 1

2. 40% of Earth science applications projects advancin

one Applications Readiness Level (ARL) with 3 projects advance to ARL 8 or 9.

3. Customer satisfaction rating for the Earth Observin

System Data and Information System (EOSDIS) 

exceeds the most recently available Federal 

Government average rating of the American 

Customer Satisfaction Index

Areas for FY 2022

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.1

Areas for FY 2023

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.1

This Performance Goal aligns to 1.1.9 under the 

2018 Strategic Plan.

FY 2021 Performance Progress

The Earth Science Advisory Committee determined 

on November 4, 2021, that NASA achieved the FY 

2021 target for this multiyear Performance Goal. 

Below are examples of scientific progress reported 

in FY 2021.

Researchers studied how to improve forecasts 

of flooding in the Northern Great Plains of North 

America. This region is flat and has soil that does 

not readily drain away water. It also receives a lot

of snow, and in the spring, a sharp rise in temperature can quickly melt the snow and cause flooding 

for communities that lie near rivers. To better

forecast floods like this, researchers used 2002-

2011 data from the Advanced Microwave Scanning 

Radiometer for EOS (AMSR-E) aboard the Aqua 

satellite to better estimate the amount of snowfall 

that often occur at weather stations in windy areas

By linking snow water equivalent to the streamfall 

in rivers, these adjustments improved the model 

estimates of streamflow. 

Human activities have large impacts on ecosystems 

and associated biogeochemical cycles, especially 

when coupled with natural processes. A recent

study estimated that although woody plants in 

forested savannahs globally are responsible for 

80 percent of the land carbon sink, human-induced deforestation releases back into the atmosphere an amount of carbon equal to about half 

of that emitted by burning of fossil fuels each 

year. However, replanting trees and reestablishing

forests can offset a portion of these emissions. 

Another study leveraged a time series of MODIS 

data in conjunction with a carbon bookkeeping 

model to assess the impacts of land use/land cover 

change on carbon emissions in the Mekong River 

Basin from 2001 to 2019. They found that the largest components of land use/land cover change in 

the region are the establishment of plantations and 

agricultural expansion in previously forested areas

Although this land use conversion released carbon, carbon uptake from the establishment of new 

plantations offset almost half of those emissions, 

indicating that the assessment of post-deforestation land use is crucial for quantifying the shortNASA’s Science Mission Directorate uses the 

vantage point of space to achieve a deep scientific understanding of our planet, other 

planets and solar system bodies, the interplanetary environment, the Sun and its effects 

on the solar system, and the universe beyond
Strategic Goal 1

NASA’s FY 2023 Volume of Integrated Performance 37

 DISCOVER

and longer-term carbon consequences of land use/

land cover change

Satellite multi-sensor precipitation products 

(SMPPs) fill in precipitation data for various applications where surface rain gauge data are not 

sufficient. However, uncertainty in the accuracy 

of SMPPs has hampered such use. Researchers

demonstrated how considering the uncertainty in 

SMPPs can improve predictions from a landslide 

hazard model over the mountainous southeastern 

United States. They developed an error formulation

using coincident data from the Integrated Multisatellite Retrievals for GPM (IMERG) mission and 

ground-based gauge precipitation data and input to 

a probabilistic version of NASA’s Landslide Hazard 

Assessment for Situational Awareness (LHASA) 

model. The additional uncertainty information

allowed the probabilistic LHASA model to forecast 

more landslides than the existing deterministic version, particularly in high hazard nowcast categories

During FY 2021, 64 of 90 Applied Sciences projects 

(71 percent) advanced at least one ARL, with nine 

achieving ARL 8 or 9. NASA uses ARL to track and 

manage the development, testing, validation, and 

integration of applications. ARL-1 is the level at 

which basic scientific concepts provide the basis 

for application ideas, and ARL-9 indicates that an 

application is approved for operational deployment 

and integration into a partner’s system

To support disaster preparedness and resiliency, 

the Applied Sciences Disasters program targeted 

over 300 partner organizations to strengthen relationships, with Disaster Assistance Response and 

Resilience Teams supporting four exercises and 46 

activations (10 domestic, 36 international) to help 

exposed and vulnerable communities. In FY 2021, 

the program posted more than 2,500 data products on the NASA Disasters Mapping Portal. For a

combination of perils including tropical cyclones, 

volcanoes, flooding, and wildfires, this provided 

increased situational awareness for key partners 

including the Federal Emergency Management 

Agency (FEMA), the U.S. Agency for Internationa

Development’s (USAID’s) Bureau of Humanitarian 

Affairs, The World Food Programme, and The 

International Federation of Red Cross and Red 

Crescent Societies. An example of these efforts is 

NASA’s contribution to the Hurricane Ida response, 

for which data products fully integrated and available on both NASA’s Portal and the FEMA National 

Response Coordination Center website were used 

in real-time by FEMA’s Region IV and their interagency and state partners. Lessons learned also 

prompted four rapid response projects to improve 

future hurricane/flood activations and decision 

support

Users indicated continued satisfaction with NASA’s 

Earth Observing System Data and Information 

System (EOSDIS), as determined by the American 

Customer Satisfaction Index (ASCI) survey. The 2021 

score improved slightly from already high levels as 

the data system continues to improve and evolve

The ACSI is a leading national indicator of customer 

satisfaction for more than 300 companies in 43 

industries and 10 economic sectors, including the 

U.S. Federal Governme

Above: The BurnEx drill is an opportunity for first responders to practice 

their craft and try out new techniques, and for the first time in one of these 

exercises, NASA was in the room too. BurnEx, which took place on June 

8-10, 2021, included prominent wildfire response organizations including 

the California National Guard, CAL FIRE and the California State Guard. 

The prescribed burn happened at Camp Pendleton, California. In the 

photo Brady Helms (center), disaster management coordinator with NASA 

Applied Sciences Disasters program, shows California National Guard 

Incident Awareness and Assessment Chief Warrant Officer, Mark Johnson 

(left), and Private First Class, Pio Tuban (right), the model output created 

for the exercise from NASA research activity. Image credits: California 

Guard Joint Forces Headquarters Public Affairs/SSG Kimberly Hill
Strategic Goal 1

NASA’s FY 2023 Volume of Integrated Performance 38

 DISCOVER

1.1.3: Achieve critical milestones for the Science Mission Directorate’s Eart

system major projects

Number of critical milestones completed

Fiscal Year 2020 2021 2022 2023 2024 2025

Target 10 12 At least 3 of 4

Achieved 8 15

Rating Yellow Green

2015 2016 2017 2018 2019

Green Green Yellow Green Green

List of critical milestones for FY 2022

1. Complete Sentinel-6B mission Pre-Storage Revi

2. Complete the Surface Water and Ocean Topograph

(SWOT) mission Operational Readiness Review (ORR)

3. Deliver the NASA-Indian Space Researc

Organisation (ISRO) Synthetic Aperture Radar (NISAR) 

Radar Antenna Boom integration and alignment 

onto the Radar Structure

4. Initiate the Plankton, Aerosol, Cloud, ocea

Ecosystem (PACE) Observatory Integration and Test 

(I&T)

List of critical milestones for FY 2023

1. Complete the NASA-Indian Space Researc

Organisation (ISRO) Synthetic Aperture Radar (NISAR) 

mission TBD

2. Complete the Plankton, Aerosol, Cloud, ocea

Ecosystem (PACE) mission Key Decision Point (KDP)-D 

review

3. Launch the Tropospheric Emissions: Monitorin

Pollution (TEMPO) mission

4. Deliver the Geostationary Carbon Observator

(GeoCarb) mission instrument

This Performance Goal aligns to 1.1.10 under 

the 2018 Strategic Plan. 

1.1.10: Achieve critical milestones of Science 

Mission Directorate major projects

List of major projects critical milestones FY 2021

1. Launch Sentinel-6

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

3. Initiate Surface Water and Ocean Topograph

(SWOT) mission Observatory Integration and Testing 

(I&T)

4. Initiate the Plankton, Aerosol, Cloud, ocea

Ecosystem (PACE) mission spacecraft element 

Integration and Testing (I&T)

5. Land the Mars 2020 rover in the Jezero Crater, complete checkout, and begin surface operatio

6. Complete the Mars Sample Return mission Ke

Decision Point (KDP)-A review

7. Complete the Double Asteroid Redirection Tes

(DART) mission Pre-Ship Review (PSR)

8. Complete the Europa Clipper mission Critical Desig

Review (CDR)

9. Complete the Psyche mission System Integratio

Review (SIR)

10. Complete the Lucy mission Pre-Environmenta

Review (PER)

11. Complete one Dragonfly Mobility radar and lida

performance characterization tests

12. Complete the Interstellar Mapping and Acceleratio

Probe (IMAP) Preliminary Design Review (PDR)

13. Complete the Spectro-Photometer for the Histor

of the Universe, Epoch of Reionization and Ices 

Explorer (SPHEREx) Key Decision Point (KDP)-C 

review

14.  Complete the two Nancy Grace Roman Spac

Telescope instrument Critical Design Reviews (CDRs)

15.  Complete the Volatiles Investigating Pola

Exploration Rover (VIPER) mission Key Decision Point 

(KDP)-C review

FY 2021 Performance Progress

NASA achieved 8 of the 12 milestones planned for 

FY 2021. Beginning in April 2020, NASA and its partners limited hands-on work to prioritized projects, 

following health guidance from the Centers for 

Disease Control and Prevention, to help protect 

the workforce from COVID-19 impacts. As a result 

of the change of operations, some projects did 

not achieve their milestones. NASA delayed the

SPHEREx KDP-C review to the first quarter of FY 

2021 due to COVID-19 impacts and the loss of the 

originally selected telescope vendor. The SIRs for

SWOT and NISAR also were delayed until FY 2021 

due to COVID-19 impacts. In addition, the Europa 

Clipper CDR was postponed to December 2020 due 

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

elements

NASA’s Science Mission Directorate uses the 

vantage point of space to achieve a deep scientific understanding of our planet, other 

planets and solar system bodies, the interplanetary environment, the Sun and its effects 

on the solar system, and the universe beyond
Strategic Goal 1

NASA’s FY 2023 Volume of Integrated Performance 39

 DISCOVER

The Lucy CDR was completed in October 2019 

and the KDP-B review for IMAP was completed 

in January 2020. NASA awarded the second CLPS

mission task order in April. The Psyche CDR and

Landsat-9 KDP-D review were completed in May, 

and the KDP-D review for the DART mission and 

the Flight Acceptance Review, now referred to 

as the Qualification and Acceptance Review, for 

Sentinal-6 Michael Freilich were in July. Mars 2020

Perseverance launched on July 2020 on its way to 

the Red Planet. (Watch the launch on YouTube

Below: Technicians attach the Landsat 9 spacecraft to the evolved expendable vehicle secondary payload adapter (ESPA) inside the Vertical Integration 

Facility at Vandenberg Space Force Base in California on August 11, 2021. The ESPA connects Landsat 9 and the payload adapter (PMA). The PMA then 

will attach to the second stage of a United Launch Alliance Atlas V rocket. Landsat 9 launched on September 27, 2021. Photo credit: NASA/Randy Beaudoin
Strategic Goal 1

NASA’s FY 2023 Volume of Integrated Performance 40

 DISCOVER

1.1.4: Use the vantage point of space, airborne, and surface observations t

advance our understanding of the Earth system, its processes, and changing 

climate. (Agency Priority Goal

Number of critical milestones completed

Fiscal 

Year

2020 2021 2022

(APG)

2023

(APG)

2024 2025

Target N/A N/A 5 4

Achieved N/A N/A

Rating N/A N/A

List of critical milestones for FY 2022

1. Release Landsat first light image

2. Competitively select Earth Venture Mission (EVM)-

3. Release Equity and Environmental Justice researc

opportunity solicitation

4. Deliver Earth Surface Mineral Dust Sourc

Investigation (EMIT) for launch on the International 

Space Station (ISS)

5. Initiate Phase A for at least two of Earth Syste

Observatory missions addressing four designated 

observables from the 2017 Decadal (Atmosphere; 

Clouds, Convection, and Precipitation; Surface 

Biology and Geology; and Mass Change)

List of critical milestones for FY 2023

1. Develop and release Version 4 of the NASA GIS

Model E Earth system model

2. Complete the Libera Critical Design Review (CDR

3. Launch the Surface Water Ocean Topograph

(SWOT) mission

4. Deliver Polar Radiant Energy in the Far InfraRe

Experiment (PREFIRE) CubeSats

NASA’s Science Mission Directorate uses the 

vantage point of space to achieve a deep scientific understanding of our planet, other 

planets and solar system bodies, the interplanetary environment, the Sun and its effects 

on the solar system, and the universe beyond
NASA’s FY 2023 Volume of Integrated Performance 41

 DISCOVER

LEAD OFFICE

Science Mission Directorate (SMD)

GOAL LEADER

Karen Flynn, Deputy Associate Administrator for 

Management, SMD

Budget

FY $M

Op Plan 2021 $5,294.2

Requested 2022 $5,681.4

Requested 2023 $5,576.8

Outyear

2024 $5,687.8

2025 $5,722.1

2026 $5,755.1

2027 $5,864.8

Astrophysics is humanity’s scientific quest to discover the origin of the universe and of life itself

How does the universe work? How did we get 

here? Are we alone? Progress is advanced through 

the combination of basic research and flight 

missions. Astrophysics is guided by the Pathways

to Discovery in Astronomy and Astrophysics for the 

2020s (Astro2020) decadal survey, which identifies 

science goals and recommendations for astrophysics planning and investment for the next 

decade. Basic research uses the data from our

missions to create new knowledge and advance 

our understanding of the universe

Through the observation and discovery of complex planetary worlds and objects, we seek to 

understand our solar system and the distribution 

of life within it. The focus of planetary science is to

advance scientific knowledge of the origin and history of the solar system, the potential for life elsewhere, and the hazards and resources present as 

Strategic Objective 1.2

Understand the Sun, solar system, and universe.

Below: Perseverance looks back with one of its navigation cameras toward its tracks on July 1, 2021 (the 130th sol, or Martian day, of its mission), after 

driving autonomously 358 feet (109 meters) – its longest autonomous drive to date. The image has been processed to enhance the contrast. Image Credit: 

NASA/JPL-Caltech
Strategic Goal 1

NASA’s FY 2023 Volume of Integrated Performance 42

 DISCOVER

humans explore space. The scientific foundation 

of this endeavor is the Origins, Worlds, and Life: A 

Decadal Survey for Planetary Science and Astrobiology 

2023-2032. NASA manages a diverse portfolio of

research and technology development and unique 

mission investigations

Advances in planetary science, coupled with leading 

efforts to detect, track, and characterize near-Earth 

objects, will continue to improve planetary defense

Biological and physical sciences pioneers scientific 

discovery and enables space exploration by using 

the spaceflight environment, in and beyond low 

Earth orbit, to conduct experiments that cannot be 

done on Earth. This work focuses on transformative science to contribute to advances in science,

technology, and space exploration. NASA strives for

broad involvement of the research and technology 

development communities in the formulation and 

dissemination of its work
Strategic Goal 1

NASA’s FY 2023 Volume of Integrated Performance 43

 DISCOVER

1.2.1: Demonstrate progress in exploring and advancing understanding of th

physical processes and connections of the Sun, space, and planetary environments throughout the solar system

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

programs, missions, and research

Fiscal Year 2020 2021 2022 2023 2024 2025

Target

Significant 

progress 

demonstrated

2 1

Achieved Demonstrated 

as planned

Rating Green Green

2015 2016 2017 2018 2019

Green Green Green Green Green

Areas contributing to performance goal in FY 2022

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

2. Complete the Parker Solar Probe (PSP) mission success criter

Areas contributing to performance goal in FY 2023

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

This Performance Goal aligns to 1.1.1 under the 2018 

Strategic Plan

FY 2021 Performance Progress

NASA achieved the FY 2021 target for this multiyear 

Performance Goal, as determined by the assessment of progress led by the Heliophysics Advisory 

Committee in October 2021. Below are examples of 

scientific progress reported in FY 2021. The selected 

results demonstrate significant progress in our 

understanding of the inter-connections shaping the 

space environment at Earth, at Mars, in interstellar 

space, and in the vicinity of exoplanets

A full solar cycle of energetic neutral atom flux 

observations (a way to image otherwise invisible 

neutral atoms) from the outer heliosphere by the 

Interstellar Boundary Explorer (IBEX) have made 

possible the construction of a 3D map of the heliosphere, the bubble that describes the extent of our 

Sun’s influence.

New studies from the Magnetospheric Multiscale 

(MMS) mission of charged particle acceleration 

by magnetic reconnection and by the Interface 

Region Imaging Spectrograph (IRIS) and the Solar 

Dynamics Observatory (SDO) of nanoflares embedded within flaring regions are important for understanding charged particle acceleration in solar 

flares and planetary magnetospheres throughout 

the solar system and the universe.

NASA’s Ionospheric Connection Explorer (ICON) 

mission is providing new insights into how neutral 

winds drive the currents that form the equatorial 

electrojet, crucial to improving understanding and 

modeling of thermosphere-ionosphere coupling 

and equatorial space weather

The Mars Reconnaissance Orbiter (MRO) observed 

spatial/temporal variability in the Martian thermosphere density due to solar tides that also have 

important implications for variability in the thermosphere at Earth. Seeing the effects of the same 

physical process in two very different planetary 

atmospheres provides deeper understanding of 

how one physical process couples to others and 

leads to better atmospheric models at both Earth 

and Mars

The signatures of extrasolar planets can be masked 

by stellar irradiance variability associated with 

magnetic activity cycles. Earth Science missions

are contributing to the interpretation of measurements conducted in the search for extrasolar 

planets. Using the Sun as a viable template, daily

full-disk solar observations from NASA’s Aura

Ozone Monitoring Instrument (OMI) and the Dutch 

Tropospheric Monitoring Instrument (TROPOMI)

resulted in both new information about the sources 

of variability in selected solar lines and a valuable 

data set for future progress

Citizen science recently identified a new form of 

aurora called the “dunes,” contributing to leadNASA’s Science Mission Directorate uses the 

vantage point of space to achieve a deep scientific understanding of our planet, other 

planets and solar system bodies, the interplanetary environment, the Sun and its effects 

on the solar system, and the universe beyond
Strategic Goal 1

NASA’s FY 2023 Volume of Integrated Performance 44

 DISCOVER

ing-edge discoveries in heliophysics. Observations

from NASA’s Thermosphere-IonosphereMesosphere Energetics and Dynamics (TIMED) 

mission were critical to developing a theory to 

explain the dune-like structure as the result of an 

atmospheric wave known as a mesospheric bore

Above: Solar flares range in size from nanoflares to giant eruptive flares. Each inset frame zooms in to the selected region in the frame to its left. The frame 

on the far right is the most zoomed in, showing the putative nanoflare. Image Credit: NASA/SDO/IRIS/Shah Bahauddin
Strategic Goal 1

NASA’s FY 2023 Volume of Integrated Performance 45

 DISCOVER

1.2.2: Demonstrate progress in exploring and probing the origin, evolution

and destiny of the galaxies, stars, and planets that make up the universe

NASA portfolio assessment guided by an annual external 

expert review determination of contributing programs, 

missions, and research

Fiscal Year 2020 2021 2022 2023 2024 2025

Target

Significant 

progress 

demonstrated

1 1

Achieved

Significant 

progress 

demonstrated

Rating Green Green

2015 2016 2017 2018 2019

Green Green Green Green Green

Areas for FY 2022

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

Areas for FY 2023

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

This Performance Goal aligns to 1.1.2 under the 

2018 Strategic Plan.

FY 2021 Performance Progress

NASA achieved the FY 2021 target for this multi-year 

Performance Goal as determined by the assessment of progress led by the Astrophysics Advisory 

Committee in October 2021. Below are examples of 

scientific progress reported in FY 2021.

The Nuclear Spectroscopic Telescope Array 

(NuSTAR) and X-ray Multi-mirror Mission (XMM)-

Newton observations of X-ray emissions produced 

by gas falling into a black hole, which is then 

gravitationally bent by the black hole, enable for 

the first time the study of processes on the far side 

of the black hole and allow a three-dimensional 

view. Observing photons bent around the black

hole confirms a key prediction of general relativity. 

NuSTAR is a NASA mission developed in partnership with the Danish Technical University (DTU) 

and the Italian Space Agency (ASI). XMM-Newton

was built and launched by the European Space 

Agency (ESA). NASA contributed resources for

two of XMM-Newton key instruments and funds 

the Guest Observer Facility at our Goddard Space 

Flight Center in Maryland. The Juno spacecraft,

heading to Jupiter, provided the first radial profile 

of interplanetary dust (as small as a few microns) 

and determined it came from Mars. Astronomers

have long thought that dust is brought into the 

inner solar system by asteroids and comets, but 

Juno data shows the dust in the Martian orbit plane 

could contribute, too. This dust distribution solves

the mystery of Zodiacal Light. This work will impact

our understanding and interpretation of zodiacal 

emission and solar system dust, to be studied by 

future NASA exoplanet missions that explore the 

process of planet building

A new type of supernova, 2018zd, discovered 

using Hubble Space Telescope and Spitzer Space 

Telescope data, has shown strong evidence of 

being triggered by “electron capture,” which is suspected to occur for stars between 8 and 10 times 

the mass of the Sun. These stars are too massive

to expire as white dwarf stars, but too small to 

undergo standard core-collapse supernova explosions. This discovery will provide scientists with

a deeper understanding of the diversity of stellar 

death

NASA’s Science Mission Directorate uses the 

vantage point of space to achieve a deep scientific understanding of our planet, other 

planets and solar system bodies, the interplanetary environment, the Sun and its effects 

on the solar system, and the universe beyond
Strategic Goal 1

NASA’s FY 2023 Volume of Integrated Performance 46

 DISCOVER

1.2.3: Demonstrate progress in exploring, observing, and understandin

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

interact, and evolve

NASA portfolio assessment guided by an annual external 

expert review determination of contributing programs, 

missions, and research

Fiscal Year 2020 2021 2022 2023 2024 2025

Target

Significant 

progress 

demonstrated

1 2

Achieved

Significant 

progress 

demonstrated

Rating Green Green

2015 2016 2017 2018 2019

Green Green Green Green Green

Areas for FY 2022

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

Areas for FY 2023

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

2. Complete the Origins, Spectral Interpretation

Resource Identification, Security-Regolith Explorer 

(OSIRIS-REx) mission success criteria

This Performance Goal aligns to 1.1.3 under the 

2018 Strategic Plan.

FY 2021 Performance Progress

NASA achieved the FY 2021 target for this multiyear 

Performance Goal as determined by an assessment of progress led by the Planetary Advisory 

Committee in October 2021. Below are examples of 

scientific progress reported in FY 2021. The selected 

results represent a breadth of accomplishment in 

exploring, observing, and understanding objects 

in the solar system and how they formed, as well 

as how they continue to operate, interact, and 

evolve. These selected results also demonstrate

that high-impact science comes not just from newly 

collected observations, but also from continued 

assessment of data collected decades ago

For two years, the Interior Exploration using 

Seismic Investigations, Geodesy and Heat 

Transport (InSight) lander has been recording 

seismic activity on Mars to better understand the 

planet’s structure, thermochemical state, and 

geologic history. Results from InSight demonstrate

that Mars is seismically active with plentiful marsquakes that are generally small in magnitude

Initial data analysis reveals that Mars possesses a 

24- to 72-kilometer-thick layered crust, with a 500 

kilometer-deep lithosphere, the rocky outermost 

part of Mars made up of the crust and mantle

Mars is surfaced by a crust enriched in radioactive 

elements and contains a large, approximately 1,830 

kilometer-wide core composed of iron-nickel that 

is enriched in light elements and is at least partially 

in a liquid state. These results point to a planetary

interior with general similarities to those of Earth, 

but one that followed a very different evolutionary 

path

At the outer planets, scientists took a fresh look 

at images acquired by the Voyager 2 spacecraft in 

light of other more recent discoveries. The data

revealed that the surfaces of the mid-sized Uranian 

moons exhibit geologic features that could have 

been formed by cryovolcanism (where volcanoes 

erupt liquids and vapor that freeze at the planetary surface), hinting at ocean world activity, now 

or in the past. Ammonia is an efficient anti-freeze 

agent that is associated with cryovolcanic deposits and processes on confirmed ocean worlds 

like Enceladus and Ceres. Using NASA’s Infrared

Telescope Facility, a team detected a 2.2-μm band

on Ariel and the other Uranian moons that is 

consistent with the presence of ammonia-bearing 

species, supporting the photogeologic evidence for 

cryovolcanism on the Uranian moons

NASA’s Science Mission Directorate uses the 

vantage point of space to achieve a deep scientific understanding of our planet, other 

planets and solar system bodies, the interplanetary environment, the Sun and its effects 

on the solar system, and the universe beyond
Strategic Goal 1

NASA’s FY 2023 Volume of Integrated Performance 47

 DISCOVER

1.2.4: Demonstrate progress in discovering and studying planets around othe

stars

NASA portfolio areas assessed, guided by an annual 

external expert review of progress made by contributing 

programs, missions, and research

Fiscal Year 2020 2021 2022 2023 2024 2025

Target

Significant 

progress 

demonstrated

1 1

Achieved

Significant 

progress 

demonstrated in 

1 area

Rating Green Green

2015 2016 2017 2018 2019

Green Green Green Green Green

Areas for external review panel determination in FY 2021

1. Annual external expert review determination o

programs, missions, and published, peer-reviewed 

research contributing to Performance Goal 1.1

2. Complete Transiting Exoplanet Survey Satellite (TESS

mission success criteria

Areas for FY 2022

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

Areas for FY 2023

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

This Performance Goal aligns to 1.1.4 under the 

2018 Strategic Plan.

FY 2021 Performance Progress

NASA achieved the FY 2021 target for this multi-year 

Performance Goal as determined by the assessment of progress led by the Astrophysics Advisory 

Committee in October 2021. Below are examples of 

scientific progress reported in FY 2021.

Discoveries made with the Transiting Exoplanet 

Survey Satellite (TESS) include an Earth-like planet 

found in the liquid water zone of its host star, 

several multi-planet systems (like our solar system), 

planets orbiting binary stars, super-hot planets 

extremely close to their host star, planets around 

white dwarfs (the Sun will evolve into such an 

object after it exhausts its nuclear fuel in about 

5 billion years), the remnant core of a gas giant 

whose atmosphere has been stripped away, and 

many more

A newly published catalogue of TESS exoplanets 

will enable astronomers to study exoplanet demographics. This TESS catalog builds on the remarkable results from the earlier Kepler mission, which

detected the first large population of exoplanets. 

TESS has discovered planets across the whole sky, 

and around stars nearby to the Sun, providing target lists for future follow-up with the James Webb 

Space Telescope and other facilities.

The Hubble Space Telescope directly measured the 

mass growth rate of exoplanet PDS 70b by observing radiation from extremely hot gas falling onto 

the planet. The massive, Jupiter-sized world orbiting at approximately the same distance as Uranus

does from the Sun, began forming approximately 5 

million years ago, and may be in the tail end of its 

formation process. This technique for using Hubble

to directly image this planet paves a new route 

for further exoplanet research, especially during a 

planet’s formative years

NASA’s Science Mission Directorate uses the 

vantage point of space to achieve a deep scientific understanding of our planet, other 

planets and solar system bodies, the interplanetary environment, the Sun and its effects 

on the solar system, and the universe beyond
Strategic Goal 1

NASA’s FY 2023 Volume of Integrated Performance 48

 DISCOVER

Above: In this artist’s interpretation, researchers working with data from NASA’s Transiting Exoplanet Survey Satellite (TESS) have discovered the mission’s 

first circumbinary planet, a world orbiting two stars. The planet, called TOI 1338 b, is around 6.9 times larger than Earth, or between the sizes of Neptune 

and Saturn. It lies in a system 1,300 light-years away in the constellation Pictor. Watch a video about this discovery [https://www.nasa.gov/tess-transiting-exoplanet-survey-satellite]. Image credit: NASA Goddard Space Flight Center

Left: NASA’s Hubble Space Telescope is giving astronomers a 

rare look at a Jupiter-sized, still-forming planet that is feeding 

off material surrounding a young star. This huge exoplanet, 

designated PDS 70b, orbits the orange dwarf star PDS 70, 

which is already known to have two actively forming planets 

inside a huge disk of dust and gas encircling the star. Image 

Credit: NASA, ESA, McDonald Observatory–University of 

Texas, Yifan Zhou (UT), Joseph DePasquale (STScI). Image 

Credit: NASA
Strategic Goal 1

NASA’s FY 2023 Volume of Integrated Performance 49

 DISCOVER

1.2.5: Demonstrate progress in improving understanding of the origin an

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

and finding locations where life could have existed or could exist today, and 

exploring whether planets around other stars could harbor life

NASA portfolio assessment guided by an annual external 

expert review determination of contributing programs, 

missions, and research

Fiscal Year 2020 2021 2022 2023 2024 2025

Target

Significant 

progress 

demonstrated

1 1

Achieved

Significant 

progress 

demonstrated

Rating Green Green

2015 2016 2017 2018 2019

Green Green Green Green Green

Areas for FY 2022

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

Areas for FY 2023

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

This Performance Goal aligns to 1.1.5 under the 

2018 Strategic Plan.

FY 2021 Performance Progress

NASA achieved the FY 2021 target for this multiyear 

Performance Goal as determined by an assessment 

of progress led by the Planetary Science Advisory 

Committee in October 2021. Below are examples of 

scientific progress reported in FY 2021.

Earth’s status as the only life-sustaining planet is a 

result of the timing and delivery mechanism of carbon, nitrogen, sulfur, and hydrogen. Determining

the characteristics of the body or bodies that delivered this material to early Earth is crucial. Based

on their isotopic signatures, terrestrial volatiles 

(small molecules) are thought to have derived from 

carbonaceous meteorites, while the isotopic compositions of nonvolatile major and trace elements 

suggest that a different type of meteorite material 

is the primary building blocks of Earth. Using experiments at high pressure and temperature, as well

as modeling simulations, researchers have demonstrated that an impact of a Mars-sized planet of 

particular composition around the time of the 

Moon-forming event (5 to 10 million years after the 

formation of the solar system) could be the source 

of major volatiles on Earth

The study of an extreme outburst, or flare, from 

the Sun’s nearest stellar neighbor, Proxima 

Centauri, could help guide the search for life 

beyond our solar system. The flare was discovered by a team of astronomers using the Hubble, 

TESS, and ground-based telescopes that included 

the Australian Square Kilometre Array Pathfinder 

(ASKAP), Atacama Large Millimeter/submillimeter 

Array (ALMA), and the du Pont Telescope. Proxima

Centauri is a “red dwarf” with about one-eighth 

the mass of our Sun. It sits just four light-years, or

almost 25 trillion miles, from the center of our solar 

system and hosts at least two planets, one of which 

may look something like Earth. As the closest exoplanet to Earth, and located in the star’s Habitable

Zone, Proxima b is the most likely candidate for 

follow-up observations and astrobiological surveys

But according to this latest study, the flares its star 

emits would have likely rendered the planet sterile a long time ago. The team’s findings constitute 

one of the most in-depth anatomies of a flare from 

any star in our galaxy. In the future, these signals

could help researchers gather more information 

about how stars generate flares, which could have 

immense implications for exoplanet and habitability studies

NASA’s Science Mission Directorate uses the 

vantage point of space to achieve a deep scientific understanding of our planet, other 

planets and solar system bodies, the interplanetary environment, the Sun and its effects 

on the solar system, and the universe beyond
Strategic Goal 1

NASA’s FY 2023 Volume of Integrated Performance 50

 DISCOVER

1.2.6: Demonstrate progress in developing the capability to detect an

knowledge to predict extreme conditions in space to protect life and society 

and to safeguard human and robotic explorers beyond Earth

NASA portfolio assessment guided by an annual external 

expert review determination of contributing programs, 

missions, and research

Fiscal Year 2020 2021 2022 2023 2024 2025

Target

Significant 

progress 

demonstrated

2 2

Achieved

Demonstrated 

as planned in 2 

areas

Rating Green Green

2015 2016 2017 2018 2019

Green Green Green Green Green

Areas for external review panel determination in FY 2021

1. Annual external expert review determination o

programs, missions, and published, peer-reviewed 

research contributing to Performance Goal 1.1

2. External expert review panel determination indicating whether expectations for research program hav

been fully met or exceeded in advancing scientific 

understanding of background solar wind, solar wind 

structures, and coronal mass ejections, which can be 

integrated into key models used to predict the arrival 

time and impact of space storms at Earth

Areas for FY 2022

1. Significant progress demonstrated as determine

by annual external expert review determination of 

programs, missions, and published, peer-reviewed 

research contributing to Performance Goal 1.2

2. External expert review panel determination indicating whether expectations for research program hav

been fully met or exceeded in advancing scientific 

understanding of background solar wind, solar wind 

structures, and coronal mass ejections, which can be 

integrated into key models used to predict the arrival 

time and impact of space storms at Earth

Areas for FY 2023

1. Significant progress demonstrated as determine

by annual external expert review determination of 

programs, missions, and published, peer-reviewed 

research contributing to Performance Goal 1.2

2. External expert review panel determination indicating whether expectations for research program hav

been fully met or exceeded in advancing scientific 

understanding of background solar wind, solar wind 

structures, and coronal mass ejections, which can be 

integrated into key models used to predict the arrival 

time and impact of space storms at Earth

This Performance Goal aligns to 1.1.6 under the 

2018 Strategic Plan.

FY 2021 Performance Progress

NASA achieved the FY 2021 target for this multiyear 

Performance Goal as determined by the assessment of progress performed by the Heliophysics 

Advisory Committee in October 2021. Below are 

examples of scientific progress reported in FY 

2021. The studies highlighted directly address the 

extreme space weather events that have the potential to cause substantial harm to national security, 

the economy, and crewed and unmanned space 

activities and support better understanding of 

background solar wind, solar wind structures, and 

coronal mass ejections

Geomagnetically induced currents (GICs) result 

from geoelectric fields produced by space 

weather. GICs, which manifest at ground level,

are a considerable risk to technological systems, 

like powerlines. A recent study using coordinated

observations from the Time History of Events 

and Macroscale Interactions during Substorms 

(THEMIS) mission, ground-based magnetometers, radars, and the Earthscope facility revealed 

the direct coupling of conditions in the magnetotail-to-ground-level electromagnetic conditions

Findings from the study are expected to lead to 

better characterization and prediction of geoelectric signals from ultra-low-frequency waves that can 

reach amplitudes that may cause intense geoelectric fields and GICs. 

Solar energetic particles are the most hazardous 

outputs from solar activity. Recent studies utilizing the Heliophysics System Observatory show

the plasma composition of the most damaging 

solar energetic particles can be traced back to the 

confined magnetic field environment in the Sun’s 

NASA’s Science Mission Directorate uses the 

vantage point of space to achieve a deep scientific understanding of our planet, other 

planets and solar system bodies, the interplanetary environment, the Sun and its effects 

on the solar system, and the universe beyond
Strategic Goal 1

NASA’s FY 2023 Volume of Integrated Performance 51

 DISCOVER

lower atmosphere. The studies also confirm shock 

acceleration as a major acceleration mechanism

Changes in thermospheric mass density impact the 

aerodynamic drag on space vehicles and debris in 

the near-Earth space environments. Cooling of the

mesosphere and lower thermosphere (MLT) results 

in a decrease in its temperature and density, which 

results in less aerodynamic drag and leads to 

longer lifetimes for debris on orbit. A recent study

by the TIMED mission reveals that the MLT has 

cooled dramatically since 2002 and suggests that 

the MLT in 2020 was colder than at any other time 

since the late 1700s. The long-term cooling effects 

are attributed to increasing carbon dioxide due to 

climate changes and weakening solar cycles

Researchers have developed new methodologies 

to understand coronal mass ejection propagation 

using heliospheric images from the Solar Terrestrial 

Relations Observatory (STEREO) mission, improving the capability to predict arrival time at Earth

Furthermore, there has been significant progress 

made in global integrated models of the solar 

corona and heliosphere, in particular to understand the build-up of magnetic energy that leads to 

solar eruptive events
Strategic Goal 1

NASA’s FY 2023 Volume of Integrated Performance 52

 DISCOVER

1.2.7: Demonstrate progress in identifying, characterizing, and predictin

objects in the solar system that pose threats to Earth or offer resources for 

human exploration

NASA portfolio assessment guided by an annual external 

expert review determination of contributing programs, 

missions, and research

Fiscal Year 2020 2021 2022 2023 2024 2025

Target

Significant 

progress 

demonstrated

2 3

Achieved

Demonstrated 

as planned in 2 

areas

Rating Green Green

2015 2016 2017 2018 2019

Green Green Green Green Green

Areas contributing to performance goal in FY 2021

1. Annual external expert review of programs, missions, and published, peer-reviewed research contributing to Performance Goal 1

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

that are 140 meters in diameter or larger

Areas contributing to performance goal in FY 2022

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

2. Identify and catalogue 10,300 near-Earth asteroid

that are 140 meters in diameter or larger

Areas contributing to performance goal in FY 2023

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

2. Identify and catalogue 10,800 near-Earth asteroid

that are 140 meters in diameter or larger

3. Complete the Double Asteroid Redirection Tes

(DART) mission success criteria

This Performance Goal aligns to 1.1.7 under the 

2018 Strategic Plan.

FY 2021 Performance Progress

NASA achieved the FY 2021 target for this multiyear 

Performance Goal as determined by an assessment 

of progress led by the Planetary Science Advisory 

Committee in October 2021. Below are examples of 

scientific progress reported in FY 2021.

In this fiscal year, asteroid search teams funded 

by NASA’s Near-Earth Object Observations (NEOO) 

Program found another 5 asteroids larger than one 

kilometer in size with orbits that can come within 

Earth’s vicinity. Asteroid search teams also found

3,039 smaller asteroids less than one kilometer 

in size. This brings the total known population of

near-Earth asteroids to 26,907 as of September 

30, 2021. The high-precision orbit predictions 

computed by the Center for Near-Earth Object 

Studies at NASA’s Jet Propulsion Laboratory (JPL) 

show that none of these objects is likely to strike 

Earth in the next century. However, 2,215 small 

bodies (of which 162 are larger than one kilometer in diameter), with 117 near-Earth comets, are 

in orbits that could become a hazard in the more 

distant future and warrant continued monitoring

The NASA Authorization Act of 2005 directed NASA 

to find 90 percent of the near-Earth objects down 

to 140 meters in size. As of September 30, 2021, 

9,837 near-Earth asteroids with sizes greater than 

140 meters have been discovered and catalogued, 

exceeding the target of 9,750

Asteroid 99942 Apophis, discovered in 2004, was 

identified as one of the most hazardous asteroids 

that could impact Earth. Estimated to be about

1,100 feet (340 meters) across, astronomers predicted that it would come uncomfortably close in 

2029. Thanks to additional observations, the risk

of an impact in 2029 was later ruled out, as was 

the potential impact risk posed by another close 

approach in 2036. However, the astronomers could

not rule out a small chance of impact in 2068

During Apophis’ distant flyby of Earth in March 

2021, astronomers took the opportunity to precisely track its motion and to refine the estimate 

of its orbit around the Sun with extreme precision, 

enabling scientists to confidently rule out any 

impact risk in 2068 and long after. With the support of recent optical observations and additional

radar observations, NASA scientists found that the 

NASA’s Science Mission Directorate uses the 

vantage point of space to achieve a deep scientific understanding of our planet, other 

planets and solar system bodies, the interplanetary environment, the Sun and its effects 

on the solar system, and the universe beyond
Strategic Goal 1

NASA’s FY 2023 Volume of Integrated Performance 53

 DISCOVER

uncertainty in Apophis’ orbit has collapsed from 

hundreds of kilometers to just a handful of kilometers when projected to 2029. This greatly improved

knowledge of its position in 2029 provided more 

certainty of its future motion, so Apophis could be 

removed from the risk list. On April 13, 2029, the 

asteroid Apophis will pass less than 20,000 miles 

(32,000 kilometers) from our planet’s surface—

closer than the distance of geosynchronous satellites

With NASA’s Eyes on Asteroids, you can watch all the known near-Earth asteroids and comets as they orbit the Sun. Updated twice daily with the latest 

tracking data, the web-based application will automatically add new near-Earth object discoveries for you to explore. Image credits: NASA/JPL-Caltech
Strategic Goal 1

NASA’s FY 2023 Volume of Integrated Performance 54

 DISCOVER

1.2.8: Demonstrate progress in understanding the properties of physical an

biological systems in spaceflight environments to advance scientific knowledge, enable space exploration, and benefit life on Earth

NASA portfolio areas assessed, guided by an annual 

external expert review of progress made by contributing 

programs, missions, and research

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A N/A 1 1

Achieved N/A N/A

Rating N/A N/A

Areas for FY 2022

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

Areas for FY 2023

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

Right: The eXposed Root On-Orbit Test System (XROOTS) 

investigation team review Astro Garden plant growth testing in 

a laboratory facility at Sierra Space in Madison, Wisconsin (left 

to right: John Wetzel, Dan Wyman, Bob Morrow, Gil Tellez). 

The XROOTS investigation, sponsored by NASA’s Biological 

and Physical Sciences Division, is designed to test critical 

aspects of the Astro Garden system by using hydroponic and 

aeroponic techniques to grow crop plants without soil, making 

large scale plant production in space feasible. Image credit: 

Sierra Space

NASA’s Science Mission Directorate uses the 

vantage point of space to achieve a deep scientific understanding of our planet, other 

planets and solar system bodies, the interplanetary environment, the Sun and its effects 

on the solar system, and the universe beyond
Strategic Goal 1

NASA’s FY 2023 Volume of Integrated Performance 55

 DISCOVER

1.2.9: Achieve critical milestones of Science Mission Directorate’s heliophysics, planetary science, and astrophysics major projec

Number of critical milestones completed

Fiscal Year 2020 2021 2022

(APG)

2023

(APG)

2024 2025

Target 10 12 At least 

10 of 12

At least 

6 of 8

Achieved 8 15

Rating Yellow Green

2015 2016 2017 2018 2019

Green Green Yellow Green Green

List of major projects critical milestones FY 2021

1. Launch Sentinel-6

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

3. Initiate Surface Water and Ocean Topograph

(SWOT) mission Observatory Integration and Testing 

(I&T)

4. Initiate the Plankton, Aerosol, Cloud, ocea

Ecosystem (PACE) mission spacecraft element 

Integration and Testing (I&T)

5. Land the Mars 2020 rover in the Jezero Crater, complete checkout, and begin surface operatio

6. Complete the Mars Sample Return mission Ke

Decision Point (KDP)-A review

7. Complete the Double Asteroid Redirection Tes

(DART) mission Pre-Ship Review (PSR)

8. Complete the Europa Clipper mission Critical Desig

Review (CDR)

9. Complete the Psyche mission System Integratio

Review (SIR)

10. Complete the Lucy mission Pre-Environmenta

Review (PER)

11. Complete one Dragonfly Mobility radar and lida

performance characterization tests

12. Complete the Interstellar Mapping and Acceleratio

Probe (IMAP) Preliminary Design Review (PDR)

13. Complete the Spectro-Photometer for the History o

the Universe, Epoch of Reionization and Ices Explorer 

(SPHEREx) Key Decision Point (KDP)-C review

14.  Complete the two Nancy Grace Roman Spac

Telescope instrument Critical Design Reviews (CDRs)

15.  Complete the Volatiles Investigating Pola

Exploration Rover (VIPER) mission Key Decision Point 

(KDP)-C review

List of major projects critical milestones FY 2022

1. Launch the Lucy missio

2. Complete the Volatiles Investigating Pola

Exploration Rover (VIPER) Critical Design Review 

(CDR)

3. Complete the Europa Clipper System Integratio

Review (SIR)

4. Launch the Double Asteroid Redirection Test (DART

mission

5. Complete the Psyche mission Pre-Ship Review (PS

6. Complete one Dragonfly mission instrumen

Preliminary Design Review (PDR)

7. Complete the Mars Sample Return (MSR) progra

Key Decision Point (KDP)-B review

8. Complete one Geospace Dynamics Constellatio

(GDC) mission instrument selections

9. Complete the Interstellar Mapping and Acceleratio

Probe (IMAP) CDR

10. Complete the Spectro-Photometer for the Histor

of the Universe, Epoch of Reionization and Ices 

Explorer (SPHEREx) CDR

11. Complete the telescope for the Nancy Grace Roma

Space Telescope

12. Award two Commercial Lunar Payload Service

(CLPS) delivery task orders.

List of major projects critical milestones FY 2023

1. Complete the Volatiles Investigating Pola

Exploration Rover (VIPER) Key Decision Point (KDP)-E 

review

2. Initiate stacking and system-level tests of the integrated Europa Clipper spacecra

3. Complete the Dragonfly KDP-C review

4. Complete the Mars Sample Return (MSR) Sampl

Retrieval Lander (SRL)-1 Preliminary Design Review 

(PDR)

5. Complete the Interstellar Mapping and Acceleratio

Probe (IMAP) mission System Integration Review 

(SIR)

6. Complete the Nancy Grace Roman Space Telescop

instrument carrier

7. Spectro-Photometer for the History of the Universe

Epoch of Reionization and Ices Explorer (SPHEREx) 

TBD

8. Award two Commercial Lunar Payload Service

(CLPS) delivery task orders.

This Performance Goal aligns to 1.1.10 under the 

2018 Strategic Plan.

NASA’s Science Mission Directorate uses the 

vantage point of space to achieve a deep scientific understanding of our planet, other 

planets and solar system bodies, the interplanetary environment, the Sun and its effects 

on the solar system, and the universe beyond
Strategic Goal 1

NASA’s FY 2023 Volume of Integrated Performance 56

 DISCOVER

FY 2021 Performance Progress

NASA achieved 8 of the 12 milestones planned for 

FY 2021. Beginning in April 2020, NASA and its partners limited hands-on work to prioritized projects, 

following health guidance from the Centers for 

Disease Control and Prevention, to help protect 

the workforce from COVID-19 impacts. As a result 

of the change of operations, some projects did 

not achieve their milestones. NASA delayed the

SPHEREx KDP-C review to the first quarter of FY 

2021 due to COVID-19 impacts and the loss of the 

originally selected telescope vendor. The SIRs for

SWOT and NISAR also were delayed until FY 2021 

due to COVID-19 impacts. In addition, the Europa 

Clipper CDR was postponed to December 2020 due 

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

elements

The Lucy CDR was completed in October 2019 

and the KDP-B review for IMAP was completed 

in January 2020. NASA awarded the second CLPS

mission task order in April. The Psyche CDR and

Landsat-9 KDP-D review were completed in May, 

and the KDP-D review for the DART mission and 

the Flight Acceptance Review, now referred to 

as the Qualification and Acceptance Review, for 

Sentinel-6 Michael Freilich were in July. Mars 2020

Perseverance launched on July 2020 on its way to 

the Red Planet. (Watch the launch on YouTube

Below: Family members of Dr. Michael Freilich, for whom the Sentinel-6 Michael Freilich satellite is named, gather at Vandenberg Air Force Base in California 

on November 20, 2020, the day before the spacecraft’s launch atop a Falcon 9 rocket. Freilich served as director of NASA’s Earth Science Division in the 

Science Mission Directorate at the Agency’s Headquarters from 2006 until his retirement in 2019. A tireless advocate for advancing satellite measurements 

of the ocean, he was instrumental in advancing ocean altimetry and helped drive the evolution of NASA Earth science from a program that launched an 

Earth-observing space mission every few years to one that launches several missions each year. Freilich died August 5, 2020, of pancreatic cancer. Image 

credit: NASA/Ben Smegelsky
Strategic Goal 1

NASA’s FY 2023 Volume of Integrated Performance 57

 DISCOVER

1.2.10: Complete commissioning of the James Webb Space Telescope, th

most powerful and complex space telescope ever built, and begin Webb’s 

Cycle 2 observations. (Agency Priority Goal)

Number of critical milestones completed

Fiscal 

Year

2020

(APG)

2021 2022 2023 2024 2025

Target 4 4 4 4

Achieved 3 3

Rating Yellow Yellow

2015 2016 2017 2018 2019

Green Yellow Yellow Green Green

List of development milestones for FY 2021

1. Initiate observatory post-environment testin

deployments

2. Complete final comprehensive system tes

3. Complete sunshield folding in preparation for fina

stow for shipment

4. Complete shipment of observatory to launch si

List of critical milestones for FY 2022

1. Launch James Webb Space Telescop

2. Perform all deployments of the observato

3. Initiate commissioning and operations for all scienc

instruments

4. Complete science instrument commissioning an

begin normal operations

List of critical milestones for FY 2023

1. Make early release science products available i

public archive

2. Receive Cycle 2 proposals for second year of Web

operations

3. Conduct review of Cycle 2 proposa

4. Begin Cycle 2 observatio

This Performance Goal aligns to 1.1.11 under the 

2018 Strategic Plan.

FY 2021 Performance Progress

NASA fell short of achieving the last FY 2021 milestone for this Performance Goal, resulting in a 

Yellow rating

Engineers for Webb initiated the post-environmental testing deployments for Webb in October 2020

The deployments were to demonstrate that the 

observatory would move and unfold as planned, 

like a giant origami, after its journey to the second 

Lagrange point between Earth and the Sun. The 

engineers completed the final comprehensive system test in February 2021 and the deployment test 

for the mirror in March

In April, the engineers began packing the five-layer 

sunshield, which is roughly the size of a tennis 

court, to fit within the confines of the launch vehicle. The careful process of folding the silver material took about a month. (Watch as engineers an

technicians prepare Webb for its launch vehicle.

Webb left by cargo ship from Seal Beach in 

California on September 24 and began its 16-day 

journey to the launch site in Kourou, French 

Guiana. Webb was shipped in a custom-built, environmentally controlled container. It didn’t arrive a

its destination until October 12 (in FY 2022).

NASA’s Science Mission Directorate uses the 

vantage point of space to achieve a deep scientific understanding of our planet, other 

planets and solar system bodies, the interplanetary environment, the Sun and its effects 

on the solar system, and the universe beyond
Strategic Goal 1

NASA’s FY 2023 Volume of Integrated Performance 58

 DISCOVER

1.2.1 [Completed at the end of FY 2021]: Advance scientific research with th

potential to understand the responses of physical and biological systems to 

spaceflight

Number of peer reviewed published studies

Fiscal Year 2020 2021 2022 2023 2024 2025

Target 500 360 PG Completed

Achieved 360 455

Rating Red Green

2015 2016 2017 2018 2019

Yellow Red Yellow Green Red

FY 2021 Performance Progress

NASA-supported researchers published 455 

peer-reviewed studies on physical and biological 

sciences, exceeding the FY 2021 target of 360. This 

target was based on FY 2020 performance, which 

was affected by the COVID-19 pandemic. The pace 

of publication returned to pre-pandemic normal 

during FY 2021.

This Performance Goal was achieved through 

work by the Division of Biological and Physical 

Sciences, part of NASA’s Science Mission 

Directorate, and the Human Research 

Program (HRP), under the former Human 

Space Exploration and Operations Mission 

Directorate
NASA’s FY 2023 Volume of Integrated Performance 59

 DISCOVER

LEAD OFFICE

Science Mission Directorate (SMD)

GOAL LEADER

Karen Flynn, Deputy Associate Administrator for 

Management, SMD

Budget

FY $M

Op Plan 2021 $368.6

Requested 2022 $417.9

Requested 2023 $444.3

Outyear

2024 $488.5

2025 $486.7

2026 $505.9

2027 $524.7

NASA’s missions and research activities inspire 

curiosity and increase the understanding of our 

planet, the solar system, and the universe. One

of our core capabilities is the ability to collect, 

store, manage, analyze, and distribute data and 

information for scientists, international partners, 

learners of all ages, decision-makers, and industry 

to further science, improve modeling, increase 

knowledge, and spur economic innovation

NASA generates, analyzes, activates, and archives 

large amounts of data to support science objectives and deliver data and scientific results to 

users around the world. Over the next 5 years,

NASA will substantially increase the size of data 

archives as the volume of data generated by 

new missions increases from approximately 10 

petabytes per year today to over 100 petabytes 

per year in 2026. This growth of NASA’s science

archives presents unique opportunities for new 

scientific discovery and partnerships, as well 

as significant challenges for data management, 

Strategic Objective 1.3

Ensure NASA’s science data are accessible to all and produce 

practical benefits to society.

Below: Image shows a map of potential landslide risk output by NASA’s Landslide Hazard Assessment Model (LHASA) in June 2021. These timely, targeted, 

and customizable “nowcasts” are estimates of potential landslide activity in near-real time for each 1-square-kilometer area between the poles. Red indicates 

the highest risk and dark blue indicates the lowest risk. Image Credit: NASA
Strategic Goal 1

NASA’s FY 2023 Volume of Integrated Performance 60

 DISCOVER

curation, access, analysis, computing, and computational modeling

As part of this effort, we plan to undertake investments and initiatives that will accelerate the 

accessibility and use of NASA data by its existing 

and new user communities. NASA’s data initiatives

are focused on making actionable data accessible 

to other Federal agencies, relevant decision-makers, stakeholders, and the public. This will be done

by investments in three key areas: 1) capabilities to 

enable open-source science; 2) continuous evolution of data and computing systems; and 3) community and strategic partnerships for innovation
Strategic Goal 1

NASA’s FY 2023 Volume of Integrated Performance 61

 DISCOVER

1.3.1: Accelerate the accessibility and use of NASA’s science data and too

Number of critical milestones completed

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target N/A N/A 1 1

Achieved N/A N/A

Rating N/A N/A

List of activities for FY 2022

1. Develop and release a prototype interdisciplinar

science data search engine that allows users to discover 70 percent of NASA’s scientific data.

List of activities for FY 2023

1. Deploy an operational interdisciplinary science dat

search engine to allow users to discover 85 percent 

of NASA’s scientific data.

NASA’s Science Mission Directorate uses the 

vantage point of space to achieve a deep scientific understanding of our planet, other 

planets and solar system bodies, the interplanetary environment, the Sun and its effects 

on the solar system, and the universe beyond
Strategic Goal 1

NASA’s FY 2023 Volume of Integrated Performance 62

 DISCOVER

1.3.2: Apply insights from Earth science to benefit the economy, health

quality of life, and environment around the globe

Number of critical milestones completed

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target N/A N/A 2 2

Achieved N/A N/A

Rating N/A N/A

List of activities for FY 2022

1. 40 percent of Earth science applications project

advance one Applications Readiness Level (ARL) with 

3 projects advancing to ARL 8 or 9, when an application has been incorporated into regular use and 

decision-making

2. Deliver an Earth science applications guidebook t

share knowledge in using Earth science information 

to inform decisions and provide benefits to society.

List of activities for FY 2023

1. 40 percent of Earth science applications project

advance one Applications Readiness Level (ARL) with 

3 projects advancing to ARL 8 or 9, when an application has been incorporated into regular use and 

decision-making

2. Engage 14,500 people across the Nation and aroun

the world to build skills in applying Earth science 

information to benefit society.

NASA’s Science Mission Directorate uses the 

vantage point of space to achieve a deep scientific understanding of our planet, other 

planets and solar system bodies, the interplanetary environment, the Sun and its effects 

on the solar system, and the universe beyond
EXPLORE

The Orion spacecraft for NASA’s Artemis I mission, fully assembled with its launch abort system, is lifted above the Space Launch System (SLS) rocket in 

High Bay 3 of the Vehicle Assembly Building at Kennedy Space Center in Florida on October 20, 2021. The stacking of Orion on top of the SLS completes 

assembly for the Artemis I flight test. Teams will begin conducting a series of verification tests ahead of rolling out to Launch Complex 39B for the Wet Dress 

Rehearsal. Artemis I will be an uncrewed test flight of the Orion spacecraft and Space Launch System rocket as an integrated system ahead of crewed 

flights to the Moon. Under Artemis, NASA aims to land the first woman and first person of color on the Moon and establish sustainable lunar exploration. 

Image credit: NASA/Frank Michaux

Strategic Goal 2

Extend Human Presence to the Moon and 

on towards Mars for Sustainable Long-term 

Exploration, Development, and Utilization.
NASA’s FY 2023 Volume of Integrated Performance 64

Strategic Goal 2

 EXPLORE

LEAD OFFICE

Exploration Systems Development Mission Directorate 

(ESDMD)

GOAL LEADER

Altonell (Toni) Mumford, Deputy Associate Administrator 

for Management, ESDMD

Budget

FY $M

Op Plan 2021 $5,017.4

Requested 2022 $5,361.4

Requested 2023 $6,153.0

Outyear

2024 $7,215.9

2025 $7,669.2

2026 $7,897.5

2027 $8,092.3

Artemis missions, and future human exploration 

of Mars, will expand opportunities for Americans, 

increase our global standing, and inspire the next 

generation of leaders in STEM. Long-term exploration and scientific utilization present unique 

opportunities for major discoveries impacting 

critical fields like medicine, energy, and manufacturing that will benefit society worldwide

NASA will work closely with international partners 

to achieve Artemis objectives and grow the global 

space economy. These relationships will reinforce

America’s position as the global leader in space 

exploration and provide new avenues for partnership with nations around the world. NASA’s deep

space exploration efforts will continue to act as a 

beacon of peace and scientific partnership around 

the globe

Artemis missions will be driven by scientific 

objectives like collecting new information on 

planetary processes and the character and origin 

of volatiles. NASA will uncover the history of our

Earth-Moon system and new information about 

our Sun. The human data collected as mission

durations increase will make future work in deep 

space safer and more efficient. What we learn will 

also help us protect our home planet and improve 

daily life for people around the world

Strategic Objective 2.1

Explore the surface of the Moon and deep space.

Below: Artist’s concept of the Artemis Base Camp, a science and technology outpost at the lunar South Pole. The base camp would include rovers, a fixed 

habitat, fission surface power, and an in-situ resource utilization pilot plant to demonstrate the ability to harvest resources from the Moon. Image credit: NASA
Strategic Goal 2

NASA’s FY 2023 Volume of Integrated Performance 65

 EXPLORE

2.1.1: Advance America’s goal to land the first woman and first person of colo

on the Moon by demonstrating capabilities that advance lunar exploration

(Agency Priority Goal)

Number of milestones met

Fiscal 

Year

2020

(APG)

2021 2022

(APG)

2023

(APG)

2024 2025

Target 4 4 4 4

Achieved 3 4

Rating Yellow Green

2015 2016 2017 2018 2019

Green Green Green Yellow Red

List of milestones for FY 2021

1. Complete Artemis I booster segment installations o

the Mobile Launcher.

2. Complete the Space Launch System (SLS) Core Stag

Green Run hot fire testing.

3. Complete SLS Core Stage mate at the Kennedy Spac

Center

4. Award the Human Launch System (HLS) Option 

List of milestones for FY 2022

1. Complete the Artemis II Crew Module/Servic

Module mate

2. Complete the Artemis II Interim Cryogeni

Propulsion Stage

3. Deliver the Artemis III Core Stage Forward Ski

4. Launch Artemis 

List of milestones for FY 2023

1. Complete Artemis II Booster Segment stacki

2. Announce awards for sustaining lander developme

3. Deliver the Artemis II Core Stage to Kennedy Spac

Center

4. Hold for a Gateway initial capability milestone (i.

HALO, PPE and iHAB)

This Performance Goal aligns to 2.2.1 under the 

2018 Strategic Plan. 

FY 2021 Performance Progress

The three programs that support the Artemis made 

appreciable progress in FY 2021. NASA completed 

the four annual milestones and successfully completed this Performance Goal.*

NASA stacked the SLS solid rocket boosters for 

Artemis I onto the Mobile Launcher over several 

weeks. On November 21, 2020, we used massive 

cranes to lift the first booster segment into place. 

The installation was complete on March 2, 2021.

NASA successfully completed the final Green Run 

test of the SLS Core Stage on March 18, 2021. (Video 

of the final test available on YouTube.) This series

of eight tests verified that the Core Stage is ready 

for Artemis I. Each test was a check of the hardware

and system that culminated with the hot fire of all 

four RS-25 engines on March 18.

Following that milestone activity, NASA transferred 

the SLS Core Stage from Stennis Space Center in 

Mississippi to the Vehicle Assembly Building at 

Kennedy Space Center in Florida. Vehicle assembly 

and integration proceeded as expected, despite 

COVID impacts to workforce personnel. 

In support of lunar surface activities, NASA 

awarded the Human Landing System Option A contract in April 2021. We selected SpaceX to develop 

the first commercial human lander to transport 

astronauts to the lunar surface. Although a protest

was filed, the U.S. Court of Appeals upheld the 

award nearly six months later, in November 2021.

NASA publicly announced in FY 2021 that despite 

the progress being made in several areas, a crewed 

Moon landing in 2024 was no longer possible due 

to extensive delays in other areas, including the 

first launch of the SLS rocket and Orion crew capsule. The next crewed Moon landing is now scheduled for no earlier than 202

*In January 2021, the Office of Management and Budget (OMB) 

discontinued public reporting Government-wide on Agency Priority Goals. NASA continued performance tracking and reporting on the Artemis high-priority area as a Performance Goal with 

some changes approved by OMB.

NASA’s Artemis activities are led by the 

Exploration Systems Development Mission 

Directorate (formerly led by the Human 

Exploration and Operations Mission 

Directorate)
Strategic Goal 2

NASA’s FY 2023 Volume of Integrated Performance 66

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2.1.2: Develop the capabilities and infrastructure necessary to transpor

human missions from Earth to cislunar space

Percent of milestones or activities completed, as identified on the Enterprise Cross-Program Integration Teams 

Schedule

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target N/A N/A 5 5

Achieved N/A N/A

Rating N/A N/A

List of milestones for FY 2022

1. Mate the Artemis II Crew Module (CM) Adapter to th

European Service Module (ESM)

2. Exploration Ground Systems break ground on th

Emergency Egress System at Pad-B

3. Complete the Core Stage 2 Liquid Hydrogen tan

4. Complete integration of Artemis II Crew Module Par

1

5. Complete the Artemis II Core Stage liquid hydroge

(LH2) tank and forward section mate.

List of milestones for FY 2023

1. Complete the Artemis II Orion Launch Abort Syste

integration

2. Complete the Artemis II Exploration Ground System

pad liquid hydrogen (LH2) storage tank standalone 

verification and validation.

3. Complete the Artemis III Crew Module Adapte

(CMA)

4. Complete fabrication of the Artemis III Orion Stag

Adapter

5. Artemis IV Space Launch System Core Stage engine

available

NASA’s Artemis activities are led by the 

Exploration Systems Development Mission 

Directorate (formerly led by the Human 

Exploration and Operations Mission 

Directorate)

Right: In the early morning on October 20, 2020, the mobile launcher 

for the Artemis I mission begins its rollout atop crawler-transporter 2 

from the Vehicle Assembly Building at NASA’s Kennedy Space Center 

in Florida. The nearly 400-foot-tall mobile launcher was being rolled to 

Launch Pad 39B. During its two-week stay at the pad, engineers with 

Exploration Ground Systems and Jacobs performed several tasks, 

including a timing test to validate the launch team’s countdown timeline, and a thorough, top-to-bottom wash down of the mobile launcher 

to remove any debris remaining from construction and installation of 

the umbilical arms. Photo credit: NASA/Ben Smegelsky
Strategic Goal 2

NASA’s FY 2023 Volume of Integrated Performance 67

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2.1.3: Complete the exploration activities that will support missions wit

human crew members to the lunar surface

Percent of milestones or activities completed, as identified on the Enterprise Cross-Program Integration Teams 

Schedule

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target N/A N/A 5 5

Achieved N/A N/A

Rating N/A N/A

List of milestones for FY 2022

1. Complete the Exploration Extravehicular Activit

(xEVA) development validation testing unit.

2. Execute the Human Landing System (HLS) Option 

contract after the stay of performance

3. Award xEVA contract(s

4. Issue sustaining lander development Request fo

Proposals

5. Establish Key Decision Point (KDP)-1 and the Agenc

baseline commitment for lifecycle cost, schedule, 

and technical parameters for Gateway

List of milestones for FY 2023

1. Complete the HLS Option A (SpaceX) propulsio

transfer flight test.

2. Complete the primary structure build for th

Habitation and Logistics Outpost (HALO).

3. Conduct xEVA contractor design revie

4. Award Next Space Technologies for Exploratio

Partnerships (NextSTEP)-2 Appendix P: Sustaining 

Lunar Development contract.

5. Award the Lunar Terrain Vehicle (LTV) phase 1 contract(

NASA’s Artemis activities are led by the 

Exploration Systems Development Mission 

Directorate (formerly led by the Human 

Exploration and Operations Mission 

Directorate)
NASA’s FY 2023 Volume of Integrated Performance 68

Strategic Goal 2

 EXPLORE

LEAD OFFICE

Space Operations Mission Directorate (SOMD)

GOAL LEADER

Altonell (Toni) Mumford, Deputy Associate Administrator 

for Management, SOMD

Budget

FY $M

Op Plan 2021 $4,599.3

Requested 2022 $4,589.2

Requested 2023 $4,616.6

Outyear

2024 $3,731.9

2025 $3,496.7

2026 $3,545.8

2027 $3,671.7

NASA will maintain access to a human-rated 

platform in low Earth orbit (LEO) to continue 

U.S. human presence and expand the America

foothold in space. The continuous operation of a

research and technology demonstration platform 

in space is critical to achieving NASA’s and the 

Nation’s goals in science, technology, and human 

space flight. As such, we are investing resources 

to foster a robust human spaceflight economy

Since its inception, industry, academia, and our 

international partners have used the International 

Space Station (ISS) as a testbed for research and 

the development and maturation of state-of-theart systems that increase access to space. NASA

is supporting new space stations from which 

we and other customers can purchase services 

and stimulate the growth of commercial human 

spaceflight activities. As commercial LEO destinations become available, we intend to implement 

Strategic Objective 2.2

Develop a human spaceflight economy enabled by a 

commercial market.

Below: Four Expedition 64 flight engineers, who also are the NASA’s SpaceX Crew-1 astronauts, gather around a laptop computer to join a video conference 

on February 7, 2021. Image Credit: NASA
Strategic Goal 2

NASA’s FY 2023 Volume of Integrated Performance 69

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an orderly transition from current ISS operations to 

these new commercial destinations

The ISS is the prime example of American leadership in global space exploration, enabling a U.S.-le

multinational partnership to advance shared goals 

in space. The ISS supports a robust commercial

marketplace, with more than 20 commercial facilities operating and generating revenue, including 

in-space manufacturing facilities and a commercial airlock. As NASA increases the opportunities

for business on the ISS, the number and types of 

companies taking advantage of those opportunities 

will likely increase, which will in turn create more 

demand

Right: On July 29, 2021, Boeing’s CST-100 

Starliner spacecraft and the United Launch Alliance 

Atlas V rocket begins rollout from the Vertical 

Integration Facility to the launch pad at Space 

Launch Complex-41 on Cape Canaveral Space 

Force Station in Florida. Starliner will launch on 

the Atlas V for Boeing’s second uncrewed Orbital 

Flight Test (OFT-2) for NASA’s Commercial Crew 

Program. OFT-2 is an important uncrewed mission designed to test the end-to-end capabilities 

of the new system for NASA’s Commercial Crew 

Program. Photo credit: NASA/Kim Shiflett

Left: NASA completed the signing of the Human 

Rating Certification Plan on November 10, 2020, for 

SpaceX’s crew transportation system after a thorough Flight Readiness Review ahead the Agency’s 

SpaceX Crew-1 mission with astronauts to the ISS. 

On November 8, the astronauts for the Crew-1 mission posed for a photo in front of the Crew Dragon 

spacecraft, named Resilience by the crew, inside the 

SpaceX hangar at NASA Kennedy Space Center's 

Launch Complex 39A. From left, JAXA astronaut 

Soichi Noguchi, mission specialist; NASA astronaut 

Michael Hopkins, spacecraft commander; NASA 

astronaut Shannon Walker, mission specialist; and 

NASA astronaut Victor Glover, pilot. Image credit: 

SpaceX
Strategic Goal 2

NASA’s FY 2023 Volume of Integrated Performance 70

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2.2.1: Expand commercial activities in low Earth orbit (LEO) and stimulate th

human spaceflight economy, with a focus on deploying commercial LEO destinations that can be used by NASA and other customers

Number of milestones met

Fiscal 

Year

2020

(APG)

2021 2022 2023 2024 2025

Target 4 3 3 4

Achieved 2 3

Rating Red Green

2015 2016 2017 2018 2019

Green Green Green Green Green

List of development milestones for FY 2022

1. Complete required partnership agreements wit

other government agencies for commercial activities

2. Initialize the free-flyer project milestone

3. Successfully complete the second provider commercial test flight launch

List of development milestones for FY 2023

1. Award Commercial LEO Development-funded Spac

Act Agreements

2. Release draft of Commercial LEO Development Cre

and Service Requirements document

3. Execute a private astronaut mission to th

International Space Station

4. Announce a new commercial space capabilitie

competition

This Performance Goal aligns to 2.1.2 (Agency 

Priority Goal) under the 2018 Strategic Plan.

2.1.2: Enable a robust commercial low Earth 

orbit economy in which transportation, habitation, and on-orbit services are available for 

purchase by NASA and other customers. 

List of development milestones for FY 2020

1. Make awards for the port solicitation – NextStep 

Broad Agency Announcement (Appendix I)

2. Make awards for the free-flyer solicitation – NextSte

2 Broad Agency Announcement (Appendix K)

3. Initiate astronaut training for initial private astronau

mission under a reimbursable space act agreement

4. Both commercial crew industry partners complet

demonstration missions

FY 2021 Performance Progress

NASA has made the ISS available to private entities 

to enable commercial and marketing opportunities 

in low Earth orbit. As a result of these continued

efforts, we completed the three FY 2021 milestones 

and successfully achieving this Agency Priority 

Goal.

In February 2021, NASA updated its pricing policy 

for commercial activities conducted on the ISS to 

reflect full reimbursement for the value of NASA 

resources. In April 2021, NASA clarified updates to 

the pricing policy associated with services for private astronaut mission providers

A private astronaut mission is defined as a commercial mission consisting of activities conducted 

by private astronauts aboard the ISS or in a commercial element attached to the ISS, transported on 

a U.S. commercial spacecraft dedicated to this private mission. In May 2021, NASA and Axiom Spac

signed an order for the first private astronaut 

mission to the ISS, scheduled to take place in 2022

NASA finalized the acquisition strategy to enable 

partnerships for the development and space flight 

demonstrations of Commercial Destination Free 

Flyers (CDFF), commercially owned and operated 

destinations in low Earth orbit. CDFF will utilize multiple funded Space Act Agreements and is expected

to last approximately four years, culminating in at 

least a preliminary design level of maturity. NASA

released a final Announcement for Proposals for 

Phase 1 in July 2021, and proposals were received in 

August

*In January 2021, the Office of Management and Budget (OMB) 

discontinued public reporting Government-wide on Agency Priority Goals. NASA continued performance tracking and reporting 

on the Webb high-priority area as a Performance Goal with some 

changes approved by OMB.

The work for this Performance Goal was accomplished by the ISS, LEO Commercialization, and 

Commercial Crew Programs under the former 

Human Exploration and Operations Mission 

Directorate
Strategic Goal 2

NASA’s FY 2023 Volume of Integrated Performance 71

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2.2.2: Provide support for and utilization of commercial facilities onboard th

International Space Station (ISS) for NASA, other Government agencies, and 

academic and industry users, including the ISS National Laboratory to expand 

the space economy

Number of commercial facilities launched and operating

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target 20 20

Achieved

Rating

The International Space Station Program, 

part of NASA’s Space Operations Mission 

Directorate (formerly part of the Human 

Exploration and Operations Mission 

Directorate), plans, develops, and manages 

the capabilities that support Artemis human 

lunar exploration missions and the expanding 

commercial use of the ISS
Strategic Goal 2

NASA’s FY 2023 Volume of Integrated Performance 72

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2.2.3: Provide operational resources to enable the closure of capability gap

in support of deep space exploration

Number of research and technology demonstrations 

conducted

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target 5 5 5 6

Achieved 5 5

Rating Green Green

2015 2016 2017 2018 2019

Green Green Green Green Yellow

This Performance Goal aligns to 2.1.1 under the 

2018 Strategic Plan.

2.1.1: Initiate technology demonstrations on the 

International Space Station to advance deep 

space exploration.

FY 2021 Performance Progress

The International Space Station is an unprecedented achievement in global human endeavors to 

conceive, plan, build, operate, and utilize a research 

platform in space. The ISS Program is utilizing the

station as a testbed to demonstrate operational 

techniques and capabilities and demonstrate technologies and advanced systems that benefit space 

science capabilities and human and robotic exploration beyond LEO. 

NASA met the FY 2021 target by demonstrating 

seven technologies aboard the ISS: 

■ RFID-Enabled Autonomous Logistics 

Management 2 (REALM-2) tested the use of a 

radio frequency identification (RFID) reader 

and antennas attached to a robotic free-flyer 

named Astrobee to identify RFID-tagged cargo 

on the ISS to determine its presence and 

location in order to help the crew find items 

quickly and efficiently.

■ Spacesuit Evaporation Rejection Flight 

Experiment (SERFE) demonstrated a new technology to remove heat from spacesuits and 

maintain appropriate temperatures for crew 

members and equipment during space walks

■ Spacecraft Fire Safety V (Saffire V) studied how 

fires spread in space.

■ Airborne Particulate Monitoring (APM) demonstrated an instrument for measuring and 

quantifying the concentration of both small 

and large particles in spacecraft air. The data

can be used to create a map of air quality 

in terms of particles and shed light on the 

sources of such particles

■ Collapsible Continency Urinal (CCU) tested the 

fluid dynamics and stability of liquid of the system, which is scheduled to be used in Orion

■ Brine Processor Assembly (BPA) demonstrated 

increased efficiency for recycling water from 

crew urine

■ The 4 Bed CO2 Scrubber (4BedCO2) demonstrates engineering and efficiency changes to 

improve durability and maintainability

The International Space Station (ISS) 

Program, part of NASA’s Human Exploration 

and Operations Mission Directorate, plans, 

develops, and manages the capabilities that 

support the expanding commercial use of the 

ISS
Strategic Goal 2

NASA’s FY 2023 Volume of Integrated Performance 73

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2.2.4: Provide transportation through commercial partners to support th

International Space Station (ISS) and low Earth orbit

Number of Commercial Crew missions launched

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target 2 2 2

Achieved 1 2

Rating Yellow Green

2015 2016 2017 2018 2019

Green Green Green Yellow Yellow

This Performance Goal aligns to 4.2.2 under th

2018 Strategic Plan. 

2.2.5 [Completed at the end of FY 2022]: Provide 

NASA crew transportation through commercial 

partners to low Earth orbit.

FY 2021 Performance Progress

NASA successfully executed the goal of two crewed 

missions in FY 2021. NASA’s SpaceX Crew 1 mission 

launched to the ISS on November 15, 2020. Crew 2 

launched on April 23, 2021.

The Crew and Cargo Program, part of NASA’s 

Space Operations Mission Directorate, provides for crew rotation and cargo resupply 

missions to the ISS. The Commercial Crew

Program continues NASA’s collaboration with 

the U.S. commercial space industry to develo

safe and reliable crew transportation
Strategic Goal 2

NASA’s FY 2023 Volume of Integrated Performance 74

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2.2.4 [Completed at the end of FY 2021]: Provide cargo transportatio

through commercial partners to support the International Space Station 

(ISS)

Number of Commercial Cargo missions launched/delivered to ISS

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target 4 4 4 4

Achieved 4 6

Rating Green Green

2015 2016 2017 2018 2019

Green Yellow Green Green Green

List of development milestones for FY 2023

1. Award Commercial LEO Development-funded Spac

Act Agreements

2. Release draft of Commercial LEO Development Cre

and Service Requirements document

3. Execute a private astronaut mission to th

International Space Station

4. Announce a new commercial space capabilitie

competition

This Performance Goal aligns to 4.2.1 under the 

2018 Strategic Plan.

FY 2021 Performance Progress

NASA achieved the FY 2021 target for this 

Performance Goal by executing four Commercial 

Resupply Services (CRS) missions to support the 

ISS: Northrup Grumman (NG)-14 in October 2020; 

SpaceX (SpX)-21 in December 2020; NG-15 in 

February 2021; SpX-22 in June 2021; NG-16 in August 

2021; and SpX-23 in Sept 2021.

Commercial cargo missions transitioned 

from International Space Station to the Crew 

and Cargo Program, part of NASA’s Space 

Operations Mission Directorate. The Crew

and Cargo Program provides for crew rotation 

and cargo resupply missions to the ISS
NASA’s FY 2023 Volume of Integrated Performance 75

Strategic Goal 2

 EXPLORE

LEAD OFFICE

Space Operations Mission Directorate (SOMD)

GOAL LEADER

Altonell (Toni) Mumford, Deputy Associate Administrator 

for Management, SOMD

Budget

FY $M

Op Plan 2021 $212.8

Requested 2022 $232.0

Requested 2023 $252.7

Outyear

2024 $254.8

2025 $256.2

2026 $251.3

2027 $251.4

Humans worked briefly on the Moon 50 years ago 

and have pioneered technological advances in 

low Earth orbit for the past 40 years. The activities that NASA leads that will return humans to

the Moon, and from there on towards Mars, are 

focused on “buying down” risk through research 

and the development of tools and techniques to 

protect humans during deep space exploration

NASA is working to overcome radiation, crew 

isolation, and deep space communications delays, 

as well as food, medicines, and shelf-life constraints. Each of these challenges must be solved

to ensure crew members are safe and healthy as 

we move beyond low Earth orbit

NASA is pursuing new technologies that will help 

manage the effects of extended stays in space on 

human health and performance. Each advance in

our knowledge can provide basic human needs, 

including oxygen and water, along with the ability 

to maintain and repair critical systems. NASA will

demonstrate the performance of emergent techStrategic Objective 2.3

Develop capabilities and perform research to safeguard 

explorers.

Below: NASA astronaut Mark Vande Hei works on Celestial Immunity, an investigation of how gravity affects immune response, potentially supporting 

development of new vaccines and drugs to prevent and treat existing and emerging human diseases. Celestial Immunity evaluates the effects of gravity on 

functional immune response and the role of age in regulating immune pathways, using cells from elderly and younger adult donors. It builds on earlier space 

station studies that evaluated the function of white blood cells, extending the observation period from hours to days and expanding the analysis to an array of 

activated immune pathways. Gravity, convection, and buoyancy interfere with cell behavior in laboratory-based studies on Earth, but microgravity eliminates 

these factors. Results could support development of new vaccines and drugs to prevent and treat existing and emerging human diseases. During the week, 

crew members processed samples for the investigation. Image Credit: NASA
Strategic Goal 2

NASA’s FY 2023 Volume of Integrated Performance 76

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nologies in an environment where the risk to the 

safety of human or vehicle operations can validate 

the performance of the technology without risking 

the crew or mission, and prior to their use in an 

operational environment

NASA emphasizes partnering with industry and 

academia to develop new technologies that will 

enable future space travel that is less reliant on 

resupply and communications from Earth. The

resultant reduction in logistics costs and increase 

in system capabilities and reliability are designed 

to safeguard humans on missions beyond low 

Earth orbit. The knowledge gained though research

on the effects of reduced gravity on the systems 

in the body—including studying research areas 

that are unique to the Moon, Mars, and other 

destinations—will help quantify the best methods 

and technologies to support safe and productive 

human missions in deep space

Below: Megan McArthur removes Kidney Cells-02 hardware inside the 

Space Automated Bioproduct Laboratory and swaps media inside the 

MSG. The experiment uses a 3D kidney cell model known as a tissue chip 

to study the effects of microgravity on formation of microcrystals in kidney 

tubules. Results could support design of better treatments for conditions 

such as kidney stones and bone loss for astronauts and osteoporosis for 

people on Earth. Photo credit: NASA
Strategic Goal 2

NASA’s FY 2023 Volume of Integrated Performance 77

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 2.3.1: Identify activities that will mitigate the highest risks to crew health an

performance

Funded investigations and/or published papers.

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target

6 new funded 

investigations

 and 160 

peer-reviewed 

published 

papers

Achieved

Rating

Human Space Flight Operations, Human 

Research Program, and Exploration 

Capabilities are part of the Space Operations 

Mission Directorate
NASA’s FY 2023 Volume of Integrated Performance 78

Strategic Goal 2

 EXPLORE

LEAD OFFICE

Space Operations Mission Directorate (SOMD)

GOAL LEADER

Altonell (Toni) Mumford, Deputy Associate Administrator 

for Management, SOMD

Budget

FY $M

Op Plan 2021 $668.9

Requested 2022 $715.2

Requested 2023 $722.2

Outyear

2024 $776.8

2025 $796.8

2026 $768.8

2027 $697.2

NASA provides safe, reliable, and cost-effective 

launch services for NASA and NASA-sponsored 

payloads seeking access to space on U.S. commercial launch vehicles. As the launch agent 

the U.S civil space sector, NASA relies on the

Launch Services Program (LSP) to certify new 

commercial launch vehicles for readiness to fly 

high-value spacecraft, and direct vital launch 

mission assurance efforts to ensure the greatest probability of launch mission success. LSP’s 

primary responsibility is to meet the needs of 

a diverse customer base spanning our Mission 

Directorates, a wide range of educational organizations, and other customers. LSP is the Agency’s 

recognized expert in all aspects of commercial 

launch services, including acquisition, certification, 

and mission management

NASA provides the critical communications and 

navigation services to our operational missions, 

and we will continue to invest in critical technologies that will increase reliable communications 

capabilities. NASA engages with the satellite comStrategic Objective 2.

Enable space access and services.

Below: In March 2021, NASA tested the largest rocket element it has ever built, the core stage of the Space Launch System (SLS). Four RS-25 engines fired 

for 8 minutes and 19 seconds on the test stand at Stennis Space Center in MIssissippi.Image Credit: NASA/JPL-Caltech
Strategic Goal 2

NASA’s FY 2023 Volume of Integrated Performance 79

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munications industry to develop communications 

capabilities that supports U.S. needs, are globall

competitive, and advance U.S. leadership in th

generation of new markets. Today, commercially

provided satellite communications continue to 

mature, and NASA envisions a commercial communications market where near-Earth customers will 

have access to suitable commercial services and 

where NASA is one of many customers

Developing and testing rocket propulsion systems 

is foundational to spaceflight. Whether the payload 

is a robotic science experiment or a crewed mission, the propulsion system used to launch it must 

be safe and reliable. Utilizing unique test facilities,

NASA ensures the safe and effective execution of a 

rigorous engine test program, critical to any rocket 

propulsion development activity
Strategic Goal 2

NASA’s FY 2023 Volume of Integrated Performance 80

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2.4.1: Complete Launch Services Program (LSP) commercial non-crewe

launch services objectives for NASA-Managed science, exploration, U.

Government, and Government-sponsored missions

Percentage of expendable launch objectives successfully 

completed

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target 100% 100% 100% 100%

Achieved 100% 100%

Rating Green Green

2015 2016 2017 2018 2019

Green Green Green Green Green

This Performance Goal aligns to 4.2.4 unde

the 2018 Strategic Plan.

FY 2021 Performance Progress

NASA provided launch services, test services, and 

communications support to internal and external 

customers throughout FY 2021. 

NASA is successfully managing launch service 

capabilities across the civil space sector and managed two launches from Vandenberg Space Force 

Base in California, in FY 2021. The Sentinel-6 

Michael Freilich launched November 21, 2020, and 

Landsat-9 launch on September 27, 2021, with 

both launch campaigns conducted during difficult personnel and supply chain challenges due 

to COVID-19. NASA also managed multiple commercial launch services contract awards, including 

the Gateway Program’s Habitation and Logistics 

Outpost (HALO) + Power and Propulsion Element 

(PPE) and the Science Mission Directorate’s Europa 

Clipper missions, and conducted additional launch 

service acquisitions for NASA and other civil sector 

customers

NASA’s Launch Services Program, part of 

the Space Operations Mission Directorate

(formerly part of Human Exploration and 

Operations Mission Directorate), is responsible for acquiring and launching expendable 

launch vehicles

Above: The United Launch Alliance Atlas V rocket with the Landsat 9 

satellite onboard launches on September 27, 2021, from Space Launch 

Complex 3 at Vandenberg Space Force Base in California. Photo Credit: 

NASA/Bill Ingalls
Strategic Goal 2

NASA’s FY 2023 Volume of Integrated Performance 81

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2.4.2: Maintain the proficiency of Space Communications network servic

Percentage of network proficiency.

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target 96% 96% 95% 95%

Achieved 96% 99.4%

Rating Green Green

2015 2016 2017 2018 2019

Green Green Green Green Green

This Performance Goal aligns to 4.2.5 unde

the 2018 Strategic Plan.

4.2.5: Maintain the delivery of Spac

Communications network services

FY 2021 Performance Progress

NASA’s communications networks—the Deep Space 

Network (DSN) and the Near Space Network (NSN), 

which has Relay and Direct-to-Earth (DTE) components—achieved 99.4 percent service delivery,

exceeding the FY 2021 target of a minimum 95 percent network proficiency. The final FY 2021 average 

delivery was:

■ NSN relay – 99.9 percent

■ NSN Direct-to-Earth (DTE) – 99.8 percent (visit 

Near Space Network DTE Now to see real-time 

activity between spacecraft and antennas 

around the world)

■ DSN – 98.5 percent (visit Deep Space Network 

Now to see real-time activity between deepspace spacecraft and antennas around the 

world)

Space Communications and Navigation, part 

of the Space Operations Mission Directorate

(formerly part of Human Exploration and 

Operations Mission Directorate), manages 

NASA’s ground-based communications facilities and services and the Tracking and Data 

Relay Satellites
Strategic Goal 2

NASA’s FY 2023 Volume of Integrated Performance 82

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2.4.2: Ensure a core capability (personnel and assets) of propulsion tes

assets are maintained and are available to meet Agency propulsion test 

requirements and support Agency mission needs, as well as other customers’ 

test requests

Percentage availability

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target 90% 90% 90% 90% 90% 90%

Achieved 99.7% 99.7

Rating Green Green

2015 2016 2017 2018 2019

Green Green Green Green Green

This Performance Goal aligns to 4.2.3 unde

the 2018 Strategic Plan.

4.2.3: Maximize the availability of propulsion tes

facilities that support NASA’s planned test requirements

FY 2021 Performance Progress

NASA exceeded the FY 2021 target of 90 percent 

availability for this performance goal with 511 tests 

conducted with only one facility delayed, resulting in 99 .8 percent availability for the fiscal year. 

Significant accomplishments included the successful hot fire of the Space Launch System (SLS) 

core stage on the B-2 test stand at Stennis Space 

Center in Mississippi, a critical milestone ahead 

of the Agency’s Artemis I mission, and the completion of all seven of the Retrofit-2 RS-25 series 

tests providing data to enhance production of new 

RS-25 engines and several engine components 

that are being manufactured with cutting-edge and 

cost-saving technologies. RPT facilities continued

to evaluate and implement high-risk/high-priority 

facility maintenance and modernization projects 

to assure propulsion test assets are available to 

support current and future propulsion test requirements

NASA’s Rocket Propulsion Test program, part 

of the Human Exploration and Operations 

Mission Directorate, manages rocket propulsion test facilities, activities, and resources
INNOVATE

Joby’s all-electric vertical takeoff and landing (eVTOL) aircraft is pictured at the company’s Electric Flight Base, located near Big Sur, California. NASA began 

flight testing with the aircraft as part of the Agency’s Advanced Air Mobility (AAM) National Campaign. This test runs through September 10, 2021. Image 

Credit: Joby Aviation

Strategic Goal 3

Catalyze economic growth and drive 

innovation to address national challenges.
NASA’s FY 2023 Volume of Integrated Performance 84

Strategic Goal 3

 INNOVATE

LEAD OFFICE

Space Technology Mission Directorate (STMD) 

GOAL LEADER

Mike Green, Deputy Associate Administrator for 

Management, STMD

Budget

FY $M

Op Plan 2021 $1,100.0

Requested 2022 $1,425.0

Requested 2023 $1,437.9

Outyear

2024 $1,466.7

2025 $1,496.0

2026 $1,525.9

2027 $1,556.4

Technological leadership remains vital to our 

national security, economic prosperity, and 

global competitiveness. The Nation’s continued

economic leadership is due in part to the technological investments made over time that enabled 

our country to emerge as a global technological 

leader. That commitment accelerated the economy with the creation of new industries, products,

and services that yielded lasting benefits. Moving 

forward, a technology-driven NASA will continue 

to help fuel our Nation’s economic engine and 

support the creation of jobs for decades to come, 

while also providing valuable breakthroughs 

for NASA’s missions and the commercial space 

industry. In short, technology drives the space

economy

As NASA embarks on its next era of discovery and 

exploration, the advancement of transformational 

space technologies guides the journey ahead

We invest in crosscutting and transformational 

technologies that have high potential for offsetStrategic Objective 3.1

Innovate and advance transformational space technologies.

Below: In April 2021, NASA and Maxar Technologies successfully completed the On-orbit Servicing, Assembly, and Manufacturing 1 (OSAM-1) mission 

spacecraft accommodation Critical Design Review (CDR). This milestone demonstrates that the maturity of the design for the OSAM-1 spacecraft bus is 

appropriate to support proceeding with fabrication, assembly, integration, and testing. Image credit: Maxar Technologies
NASA’s FY 2023 Volume of Integrated Performance 85

Strategic Goal 3

 INNOVATE

ting mission risk, reducing cost, and advancing 

existing or creating new capabilities. In the coming

years, NASA will advance technologies that enable 

rapid, safe, and efficient transportation as well as 

expanded access to diverse surface destinations

We seek to enable a vibrant space economy with 

supporting utilities and commodities through 

investments in in-situ resource utilization, sustainable power systems, and autonomous construction. These technological advancements will

foster U.S. innovation and competitiveness, driv

economic growth and the creation of good-paying jobs, and ensure national leadership in space

In addition, NASA recognizes the United States’ 

ability to utilize space safely and sustainably is 

paramount. NASA will continue to advance early

research and development technology solutions 

in orbital debris mitigation, tracking, and remediation.science observations; and harnessing data for

climate research. We will formulate new prizes, targeted topics within the Small Business Innovation

Research and Small Business Technology Transfer 

programs, and grant opportunities to address climate challenges and the clean energy economy. In

addition, NASA will be supporting Earth-observing 

capabilities for Small Spacecraft platforms to support breakthrough science and National efforts to 

address climate change
NASA’s FY 2023 Volume of Integrated Performance 86

Strategic Goal 3

 INNOVATE

3.1.1: Foster a diverse U.S engineering and technology talent base, expa

commercial opportunities in the space industry, and advance innovative 

technology solutions

Critical activities completed for Early Stage Innovation 

and Partnerships (ESIP) program supporting the Performance Goal

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target N/A N/A At least 4 

completed

Achieved N/A N/A

Rating N/A N/A

2015 2016 2017 2018 2019

Green Green Green Green Green

List of development milestones for FY 2022

1. Achieve at least 1 knowledge transition for a minimum of 75 percent of research gran

2. Offer 45 new opportunities to broaden NASA’s innovation community through prizes, challenges, an

crowdsourcing

3. Achieve 60 innovative Small Business Technologie

that receive external funding to further advance 

technologies

4. Achieve 3,600 licenses and software usage agreemen

5. Complete benchmarking of diversity, equity, an

inclusion data for ESIP portfolio

List of development milestones for FY 2023

1. Achieve at least 1 knowledge transition for a minimum of 75 percent of research gran

2. Offer 45 new opportunities to broaden NASA’s innovation community through prizes, challenges, an

crowdsourcing

3. Achieve 60 innovative Small Business Technologie

that receive external funding to further advance 

technologies

4. Achieve 3,600 licenses and software usage agreemen

5. Conduct 10 strategic engagement opportunities t

underserved and underrepresented communities

NASA’s Space Technology Mission Directorate 

nurtures innovative and high-risk/high-payoff technologies and concepts, including early 

stage ideas, that could transform future NASA 

missions, as well as the aerospace industry
NASA’s FY 2023 Volume of Integrated Performance 87

Strategic Goal 3

 INNOVATE

3.1.1 [Completed at the end of FY 2021]: Encourage creative and innovativ

solutions to space technology challenges by investing in early stage technologies and concepts from U.

innovators

Number of new early stage technologies and concepts 

invested in

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target 210 210

Achieved 253 242

Rating Green Green

2015 2016 2017 2018 2019

Green Green Green Green Green

FY 2021 Performance Progress

NASA achieved the FY 2021 target for this multiyear Performance Goal as the Agency continued to 

advance early stage innovation. In FY 2021, NASA 

invested in 242 new early stage technologies and 

concepts, exceeding the target of 210. These investments ensure a healthy base of promising early 

stage solutions for further development by other 

programs and organizations

NASA leveraged the country’s spectrum of academic researchers to accelerate the development 

of low technology readiness level (TRL) space 

technologies to support future space science 

and exploration needs of NASA, other government agencies, and the commercial space sector

This included selecting 14 Early Stage Innovation

awards, six Lunar Surface Technology Research 

Opportunities, two Space Technology Research 

Institutes, 58 Space Technology Graduate Research 

Opportunities, and six Early Career Faculty awards 

through NASA’s Space Technology Research Grants 

(STRG) program

In addition, the Agency continued to engage 

America’s innovators and entrepreneurs to nurture 

visionary concepts that could lead to future aerospace breakthroughs. NASA Innovative Advanced

Concepts (NIAC) awarded 23 new concept studies 

in FY 2021. NASA’s early stage investments continue to offer promising ways to bolster technology 

development, economic growth, and expansion of 

the aerospace industry. For example, NIAC Fellow

David Kirtley’s work on nuclear propulsion has not 

only transitioned to the Department of Energy, but 

has also impacted commercial development of 

fusion energy. Helion Energy is currently building

a cost-effective, zero-carbon electrical power plant 

in Everett, Washington, to test the latest version of 

its non-ignition fusion technology that Helion says 

will provide “flexible, scalable, baseload power that 

is affordable, providing the world a new path to full 

decarbonization of electricity generation.

NASA also encouraged creativity and innovation 

within NASA Centers and its brightest early career 

technologists by supporting emerging technologies and creative initiatives, selecting 128 Center 

Innovation Fund (CIF) projects and making five Early 

Career Initiative awards

NASA’s Space Technology Mission Directorate 

nurtures innovative and high-risk/high-payoff technologies and concepts, including early 

stage ideas, that could transform future NASA 

missions, as well as the aerospace industry
NASA’s FY 2023 Volume of Integrated Performance 88

Strategic Goal 3

 INNOVATE

3.1.2: Mature technology projects that offer significant improvement to existing solutions or enable new capabiliti

Percentage of key performance parameters completed 

for Technology Maturation projects

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target 60% 60% 60% 60%

Achieved 64% 59%

Rating Green Yellow

2015 2016 2017 2018 2019

Green Green Green Yellow Green

This Performance Goal aligns to 3.1.2 under 

the 2018 Strategic Plan.

FY 2021 Performance Progress

NASA missed achieving this performance goal 

target (i.e., 60 percent of planned key performanc

parameter (KPP) events) by a single percentage 

point. The KPPs’ thresholds that NASA met or

exceeded during FY 2021 each represent technology advancement that may lead to entirely new 

mission approaches and provide solutions to 

national needs. COVID-19 effects, along with project-specific technology development challenges, 

impacted NASA’s ability to meet the desired performance thresholds for some KPPs

NASA met KPPs in projects such as Autonomous 

Pop-Up Flat Folding Explorer Robot (A-PUFFER), 

Automated Reconfigurable Mission Adaptive 

Digital Assembly Systems (ARMADAS), and Rapid 

Analysis and Manufacturing Propulsion Technology 

(RAMPT). A-PUFFER demonstrated multiple small

rovers that cooperated to explore an unmapped 

environment without a human in-the-loop. We successfully transitioned A-PUFFER to the Cooperative

Autonomous Distributed Robotic Exploration 

(CADRE) lunar technology demonstration project, 

which will deliver a system of multi-agent autonomous robotic rovers for launch by a Commercial 

Lunar Payload Services (CLPS) provider in 2024.

Additionally, Mars Entry, Descent, and Landing 

Instrumentation (MEDLI) 2 and the Mars 

Environmental Dynamics Analyzer (MEDA), which 

launched on the 2020 Mars Perseverance rover, 

operated successfully in their respective demonstrations

MEDLI2 was one of the crucial technologies on the 

rover’s protective aeroshell that helped document 

the entry, descent, and landing of the spacecraft

Its role in collecting critical data about the harsh 

environment during Perseverance’s entry through 

the planet’s atmosphere gave NASA a bird’s eye 

view of what was happening to the aeroshell as it 

flew through the Martian skies. The data provided 

was essential to understanding how much margin 

remained on the Perseverance entry, along with 

data that will be used to improve prediction models 

and tools for future missions.

MEDA has continued to operate successfully, providing daily and seasonal reports on atmospheric 

pressure, humidity, ultraviolet radiation at the 

Martian surface, air temperature, and ground temperature around the rover. The data will support

predictions for future science and exploration missions: dust lifting and transport; how storms evolve 

into large ones encircling Mars; how dust particles 

interact with light; and temperature, heat, and dust 

cycles

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

Directorate, guides innovative, high-impact 

technologies and capabilities from proof of 

concept through component or breadboard 

testing in a relevant environment
NASA’s FY 2023 Volume of Integrated Performance 89

Strategic Goal 3

 INNOVATE

3.1.3: Rapidly develop and demonstrate technologies for exploration

discovery, and the expansion of space commerce through partnership with 

U.S. industry and academ

Number of technologies tested suborbitally or orbitally

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target N/A N/A 40 40

Achieved N/A N/A

Rating N/A N/A

Small Spacecraft Technology develops and 

demonstrates new small spacecraft technologies for NASA’s missions in science, exploration, and space operations. Technology

Demonstration Missions bridge the gap 

between laboratory-proven and final infusion 

by providing ground and flight test for promising technologies. Both programs are part of

the Space Technology Mission Directorate
NASA’s FY 2023 Volume of Integrated Performance 90

Strategic Goal 3

 INNOVATE

3.1.3 [Completed at the end of FY 2021]: Demonstrate new technology an

capabilities to support NASA’s missions and space industry growth

Critical activities completed for two programs supporting 

the performance goal

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target 6 milestones for each of 

2 contributing programs

Achieved

13 

milestones 

for Small 

Spacecraft; 

7 

milestones 

for Tech 

Demo

15 

milestones 

for Small 

Spacecraft; 

5 

milestones 

for Tech 

Demo

Rating Green Yellow

2015 2016 2017 2018 2019

Green Green Green Green Green

Planned Critical milestones for FY 2021

1. Achieve a key milestone in 6 Small Spacecraf

Technology projects

2. Achieve 6 key milestones for the Technolog

Demonstration program

FY 2021 Performance Progress

During FY 2021, NASA had several impactful 

successes in its technology demonstration portfolio, but the Agency fell short of achieving this 

Performance Goal. We completed key milestones

in 15 Small Spacecraft Technology projects, exceeding the targeted six. We also achieved five key 

milestones and key decision points (KDP), falling just short of the target of six, in Technology 

Demonstration Missions, major reviews that 

serve as gateways to the next lifecycle phase. A

crowded launch manifest led to a delay in the 

launch window for the Laser Communications 

Relay Demonstration (LCRD) project, pushing it out 

into early FY 2022. Several other missions in development, including On-Orbit Servicing, Assembly

and Manufacturing (OSAM)-1 and OSAM-2, were 

impacted by the COVID-19 pandemic and technical 

challenges

NASA’s FY 2021 achievements in Small Spacecraft 

Technology included four milestones towards 

launch of the Cislunar Autonomous Positioning 

System Technology Operations and Navigation 

Experiment (CAPSTONE) lunar mission, which will 

reduce risk for future spacecraft by validating 

innovative navigation technologies and verifying 

the dynamics of a unique orbit for human exploration missions. We also met milestones for Dual

Propulsion Experiment (DUPLEX);; Tiled Ionic 

Liquid Electrospray (TILE) e ngine;, Pathfinder 

Technology)-1 Hydros;Terabyte Infrared Delivery; 

Courier Solar Electric Propulsion Module; ; Intrepid 

particle detector; CubeSat Laser Infrared CrosslinK 

(CLICK) B/C, Tipping Point with Blue Canyon 

Technologies; and the Lunar Flashlight Propulsion 

System

The Technology Demonstration Missions LowEarth Orbit Flight Test of an Inflatable Decelerator 

(LOFTID) passed its KDP-D in preparation for 

delivery in 2022. Additionally, the OSAM-2 mission

completed its post-PDR and associated KDP, and 

our Cryogenic Fluid Management activities were 

consolidated into a portfolio project for the benefit of strategic decision making, accounting, and 

streamlining the execution of work

NASA also conducted technology demonstrations 

on the surface of Mars, such as Mars Oxygen 

In-Situ Resource Utilization Experiment (MOXIE)

and Terrain Relative Navigation (TRN). MOXI

successfully converted the thin, carbon dioxide-rich 

Martian atmosphere into oxygen, paving the way 

for isolating and storing oxygen on Mars to help 

power rockets that could lift astronauts off the 

planet’s surface and provide breathable air for 

astronauts. The TRN system successfully used a

camera on the bottom of the rover to compare 

the features on the Martian surface to an onboard 

map to determine its exact trajectory and landing 

site, assisting Perseverance to touch down in a safe 

location within Jezero crater

Small Spacecraft Technology develops and 

demonstrates new small spacecraft technologies for NASA’s missions in science, exploration, and space operations. Technology

Demonstration Missions bridge the gap 

between laboratory-proven and final infusion 

by providing ground and flight test for promising technologies. Both programs are part of

the Space Technology Mission Directorate
NASA’s FY 2023 Volume of Integrated Performance 91

Strategic Goal 3

 INNOVATE

3.1.4: Demonstrate new technologies and cross-cutting capabilities that ar

of direct interest and use to NASA missions, as well as the commercial space 

sector

Major milestones (e.g., key decision points, major reviews, and technology demonstrations) complet

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target N/A N/A 7 6

Achieved N/A N/A

Rating N/A N/A

NASA’s Space Technology Mission Directorate 

(STMD) offers prizes for meeting key technology challenges, while reaching out to non-traditional NASA partners. STMD also provides an

opportunity for small businesses and research 

institutions to participate in government-sponsored research and development efforts in key 

technology areas
NASA’s FY 2023 Volume of Integrated Performance 92

Strategic Goal 3

 INNOVATE

3.1.4 [Completed at the end of FY 2021]: Spur technology developmen

through engagement with the commercial sector and the general public

Critical milestones achieved for two programs supporting 

the performance goal

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target 3 3

Achieved 3 3

Rating Green Green

2015 2016 2017 2018 2019

Green Green Green Green Green

Critical milestones for FY 2021

1. Conduct 42 NASA challenges, prize competitions, an

crowdsourcing activities

2. Advance 45 Small Business Innovative Researc

Small Business Technology Transfer (SBIR/STTR) 

technologies beyond Phase II

3. Manifest 16 payloads on commercial suborbita

flights for testing.

FY 2021 Performance Progress

NASA achieved the FY 2021 target for this 

Performance Goal by exceeding the targets for all 

three supporting critical activities

NASA started 52 new Prize, Challenge, and 

Crowdsourcing (PCC) activities and continued 13 

activities that started prior to FY 2021. Of the new 

challenges started, 28 were through the NASA@

WORK platform, which provides NASA employees 

an unconventional and inventive way to share 

knowledge and advance projects. Exciting public

challenges that started in FY 2021 included the 

Break the Ice Lunar Challenge designed to help 

NASA excavate ice on the Moon; the Deep Space 

Food Challenge in partnership with the Canadian 

Space Agency to help bring innovative food production technologies to space and here on Earth; and 

the NASA TechRise Student Challenge in partnership with the Flight Opportunities Program

NASA provided opportunities for small, highly innovative companies and research institutions through 

the SBIR/STTR program. We created 110 post-Phase 

II opportunities, compared to the targeted 45 

opportunities, including 35 Phase II-E awards, six 

Civilian Commercialization Readiness Pilot Program 

opportunities, five Lunar Sequential Phase II 

awards, and 64 Phase III awards. Our investments

continue to demonstrate examples of infusion into 

NASA missions and other applications. For example, the Roll-Out Solar Array (ROSA) was awarded

several funding opportunities, including numerous 

SBIRs that allowed a small company to go from an 

innovative idea to designing successful ground and 

flight demonstrations on the International Space 

Station (ISS). Since then, ROSA has been deployed

on the ISS to supplement the legacy arrays, will be 

the main power source for Power and Propulsion 

Element/Gateway, and has been infused into the 

Double Asteroid Redirection Test (DART) mission

NASA also competitively selected 36 payloads from 

industry and academia for flight on commercial 

flight vehicles to achieve Agency priorities through 

its Flight Opportunities program, exceeding the 

target of 16. One example of these payloads was 

a that flew to suborbital space on Virgin Galactic’s 

first fully crewed spaceflight.

NASA’s Space Technology Mission Directorate 

(STMD) offers prizes for meeting key technology challenges, while reaching out to non-traditional NASA partners. STMD also provides an

opportunity for small businesses and research 

institutions to participate in government-sponsored research and development efforts in key 

technology areas
NASA’s FY 2023 Volume of Integrated Performance 93

Strategic Goal 3

 INNOVATE

3.1.5: Ensure American global leadership in space technology innovation

through increased partnering with industry, broadening the base of innovation, and demonstrating key lunar surface and deep space technologies

(Agency Priority Goal)

Critical milestones achieved for two programs supporting 

the performance goal

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target N/A N/A 4 4

Achieved N/A N/A

Rating N/A N/A

Critical activities for FY 2022

1. Final assembly of the Cislunar Autonomou

Positioning System Technology Operations and 

Navigation Experiment (CAPSTONE) spacecraft in 

preparation for pre-shipment testing

2. Complete Solar Electric Propulsion (SEP) Critica

Design Review (CDR)

3. Deliver the Polar Resources Ice Mining Experimen

(PRIME)-1 to Intuitive Machines for integration with 

their Commercial Lunar Payload Services (CLPS) 

lander, in preparation for their mission

4. Complete 3 early design milestones for Cryogeni

Fluid Management (CFM) Tipping Point projects

Critical activities for FY 2023

1. Transition 3 SBIR/STTR sequentials planned to b

completed in CY 2022 to stakeholder programs for 

planned follow-on use/development and integration 

into future systems and demonstrations

2. Deliver the LTE Proximity Communications Tippin

Point with Nokia to Intuitive Machines for integration 

to their CLPS Lander.

3. Complete Environmental Testing for the Cooperativ

Autonomous Distributed Robotic Explorers (CADRE)

4. Initiate primary mission operations of the Dee

Space Optical Communications (DSOC)

NASA’s Space Technology Mission Directorate 

(STMD) offers prizes for meeting key technology challenges, while reaching out to non-traditional NASA partners. STMD also provides an

opportunity for small businesses and research 

institutions to participate in government-sponsored research and development efforts in key 

technology areas
NASA’s FY 2023 Volume of Integrated Performance 94

Strategic Goal 3

 INNOVATE

2.2.2 [Completed at the end of FY 2021]: Commence lunar surface technology demonstrations to enable a sustainable lunar surface exploration strate

Critical milestones achieved for two programs supporting 

the performance goal

Fiscal 

Year

2020

(APG)

2021 2022 2023 2024 2025

Target 3 2

Achieved 3 1

Rating Yellow Yellow

2015 2016 2017 2018 2019

Green Green Green Green Green

List of development milestones for FY 2021

1. Complete Precision Landing suborbital demonstrati

2. Prepare hardware for flight demonstration for luna

polar water mining technology

FY 2021 Performance Progress

NASA completed one of the two targeted milestones in FY 2021, resulting in a Yellow rating for 

this Performance Goal.* We anticipate completing

the second milestone during FY 2022

In a great example of NASA and industry working together, Blue Origin’s Deorbit, Descent and 

Landing Sensors Tipping Point (BODDL-TP) and 

Safe and Precise Landing – Integrated Capabilities 

Evolution (SPLICE), both successfully launched 

and landed aboard Blue Origin’s New Shepard 

(NS-13) mission in October 2020 and August 2021. 

These two flight tests were under the Tipping Point 

partnership and demonstrated successful flight 

performance of a Blue Origin Navigation system, a camera-based system for Terrain Relative 

Navigation (TRN), a commercial Doppler lidar 

velocimeter, and a dedicated computing system hosting advanced guidance and navigation 

algorithms for precision landing. One of the five 

technologies tested, a NASA Doppler lidar sensor, experienced an anomaly; a review board has 

been formed to identify the underlying anomaly 

cause, recommend a resolution, and document 

lessons-learned to better inform future flights. The 

overall success of these demonstrations increases 

the maturity of precision landing technologies for 

use onboard future missions to the Moon and 

beyond

Due to a delayed vendor selection for Commercial 

Lunar Payload Services (CLPS), NASA adjusted Polar 

Resource Ice Mining Experiment (PRIME)-1 hardware completion and delivery deadlines accordingly, extending this milestone to late FY 2022

PRIME-1 is currently preparing hardware for a flight 

demonstration on the second Intuitive Machines 

(IM-2) CLPS mission to the south polar region near 

Shackleton crater. The hardware for the flight 

consists of two instruments with high technology 

readiness levels (TRLs); Mass Spectrometer observing lunar operations (MSolo) and The Regolith 

and Ice Drill for Exploring New Terrain (TRIDENT)

Both instruments, which are not currently experiencing any technical delays, are being fabricated 

and assembled, with completion expected in the 

third quarter of FY 2022. Following completion,

the instruments will go through verification and 

validation testing and will be delivered to the CLPS 

vendor in the fourth quarter of FY 2022

*In January 2021, the Office of Management and Budget (OMB) 

discontinued public reporting Government-wide on Agency Priority Goals. NASA continued performance tracking and reporting 

on the Lunar Surface Technology Demonstrations high-priority 

area as a Performance Goal with some changes approved by 

OMB.

NASA’s Space Technology Mission Directorate 

(STMD) offers prizes for meeting key technology challenges, while reaching out to non-traditional NASA partners. STMD also provides an

opportunity for small businesses and research 

institutions to participate in government-sponsored research and development efforts in key 

technology areas
NASA’s FY 2023 Volume of Integrated Performance 95

Strategic Goal 3

 INNOVATE

LEAD OFFICE

Aeronautics Research Mission Directorate (ARMD)

GOAL LEADER

William Harrison, Portfolio Analysis & Management Office, 

Director, ARMD

Budget

FY $M

Op Plan 2021 $828.7

Requested 2022 $914.8

Requested 2023 $971.5

Outyear

2024 $990.9

2025 $1,010.7

2026 $1,030.9

2027 $1,051.5

Air transportation is an integral part of modern 

life, providing safe, affordable, and convenient 

travel to the public. Consequently, it has become

an integral part of the U.S. and global economy. 

a 2020 economic impact report published by the 

Federal Aviation Administration, air transportation 

provided $78 billion of positive trade balance for 

the U.S. manufacturing sector, 10.9 million direct 

and indirect jobs and 21.3 billion tons of freight by 

the U.S. airlines culminating in $1.8 trillion of total 

U.S. economic activity (8.6 percent of the 2018 U.S. 

Gross Domestic Product). Of the 10.9 million jobs, 

over one million were high-quality manufacturing jobs. Nearly every product created and purchased today (from toys to groceries) is touched

by aviation in some way. Speed, convenience, and

economic benefits from air transportation are 

the primary factors in its rapid growth; benefits 

that have been even more important during the 

COVID-19 pandemic. 

Strategic Objective 3.2

Drive efficient and sustainable aviation.

Below: NASA and industry partners are working towards a future that sees aviation meet cleaner sustainability standards. To that end, new designs for the 

airplanes of tomorrow, such as the Transonic Truss-Braced Wing (TTBW) concept shown in the image above, are currently being tested by researchers and 

engineers. The TTBW is essentially a classic tube-and-wing passenger aircraft whose wings are extremely long and thin – so much that they need a little 

help to hold them up. By narrowing the thickness of the wings and extending their length, drag is reduced, and 5-10% less fuel is burned than comparable 

narrowbody aircraft. This image was created using data from a computational fluid dynamics simulation – essentially a virtual wind tunnel test. The red and 

orange areas represent higher drag, and the green and blue areas represent lower drag. Note the beautifully sleek green-blue color of the wings – the colors 

of Earth. Image Credit: NASA/Craig Hunter
NASA’s FY 2023 Volume of Integrated Performance 96

Strategic Goal 3

 INNOVATE

NASA’s research contributes significantly to the 

aviation sector in improving its safety, efficiency, 

and resulting economic well-being of the Nation

Our role is to reduce the risk inherent in innovative 

concepts. We explore early-stage concepts and

ideas, develop new aviation technologies and air 

traffic operational procedures, and demonstrate 

their potential in a relevant environment. The

Agency is steadfast in its commitment to cutting-edge research and technology development 

and demonstration to assure U.S. competitivenes

in the aviation sector
NASA’s FY 2023 Volume of Integrated Performance 97

Strategic Goal 3

 INNOVATE

3.2.1: Develop solutions that will enable the integration of a diverse range o

non-traditional vehicles and operations into the National Airspace System by 

means of a scalable, service-oriented architecture

Annual performance activities completed

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target 2 1 2 1

Achieved 1 1

Rating Yellow Green

2015 2016 2017 2018 2019

Green Green Green Green Green

Development milestones for FY 2021

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

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

re-routing concept

Performance activities for FY 2022

1. Develop a community-supported Sky for All Vision o

the future aviation system

2. Conduct National Campaign-1 (NC-1) and demonstrate operational scenarios with industry partner

across vehicle, airspace, and infrastructure to inform 

requirements for a UAM Maturity Level-1 (UML-1) 

system

Performance activities for FY 2023

1. Identify and test community-based rules for strategi

conflict management.

This Performance Goal aligns to 3.2.1 under 

the 2018 Strategic Plan.

FY 2021 Performance Progress

In FY 2021, the NASA Aircraft Technology 

Demonstrations (ATD)-2 project successfully completed formal data collection for the 2021 stormy 

season, ending as planned in September 2021, with 

107 flights re-routed using the ATD system. 

The ATD-2 system is an Integrated Arrival 

Departure Surface (IADS) Metroplex Coordinator, 

which is a tool designed to provide benefits when 

the aircraft demand exceeds the capacity of an 

airport. Testing was conducted in the Dallas-Fort

Worth Metroplex environment during the stormy 

season and allowed airline dispatchers to easily 

propose in-flight reroutes by selecting from system-generated Trajectory Option Sets (TOS), which 

are a list of potential trajectories that a flight crew 

may accept, in this case they generally looking for 

the either the most fuel efficient route or an option 

that gets them on the trajectory that will meet 

their time constraints. Once accepted by air traffic 

control, the reroute would be issued via the Federal 

Aviation Administration’s Airborne Reroute system

These reroutes produced 12.4 hours of delay savings while saving more than 50,800 pounds of fuel.

NASA presented field demonstration results during 

the September 2021 ATD-2 / Multi-Airport session 

of the ATD Project Technical Interchange Meeting 

(TIM). Panelists for this TIM session included Field

Demo Partners (i.e., airlines and NATCA) and stakeholders from the Collaborative Decision Makin

(CDM) community. During the session, panelists

described their experience using the ATD-2 system, 

positive impacts on North Texas airspace operations and their desire to see the technology further 

developed and implemented on a nation-wide 

basis. Six Machine Learning services developed and 

publicly released under this effort were described 

during the ATD-2 / Digital Services session of the 

ATD Project TIM

The Airspace Operations and Safety Program, 

part of the Aeronautics Research Mission 

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

Transportation, or NextGen, technologies to 

further improve safety, capacity, and efficiency in the national airspace
NASA’s FY 2023 Volume of Integrated Performance 98

Strategic Goal 3

 INNOVATE

3.2.2: Demonstrate the ability to reduce the perceived loudness of sonic booms and enable future industry innovation in commercial supersoni

aircraft

Annual performance activities completed

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target 1 2 2 1

Achieved 0 0

Rating Red Red

2015 2016 2017 2018 2019

Green Green Green Green Green

Development milestone for FY 2021

1. Low Boom Flight Demonstrator aircraft ready to shi

from Palmdale to Lockheed Martin (LM) Fort Worth.

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

enables precise, near-field probing of the LBFD shock 

wave structure

Performance activities FY 2022

1. First flight of the Low Boom Flight Demonstrato

(LBFD) aircraft.

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

enables in-flight Schlieren images of the LBFD shock 

structure

Performance activities FY 2023

1. Demonstrate the ability of the X-59 aircraft to produce an acceptably low perceived sonic boom leve

that allows the community response testing phase of 

the LBFD mission to commence.

This Performance Goal aligns to 3.2.2 unde

the 2018 Strategic Plan.

FY 2021 Performance Progress

NASA did not complete either annual performance 

activities as planned for the LBFD aircraft largely 

due to contractor challenges and, to a lesser 

degree, COVID-19 pandemic impacts, resulting in a 

red rating. According to NASA’s assessment, there

is still margin in the schedule for aircraft acceptance and completion of acoustic validation by the 

end of this multiyear Performance Goal in FY 2024.   

Contractor delays resulted in a slip of the LBFD aircraft milestone to ship the aircraft from Palmdale 

to Lockheed Martin (LM) Fort Worth, Texas for 

structural proof loads and fuel systems calibration testing. The date shifted from August 2021 

to December 2021. Challenges included prime 

contractor workforce staffing and performance, 

slow progress on wiring installations, system 

checkout schedule slips, COVID-19 related on-site 

limitations, and supply chain delays. Despite 

these challenges, the build quality of the LBFD 

aircraft is excellent and all the key performance 

parameters are being met. NASA mitigation actions

included teaming with the prime contractor to 

assist with some design and testing tasks, negotiating incentive fee and cost sharing features in the 

contract, supporting replanning with more realistic 

assumptions, providing NASA experts on-site, and 

inserting significant NASA executive-level engagement with prime contractor counterparts. 

NASA remains highly engaged with the prime 

contractor at executive and project levels to 

assess risks to First Flight. Prime contractor plans 

target First Flight for the LBFD aircraft in August 

2022. According to NASA’s assessment, a First Flight 

in December 2022 is likely if prime contractor performance does not improve and COVID-19 impacts 

continue.  

The COVID-19 pandemic also impacted shock 

sensing probe (SSP) system development, work on 

F-15D wing fatigue inspections, and instrumentation system development and integration.  Factors 

included Center access and external vendor workforce restrictions due to COVID-19 and supply 

chain delays. The SSP will be used to accurately 

probe and collect data on the characteristics of 

X-59 shockwaves and confirm whether they match 

Agency models to be able to reduce the sound of a 

sonic boom to a “quiet thump”.  

Initial SSP flights, using the Airborne Location 

Integrating Geospatial Inertial Navigation Systems 

(ALIGNS) used to precisely position the aircraft for 

SSP measurements, started in the fourth quarter 

of FY 2021, and demonstrated that SSP meets the 

X-59 static pressure resolution requirement and 

The Integrated Aviation Systems and 

Advanced Air Vehicles programs, part of 

NASA’s Aeronautics Research Mission 

Directorate, are working together to validate 

design approaches for quiet supersonic aircraft and develop data to support the definition of a standard for acceptable noise
NASA’s FY 2023 Volume of Integrated Performance 99

Strategic Goal 3

 INNOVATE

that ALIGNS provided sufficient coverage and range 

between two aircraft

By the end of FY 2021, 87 percent of major F-15D 

instrumentation components and pallet assemblies 

were completed or in-work.  F-15D wing inspections, repairs and painting will be completed at 

Warner Robins Air Logistics Complex and will be 

received by NASA Armstrong shortly after FY 2021, 

where fuselage inspections and repairs continue

Right: The X-59 QueSST (Quiet 

SuperSonic Technology) aircraft will 

fly at supersonic speeds above communities during the Low-Boom Flight 

Demonstration mission, generating 

sonic “thumps” instead of booms. 

Image credit: NASA/Lockheed 

Martin
NASA’s FY 2023 Volume of Integrated Performance 100

Strategic Goal 3

 INNOVATE

3.2.3: Advance airframe and engine technologies to enable the developmen

of future generations of ultra-efficient air vehicles that minimize environmental impact including electric aircraft propulsion concepts

Annual performance activities completed

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target 5 2 5 3

Achieved 2 1

Rating Yellow Yellow

2015 2016 2017 2018 2019

Green Green Green Green Yellow

Development milestones for FY 2021

1. Design and fabricate a low-noise variant of the HighLift Common Research Model and conduct a win

tunnel experiment to perform acoustic measurements of innovative slat noise reduction concepts 

entailing realistic materials and component sizes

2. Award industry contract(s) for 1MW powertrain fligh

demonstration(s)

Performance activities for FY 2022

1. Establish feasibility for megawatt, kilovolt fault management devices for electrified aircraft propulsio

(Technology Readiness Level [TRL]-4).

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

advanced Transonic Truss Braced Wing (TTBW) 

configuration, conduct a wind tunnel test to further 

investigate the buffet boundary of the configuration, 

and compare experimental results with the computational predictions of structural response and buffet 

boundary to improve (or calibrate) methods for this 

non-traditional wing architecture

3. Complete screening of materials and manufacturin

technologies to be considered under the High-rate 

Composite Aircraft Manufacturing (HiCAM) effort; 

requirements definition for a full-scale, component-level test article; and evaluate high-rate materials and manufacturing concepts at the coupon and 

element levels

4. Preliminary design complete for at least one integrated, 1MW class electric powertrain flight demonstrati

5. Complete X-57 Mod II flight campaign and releas

performance analysis

Performance activities for FY 2023

1. Design, build, test, evaluate a suite of electrified aircraft propulsion (EAP) components to TRL-6 that ar

relevant for demonstrators and small EAP aircraft

2. Design, build, test, evaluate a suite of novel manufacturing technologies to TRL-5 that are relevant fo

high-rate, lightweight metallic fuselage manufacturing

3. Critical Design Review (CDR) complete of at leas

one integrated, 1MW class electric powertrain flight 

demonstration

This Performance Goal aligns to 3.2.3 unde

the 2018 Strategic Plan.

FY 2021 Performance Progress

NASA partially achieved the FY 2021 target for this 

Performance Goal to advance airframe and engine 

technologies by fully achieving annual performance 

activity 1 and being slightly behind the planned 

schedule for annual performance activity 2.

In FY 2021, NASA completed a wind tunnel test of 

a high efficiency aircraft configuration known as 

the Transonic Truss-Braced Wing (TTBW). The test

results will reduce uncertainty in TTBW performance and increase confidence in the estimated 

fuel burn benefits. In addition, an independent 

assessment of the configuration was completed by 

NASA that corroborates industry’s fuel-burn estimate

During the fiscal year, a viable airframe noise-reduction concept was designed, fabricated, and 

demonstrated in a large-scale wind tunnel test 

where it was shown to have significant acoustic 

benefits. In the area of advanced aircraft engine 

technologies, NASA demonstrated improvements 

in compressor efficiencies that could enable a 12. 

percent reduction in fuel consumption

NASA also made significant progress in enabling 

fuel burn reductions through propulsion system 

electrification. This work included first-of-a-kind 

altitude tests of Megawatt (MW)-class components 

The Advanced Air Vehicles and 

Transformative Aeronautics Concepts programs, part of NASA’s Aeronautics Research 

Mission Directorate, evaluate, develop, and 

test technologies and capabilities for ultra-efficient aircrafts.
NASA’s FY 2023 Volume of Integrated Performance 101

Strategic Goal 3

 INNOVATE

and integrated powertrains and completion of the 

FY 2021 Electric Powertrain Flight Demonstration 

(EPFD) annual performance activity. The Source

Evaluation Board selection process is complete 

with awards made in the fourth quarter of FY 

2021. NASA selected two U.S. companies to perform integrated MW-class powertrain system 

ground and flight demonstrations to validate their 

concepts. The awards are hybrid firm fixed-price/

cost-share for work conducted over the next five 

years. NASA rated this activity Yellow because the

planned schedule was to complete the awards 

during the third quarter of FY 2021.

Below: Instrumentation technician Michael Hodgins performs installation measures on the trans-sonic truss-braced wing (TTBW) model at Langley Research 

Center’s 14x22 subsonic wind tunnel. The unique design of the aircraft’s wings reduces drag during flight, which in turn reduces fuel consumption by up 

to 10 percent. This concept is part of an ongoing initiative by NASA, industry partners, and academia to make the future of aviation more environmentally 

friendly through the Sustainable Flight National Partnership (SFNP). The SFNP will expand research for sustainable aviation by developing and testing new 

technologies for aircraft, new automation tools for greener and safer airspace operations, and sustainable energy options for aircraft propulsion. The TTBW 

will undergo a variety of aerodynamic testing as researchers continue to test key flight components such as increased lift and reduced drag. Image Credit: 

NASA/Langley Research Center/David Meade
NASA’s FY 2023 Volume of Integrated Performance 102

Strategic Goal 3

 INNOVATE

3.2.4: Advance airframe and propulsion technologies to enable the development of vertical take-off and landing (VTOL) vehicles that minimize noise an

maximize safety

Annual performance activities completed

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target 1 1 1 1

Achieved 1 1

Rating Green Green

2015 2016 2017 2018 2019

Green Green Green Yellow Green

Development milestone for FY 2021

1. Complete conceptual design and sizing trade studie

for Vertical Take Off and Landing (VTOL) Urban Air 

Mobility (UAM) configurations.

Performance activities for FY 2022

1. Assessment of Urban Air Mobility vehicle nois

operating in realistic trajectories with a second 

generation (Gen-2) noise-power-distance database 

that includes loading, thickness, and broadband selfnoise for a mix of vehicles

Performance activities for FY 2023

1. Conduct a workshop open to US industry to foste

transition and provide training for best-practice 

use of NASA-developed toolchain for Advanced Air 

Mobility (AAM) and Urban Air Mobility (UAM) aeromechanics and acoustic analysis

This Performance Goal aligns to 3.2.4 unde

the 2018 Strategic Plan.

FY 2021 Performance Progress

NASA made planned progress on this Performance 

Goal by completing design trade studies of noise 

versus performance for three UAM aircraft configurations

In FY 2021, NASA continued development of a 

conceptual design toolchain that enabled the 

assessment of performance and noise of UAM 

aircraft compared with a quiet, single main-rotor 

helicopter. The UAM aircraft included a quadrotor,

side-by-side helicopter, and lift+cruise aircraft, all 

designed to carry six passengers. These aircraft

represent characteristics of emerging UAM aircraft 

being developed by UAM companies. The Federal

Aviation Administration (FAA)/ European Union 

Aviation Safety Agency (EASA) certification Effective 

Perceived Noise Levels for takeoff, flyover, and 

approach were used for the noise metrics of the 

trade studies

The concept aircraft in this study are shown to 

achieve reductions in noise relative the initial 

design points, with changes in mission performance and cost as a consequence. Many of the

designs are predicted to be tens of effective perceived noise decibels (EPNdB) quieter in the certification metrics than existing helicopters. The results

were documented in a paper, “Practical Conceptual 

Design of Quieter Urban VTOL Aircraft,” written by 

Chris Silva and Wayne Johnson, which was presented at the Vertical Flight Society Forum 77, May 

2021. The paper will provide valuable design guidance for the UAM industry

The Advanced Air Vehicles and Integrated 

Aviation Systems programs, part of NASA’s 

Aeronautics Research Mission Directorate, 

demonstrate and deliver tools, technologies, 

and flight operations methods for safe, quiet, 

and affordable vertical lift air vehicles.
NASA’s FY 2023 Volume of Integrated Performance 103

Strategic Goal 3

 INNOVATE

3.2.5: Define and demonstrate solutions that predict, identify, and mitigat

emerging safety risks and address the national need to safely transform the 

National Airspace System

Annual performance activities completed

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target 2 1 1 1

Achieved 2 1

Rating Green Green

2015 2016 2017 2018 2019

Green Green Green Green Green

Development milestones for FY 2021

1. Evaluate costs and benefits given a demonstrate

automated evaluation of safety risk over multiple 

simultaneous events utilizing non-traditional data

Performance activities for FY 2022

1. Complete simulations and flight tests of automate

in-flight safety/risk assessment with alternate proactive and fail-safe mitigation methods

Performance activities for FY 2023

1. Analyze aircraft data and make recommendation

for applying NASA’s developed monitoring, assessment, and mitigation techniques to future aviation 

operations

This Performance Goal aligns to 3.2.5 unde

the 2018 Strategic Plan.

FY 2021 Performance Progress

NASA made planned progress on this Performance 

Goal by completing the FY 2021 activity. During 

the fiscal year, NASA’s System Wide Safety (SWS) 

project successfully developed a framework that 

integrates risk across hazards as part of the in-time 

system-wide safety assurance capabilities for 

highly autonomous emerging operations. NASA has

incorporated multiple key hazards, such as wind 

gusts, propulsion degradations, and proximity to 

buildings and populated areas, into the computation of a set of risk metrics and algorithms that may 

be used during pre-flight planning or in-flight. The 

project tested these automated risk assessment 

techniques in simulation using flight logs. A subset will be demonstrated during live flight testing 

in FY 2022. Costs, benefits, and gaps were identified for the most mature of the techniques and a 

technology transfer path was established to enable 

external use and evaluation by partners and the 

industry

For traditional airline operations, the project 

demonstrated utilizing two anomaly detection 

algorithms that allow for identification of previously 

unknown anomalies/risk types. These demonstrations used historical airline flight data. The 

SWS project continues to pursue access to active 

data feeds going to an airline partner’s operations 

center and will determine how those data can be 

used to identify anomalies and precursors using 

the algorithms that the project has developed. A

NASA partner is developing airline operations center software with appropriate anomaly detection 

algorithms integrated into it and ways to visualize 

the resulting anomalies and risks

The Airspace Operations and Safety Program, 

part of the Aeronautics Research Mission 

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

and capabilities to enhance air transportation 

safety, capacity, and efficiency. 
NASA’s FY 2023 Volume of Integrated Performance 104

Strategic Goal 3

 INNOVATE

3.2.6: Contribute toward the safe introduction of on-demand Urban Ai

Mobility (UAM) and other emerging operations by developing, applying, 

demonstrating, and validating advanced autonomy and automation technologies and providing methods or research results that support certification of 

autonomous systems

Annual performance activities completed

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target N/A 3 3 3

Achieved N/A 3

Rating N/A Green

Performance activities for FY 2021

1. Develop an initial Urban Air Mobility airspace management syst

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

the assurance of untrusted components in a system

3. Conduct National Campaign (NC) Developmenta

Testing (or NC-DT), perform demonstration of NC 

operational scenarios, and collect data from flight 

demonstrations and simulations in preparation for 

NC-1

Performance activities for FY 2022

1. Enable informed investment decisions for futur

development of increasingly automated vehicles and 

airspace operations

2. Delivery of draft evidence and recommendation

for the robustness of failover plans; and the use of 

run-time monitoring to the FAA, Unmanned Aircraft 

Safety Team, and Flight Safety Foundation that can 

be used in regulatory guidance to industry and in 

standards committees

3. Demonstration through flight testing of automate

aircraft vertiport operations using operational scenarios

Performance activities for FY 2023

1. Develop requirements for future Air Traffi

Management systems of increasingly automated 

vehicles and airspace operations

2. Demonstrate algorithms for checking safety standards for systems relying on untrusted component

for autonomous surface operations and autonomous drone flight operations.

3. Demonstrate automated aircraft vertiport operations using operational scenarios in the Integrate

Automation Systems-1 (IAS-1) flight test.

This Performance Goal was aligned to 3.2.6 unde

the 2018 Strategic Plan.

FY 2021 Performance Progress

NASA achieved the FY 2021 target for this multi-year 

performance goal by completing analysis of the 

performance data of the UAS traffic management 

(UTM) system and related technologies, which 

demonstrated that a highly automated, cloudbased architecture that safely enables low-altitude 

UAS operations is feasible. Over the previous four

years, the project followed a risk-based approach 

to develop and test the UTM system and matured 

it through successively more capable Technical 

Capability Levels (TCLs). This culminated in the 

TCL 4 testing in the highly complex urban environments of Reno, Nevada, and Corpus Christi, Texas, 

as well as focused in-board technology evaluations 

at NASA centers in FY 2019. 

The results from those tests confirmed the concept 

and provided new insights into industry’s ability to 

develop and provide traffic management services 

for UAS operations, and to interface with new FAA 

systems that can integrate into the traditional air 

traffic management infrastructure. Through technology transfers, the UTM results are now informing the FAA in their testing in this year’s UTM Pilot 

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

bodies, such as American Society for Testing and 

Materials (ASTM) and Joint Authorities for UAS 

Rulemaking on Unmanned Systems (JARUS), are 

also incorporating the UTM results. Additionally,

the UTM service-based architecture is serving as 

the foundation for enabling advanced air mobility 

solutions in urban environments and high-altitude 

UAS traffic.

As part of project closeout, the UTM project has 

completed an extensive lessons-learned collection 

and archived key documentation that will benefit 

current and future projects and research efforts.

The Integrated Aviation Systems and 

Advanced Air Vehicles programs, part 

of NASA’s Aeronautics Research Mission 

Directorate, are developing technologies and 

capabilities to enable autonomous aircraft 

and urban air mobility
ADVANCE

An aerial view of the Central Campus Headquarters Building and a close-up view the NASA insignia in front of the entrance in the industrial area at NASA’s 

Kennedy Space Center in Florida on Jan. 13, 2021. The facility anchors the multi-user spaceport’s Central Campus. More than 500 civil service and contractor employees will be based in the 200,000-square-foot buildingImage credit: NASA/Ben Smegelsky/Cory Huston

Strategic Goal 4

Enhance capabilities and operations to 

catalyze current and future mission success.
NASA’s FY 2023 Volume of Integrated Performance 106

Strategic Goal 4

 ADVANCE

LEAD OFFICE

Mission Support Directorate (MSD) and the Office of 

Diversity and Equal Opportunity (ODEO)

GOAL LEADER

Robert Gibbs, Associate Administrator, MSD

Budget

FY $M

Op Plan 2021 $97.4

Requested 2022 $104.3

Requested 2023 $108.4

Outyear

2024 $110.6

2025 $112.8

2026 $115.0

2027 $117.3

NASA will modernize how we attract, hire, support, lead, and retain the quality, diversity, and 

depth of talent necessary for mission success

Recent experiences and lessons from the pandemic, as well as nationwide workforce and 

workplace trends, will inform and help NASA 

institutionalize and improve our hybrid work 

practices. NASA’s modernization strategy will

also address other factors such as an increasing 

number of retirement-eligible civil servants over 

the next five years and increasing competition 

for highly qualified science, technology, engineering, and mathematics (STEM) talent, especially as 

more commercial entities enter the field. 

While NASA has long enjoyed a reputation of 

attracting top talent; we recognize the value of 

recruiting and employing a diverse workforce 

cannot be understated. The Agency is better

positioned to fulfill its current and future missions 

when we intentionally invite people with different 

backgrounds, who show promise and potential, 

Strategic Objective 4.1

Attract and develop a talented and diverse workforce.

Below: Kathryn Oriti of the Science and Space Technology Systems Branch at NASA’s Glenn Research Center in Cleveland, left, oversees 2017 Pathways 

intern Naia Butler-Craig as she builds hardware for the Advanced Electric Bus CubeSat. We strategically hire our Pathways Interns based on long-term 

potential and alignment with NASA’s future workforce needs. Specializing in multi-semester experiences, the Pathways Internship Program prepares students for a career at NASA and offers a direct pipeline to full-time employment at NASA upon graduation. Image Credit: NASA/Bridget Caswell
NASA’s FY 2023 Volume of Integrated Performance 107

Strategic Goal 4

 ADVANCE

into spaces to inspire and challenge us to think 

and work differently. 

In 2020, NASA added Inclusion to our Core Values, 

recognizing that inclusion is intrinsic to our 

work, our relationships, and our achievements

Inclusion increases collaboration and productivity

Additionally, it encourages employees to go aboveand-beyond to achieve our goals. Also, all people

want to feel a sense of inclusion and belonging

Inclusion happens when people can have psychological safety in being their authentic selves, 

sharing their ideas, knowledge, creativity, and 

innovation. The combination of all our values and

the emphasis on Inclusion lets NASA strive to have 

a healthy culture and be an employer of choice
NASA’s FY 2023 Volume of Integrated Performance 108

Strategic Goal 4

 ADVANCE

4.1.1: Improve diversity in the Agency’s overall civil service workforc

composition and occupations and across employee lifecycles

Number of efforts completed (plans and analyses, as well 

as assessments of their impact on reducing triggers and 

barriers)

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target 3 2

Achieved

Rating

Efforts for FY 2022

1. Complete the multi-phase barrier analysis1 of (1

Asian American and Pacific Islanders and (2) women 

in NASA physical science occupations and produce 

a final report identifying challenges and corrective 

actions addressing each challenge

2

2. Complete a baseline assessment of diversity i

NASA’s Mission Directorates based on staffing 

(including leadership positions)

3

3. Complete an analysis of responses to the Federa

Employee Viewpoint Survey question on preventing 

harassment in the workplace4 to identify triggers 

affecting an inclusive, fair, and safe work environment important for workforce retention

Efforts for FY 2023

1. Complete analysis of applicant flow data to determine if barriers exist in recruitment or hiring o

individuals from underserved and underrepresented 

communities

2. Issue updated badging and security procedure

(with NASA’s Office of Protective Services) to remove 

any barriers to equal employment opportunity and 

accessibility for LGBTQIA+ individuals who require 

access to NASA facilities

1

 NASA’s processes for barrier identification and 

elimination are in accordance with Section II of the 

U.S. Equal Employment Opportunity Commission’

Instructions to Federal Agencies for EEO MD-715.

2 NASA will complete Phases 5-7 of a barrier analysis of women and Asian American and Pacific 

Islanders within physical science occupations when 

compared to the relevant civilian labor force, as 

described in Appendix B of the NASA Model Equal 

Employment Opportunity Program Status Report: 

FY 2020

3 NASA will collect and analyze the following: (a) 

data metrics, and targets that are used by the 

Mission Directorates to assess workforce diversity 

efforts; (b) demographics of newly hired or promoted personnel into Mission Directorate leadership positions (Division Directors, Deputy Division 

Directors, and Associate Directors, as well as front 

office hires) from 2017-2021, and a description of 

any efforts intended to increase the diversity of 

Mission Directorate leadership; (c) the extent to 

which policies and goals for increasing workforce 

diversity vary by Mission Directorate; (d) the people responsible and accountable for increasing 

workforce diversity for each Mission Directorate 

and a description of how they are accountable; (e) 

Mission Directorates’ plans over the next year to 

increase diversity and inclusion in its staffing at 

NASA Headquarters

4 The 2020 and 2021 Federal Employee Viewpoint 

Survey (FEVS) included the question: “NASA leaders 

take proactive steps to prevent harassment in the 

workplace (for example, senior leadership messages to the workforce, use of posters and other 

communication materials, training, dialogues, or 

similar activities).” NASA will analyze the 2020 and

2021 employee responses to this question, provided on a five-point scale (e.g., Agree, Strongly 

Agree), by demographics and organizational code

Results will inform efforts for a second Agency-wide 

Anti-Harassment Campaign

For 2020, 10,588 employees (64 percent of NASA’s 

16,549 eligible workforce) responded to the FEVS. 

For 2021, 12,094 employees (68 percent of NASA’s 

17,746 eligible workforce) responded to the FEVS.

5 NASA will review badging and security procedures, 

developed in accordance with NASA Procedural 

Requirement 1600.1A (NASA Security Program 

Procedural Requirements), to determine where 

revisions should be made to remove barriers

The Office of Diversity and Equal Opportunity

(ODEO) leads diversity and civil rights policies, 

programs and services, enabling the universe 

of available talent to contribute inclusively 

and equitably to NASA. Diversity, equity, inclusion, and accessibility efforts Agency-wide

have been streamlined, and where appropriate, aligned to ODEO through the Mission 

Support Directorate’s Mission Support Future 

Architecture Program (MAP)
NASA’s FY 2023 Volume of Integrated Performance 109

Strategic Goal 4

 ADVANCE

4.1.2: Decrease overall Agency time to hi

Time between hiring need validation date and enter on 

duty date for all hires, excluding Pathways and Senior 

Executive Service (SES) hires, from the FY 2021 baseline 

of 104 days to a long-term goal of 80 days

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target

Decrease 

of 5% 

or more 

from 

baseline

Decrease 

of 5% or 

more from

FY 2022 

actual 

(TBD)

Achieved

Rating

The Office of the Chief Human Capital Officer, 

part of the Mission Support Directorate, 

helps NASA maintain an adaptable and skilled 

workforce through strategic workforce planning, management services, and staff training and development. Visit NASAPeople for

more information about the Human Capital 

Program, careers at NASA, and other workforce information
NASA’s FY 2023 Volume of Integrated Performance 110

Strategic Goal 4

 ADVANCE

4.4.1 [Completed at end of FY 2021]: Sustain NASA employees’ perception

of innovation climate, as measured by the Innovation-related questions on 

the Federal Employee Viewpoint Survey (FEVS), through Human Capital programs and tools that support NASA 

employees

Agency FEVS Innovation score.

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target 84% 84% PG Discontinued

Achieved White White

Rating White White

2015 2016 2017 2018 2019

Green Green Green Green Green

FY 2021 Performance Progress

NASA was unable to assess progress toward achieving this Performance Goal in FY 2021 due to lack of 

data resulting from changes to the 2021 FEVS

In June 2020, the Office of Personnel Management 

(OPM), which conducts the survey, announced that 

it had reworked the survey—a measurement of 

Federal employees’ perceptions of workplace experiences, leadership, and culture—to cut some of 

the standard questions and add questions related 

to the COVID pandemic. Among the questions cut 

were the innovation-related questions used to 

assess this Performance Goal . The FEVS retained 

key content widely used for strategic workforce 

development, such as employee engagement and 

satisfaction, to allow comparison of survey results 

between 2021 and prior surveys

The Office of Diversity and Equal Opportunity

(ODEO) leads diversity and civil rights policies, 

programs and services, enabling the universe 

of available talent to contribute inclusively and 

equitably to NASA. ODEO is an Administrator

Staff Office.
NASA’s FY 2023 Volume of Integrated Performance 111

Strategic Goal 4

 ADVANCE

4.4.2 [Completed at end of FY 2021]: Sustain or improve NASA employees’ perceptions of unity and inclusion, as measured by the Unity Puls

Survey, the New Inclusion Quotient (New IQ) index scores on the annual 

Federal Employee Viewpoint Survey (FEVS), and through Diversity and Equal 

Opportunity programs and tools that 

support NASA employees

Agency FEVS New IQ Index score.

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target 70% 70%

Achieved Unable to 

assess

Rating White White

2015 2016 2017 2018 2019

Green Green Green Green Green

FY 2021 Performance Progress

NASA was unable to assess progress toward achieving this performance goal in FY 2021 due to lack 

of data. The FEVS historically was administered by 

the Office of Personnel Management in late spring 

or early summer. However, the 2021 FEVS was 

administered after the close of fiscal year 2021 in 

November and results will not be reported until 

spring 2022. As a result, we cannot use the 2021 

FEVS to assess FY 2021 performance.

The Office of Diversity and Equal Opportunity

(ODEO) leads diversity and civil rights policies, 

programs and services, enabling the universe 

of available talent to contribute inclusively 

and equitably to NASA. Diversity, equity, inclusion, and accessibility efforts Agency-wide

have been streamlined, and where appropriate, aligned to ODEO through the Mission 

Support Directorate’s Mission Support Future 

Architecture Program (MAP)
NASA’s FY 2023 Volume of Integrated Performance 112

Strategic Goal 4

 ADVANCE

4.4.3 [Completed at end of FY 2021]: Improve employees’ perception o

NASA as an equal opportunity and anti-harassment workplace, as measured by the Federal Employee Viewpoint Survey (FEVS) questions focused 

on equal employment opportunity (EEO) and anti-harassment compliance, 

through customer service scores, and completion of NASA/MAP deliverables 

for EEO compliance

Agency FEVS New IQ Index score. (Percentage of NASA 

FEVS EEO and anti-harassment compliance scores). 

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target 75% 75%

Achieved Unable to 

assess

Rating White White

2015 2016 2017 2018 2019

Green Green Green Green Green

FY 2021 Performance Progress

NASA was unable to assess progress toward achieving this performance goal in FY 2021 due to lack 

of data. The FEVS historically was administered by 

the Office of Personnel Management in late spring 

or early summer. However, the 2021 FEVS was 

administered after the close of fiscal year 2021 in 

November and results will not be reported until 

spring 2022. As a result, we cannot use the 2021 

FEVS to assess FY 2021 performance.

While data is not available from FEVS for FY 2021, 

we have been working to improve our EEO complaints processing procedures and timeliness. As

a result, we have decreased average processing 

times for Final Agency Actions for procedural 

dismissals and Final Agency Dismissals based on 

merits

The Office of Diversity and Equal Opportunity

(ODEO) leads diversity and civil rights policies, 

programs and services, enabling the universe 

of available talent to contribute inclusively and 

equitably to NASA. ODEO is an Administrator

Staff Office.
NASA’s FY 2023 Volume of Integrated Performance 113

Strategic Goal 4

 ADVANCE

LEAD OFFICE

Mission Support Directorate (MSD) 

GOAL LEADER

Robert Gibbs, Associate Administrator, MSD

Budget

FY $M

Op Plan 2021 $3,276.4

Requested 2022 $3,326.5

Requested 2023 $3,515.8

Outyear

2024 $3,586.2

2025 $3,658.0

2026 $3,731.1

2027 $3,805.8

As NASA’s missions evolve and increasingly integrate with industry, and hybrid workforces and 

workplaces become the norm, mission support 

requirements will change. In alignment with

NASA’s Core Values, mission support’s top priority 

is ensuring mission success—safely and securely

This is increasingly challenging with the growing complexity of our missions. Much of NASA’s

infrastructure is from the Apollo-era. It is time to

re-build, modernize, and right-size NASA’s mission-enabling capabilities

To advance an environment of inclusion, integrity, teamwork, and excellence required for the 

Artemis era, we must strengthen our and modernize our physical and information technology 

(IT) infrastructure. NASA will focus on the following three priority areas: strengthen NASA’s Agency

Technical Authorities; modernize infrastructure 

and technical capabilities, and support our workforce and programs with secure, innovative 

technology. This transformation will enable the

success of the entire Agency and our workforce

Strategic Objective 4.2

Transform mission support capabilities for the next era of 

aerospace.

Below: Nzinga Tull, Hubble systems anomaly response manager at NASA’s Goddard Space Flight Center in Greenbelt, Maryland, works in the control room 

on July 15, 2021, to restore Hubble to full science operations. Image Credit: NASA/Goddard/Rebecca Roth
NASA’s FY 2023 Volume of Integrated Performance 114

Strategic Goal 4

 ADVANCE

4.2.1: Minimize the number and severity of employee injuries and illnesses t

support the next era of aerospace

Number of fatalities or permanent disabling injuries

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target 0 0

0.7 

TCIR

0.3 

DART

TBD

 based on 

industry 

average

Achieved 0 0

Rating Green Green

*NASA determines the industry average for each Center using 

the most recent Bureau of Labor Statistics data for the North 

American Industry Classification System code used by the Center 

to baseline safety performance. The target for this Performance 

Goal is the average of the 10 NASA Centers for the total case 

incident rate (TCIR) for injuries and illnesses and the days away, 

restricted, or transferred (DART) due to injuries or illnesses.

2015 2016 2017 2018 2019

Green Green Green Green Green

This Performance Goal aligns to 4.3.1 under 

the 2018 Strategic Plan. 

4.3.1: Achieve zero fatalities or permanent disabling 

injuries to the public resulting from NASA activities

FY 2021 Performance Progress

NASA achieved the FY 2021 target of zero fatalities 

or disabling injuries to the public or NASA employees during the fiscal year as a result of NASA activities. There was extensive planning and execution of

risk mitigation controls prior to all aerospace flight 

operations and potentially hazardous operations to 

achieve this performance goal

The Office of Safety and Mission Assurance, 

Office of the Chief Health and Medical Officer, 

and Office of the Chief Engineer ensure safety 

and mission success by providing independent 

oversight of NASA’s programs and projects

They are supported by the NASA Safety Center

and the Katherine Johnson IV&V Facility
NASA’s FY 2023 Volume of Integrated Performance 115

Strategic Goal 4

 ADVANCE

4.2.2: Reduce damage to NASA assets (excluding launched flight hardwar

Level less than 5-year running average.

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target $3.85M $4.38M

At or 

below 

$3.8 

million 

(5-year 

average)

At or 

below 

5-year 

average 

(amount 

TBD)

Achieved $4.73M $1.36M

Rating Green Green

*The NASA Safety Center analyzes non-mission damage mishaps reported by Centers to the NASA Mishap Information System. The 5-year median is based on this analysis.

2015 2016 2017 2018 2019

Green Green Green Green Green

This Performance Goal aligns to 4.3.2 unde

the 2018 Strategic Plan.

FY 2021 Performance Progress

In FY 2021, NASA’s non-mission-related damage 

costs were $1.36 million. This is significantly below 

the historical average (and FY 2021 target) of $4.38 

million

The Office of Safety and Mission Assurance, 

Office of the Chief Health and Medical Officer, 

and Office of the Chief Engineer ensure safety 

and mission success by providing independent 

oversight of NASA’s programs and projects

They are supported by the NASA Safety Center

and the Katherine Johnson IV&V Facility

Costs Associated with Damage to NASA Assets, FY 2010–2021
NASA’s FY 2023 Volume of Integrated Performance 116

Strategic Goal 4

 ADVANCE

4.2.3: Ensure the health and safety of NASA astronauts and pilo

Number of non-concurrence determinations and percentage of program variances

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target

0 nonconcurrences; 

5% or 

fewer program 

variances

0 nonconcurrences; 

5% or 

fewer program 

variances

Achieved

0 nonconcurrence 

determinations; 

0 program 

variances

Rating Green Green

*Successful execution of the mission requires adherence to 

health and medical policies and standards and indicates that the 

Health and Medical Technical Authority has successfully supported NASA flight programmatics through ongoing observation and 

documentation of spaceflight and aeronautics activities and evaluation processes, as well as effective implementation of health 

and medical standards and operations.

A concurrence is a documented agreement by a management 

official that a proposed course of action associated with a program or project position, issue resolution, request for relief from 

HMTA standards, or program or project level requirements is acceptable.

For every NASA program with a potential impact to humans, the 

HMTA coordinates with the cognizant program to provide the applicable flow-down of health and medical standards into program 

requirements. The HMTA discusses with programs any non-concurrences it issues at milestone and Key Decision Point reviews 

and Joint Cost and Schedule Confidence Level (JCL) meetings. 

A variance is any authorized and documented change from prescribed technical requirements for a program or project.

2015 2016 2017 2018 2019 2020

Green Green Green Green Green Green

This Performance Goal aligns to 4.3.3 unde

the 2018 Strategic Plan.

FY 2021 Performance Progress

In FY 2021, the Health and Medical Technical 

Authority (HMTA) issued no non-concurrences with 

respect to major program milestones. In addition,

the HMTA issued fewer than 5 percent program 

variances from the technical standards

Meeting these targets enables NASA to accomplish 

all its missions safely and in the most cost-effective 

ways. In FY 2021, HMTA developed the appropriate standards, assessed and advised programs on 

implementation, prioritized amongst and between 

programs, or evaluated requests for waiver or risk 

mitigations for all NASA programs that are in development, in a time-critical manner

In addition, all measures to prevent COVID-19 infection as directed by NASA’s Office of the Chief Health 

and Medical Officer were carefully implemented by 

essential center civil service and contractor employees

The Office of Safety and Mission Assurance, 

Office of the Chief Health and Medical Officer, 

and Office of the Chief Engineer ensure safety 

and mission success by providing independent 

oversight of NASA’s programs and projects

They are supported by the NASA Safety Center

and the Katherine Johnson IV&V Facility
NASA’s FY 2023 Volume of Integrated Performance 117

Strategic Goal 4

 ADVANCE

4.2.4: Safeguard NASA’s information resources through critical enhancements to confidentiality, integrity, and availabili

1 Targets were set according to the IT Modernization Cross-Agency Priority (CAP) Goal supporting the Trump administration President’s Management Agenda. External reporting for the CAP Goal was discontinued in January 2021. Information on this CAP Goal can 

be found in the archives on Performance.gov.

Scoring is based on the mean of three scores, expressed 

as a percentage, of NASA’s critical priorities for implementing the Federal Information Security Modernization 

Act (FISMA): 

1. High Value Asset (HVA) system access 

management

2. Advanced network and data protection

through an Intrusion Prevention System 

(IPS) and an Intrusion Detection System (IDS)

3. Hardware asset management (HWAM

based on completed initiatives and projects

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target 100%* 100% 100%** 100%**

Achieved 70% 80%

Rating Green Green

*Target represents the long-term exemplar for this Performance 

Goal. NASA assesses annual progress based on interim targets.

**Achieve a 100% overall score,* using the mean of:

• HVA (FISMA requirement 2.7)

• IPS & IDS (FISMA 3.4, 3.5), and

• HWAM (FISMA 3.9)

2015 2016 2017 2018 2019

Yellow Green Red Yellow Yellow

This Performance Goal aligns to 4.5.1 under 

the 2018 Strategic Plan. 

4.5.1: Safeguard NASA’s data and IT assets by implementing cybersecurity and privacy capabilities

FY 2021 Performance Progress

NASA exceeded the incremental progress expected 

in FY 2021 for the multi-year Performance Goal target of 100 percent of cybersecurity CAP goal targets 

met

1

 Beginning in July 2021, NASA met 8 of 10 (80 

percent) of the cybersecurity CAP Goal targets on 

Performance.gov, exceeding our target of meeting

at least 70 percent in FY 2021. 

NASA achieved this performance by meeting the 

Data Protection CAP Goal target and continued 

implementation of Continuous Diagnostics and 

Mitigation (CDM) cybersecurity capabilities across 

the Agency. CDM sensors enable cybersecurity

personnel to identify assets on the network and 

vulnerabilities to remediate. As of September 2021, 

NASA completed 100 percent installation of CDM 

sensors on the Agency’s corporate systems, 93 

percent on the Jet Propulsion Laboratory’s (JPL’s) 

corporate systems, 94 percent on NASA mission 

systems, 74 percent on JPL’s mission systems.

NASA is below target and is making progress on 

Hardware Asset Management and High Value Asset 

(HVA) System Access Management. In FY 2021, 

NASA implemented an HVA compliance dashboard 

in the Agency’s Risk Information Security 

Compliance System that allows Center and Agency 

leadership to view HVA compliance status. The 

increased visibility provided by the dashboard 

enables greater compliance enforcement for 

NASA’s high value assets, which will lead to an 

improved HVA System Access Management score. 

Prior to availability of this dashboard, NASA did not 

have a consistent Agency-wide view of specific HVA 

compliance

The Office of the Chief Information Officer 

(OCIO) manages the information technology (IT) and data that enable NASA’s missions

Through strategic partnering across NASA and 

with the Department of Homeland Security 

(DHS), the OCIO is ensuring that critical mission and infrastructure systems have resilient 

cybersecurity, back-up, and disaster recovery 

capabilities
NASA’s FY 2023 Volume of Integrated Performance 118

Strategic Goal 4

 ADVANCE

4.2.5: Maximize the availability of the Space Environment Testin

Management Office (SETMO) portfolio of assets to meet NASA’s current and 

future test facility needs

Percentage of test availability* of SETMO portfolio of Tier 

1 assets** 

*Test availability = (planned capacity – unplanned downtime)/planned capacity. Unplanned downtime is total 

downtime, including downtime that impacts a test

**Tier 1 assets: portfolio of assets for which SETMO 

provides annual sustainment funding. Tier 2 assets: portfolio of assets for which SETMO does not provide annual

sustainment funding

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target 90% 90% 90% 90%

Achieved 98% 98.7%

Rating Green Green

2015 2016 2017 2018 2019

Green Green Green Green Green

This Performance Goal aligns to 4.2.6 unde

the 2018 Strategic Plan.

FY 2021 Performance Progress

NASA achieved this multiyear Performance Goal 

by achieving 98.7 percent overall availability of our

SETMO Tier 1 assets, exceeding the FY 2021 target 

of 90 percent availability

NASA’s workforce performs essential preventive 

maintenance to ensure that key capabilities and 

critical assets are available on-time when needed 

and will continue to be available in the future to 

support the missions that require them. Core capabilities include thermal vacuum chambers, simulators, and the Arc Jet Complex located at NASA’s

Ames Research Center in California. NASA implements strategic investment decisions to sustain,

enhance, replace, modify, or dispose of facilities 

based on NASA’s and national needs

The Space Environments Testing 

Management Office, part of the Mission 

Support Directorate, manages NASA’s shared 

capabilities and assets used to conduct testing 

in a simulated space environments
NASA’s FY 2023 Volume of Integrated Performance 119

Strategic Goal 4

 ADVANCE

4.2.6: Demolish or eliminate obsolete/unneeded facilities to reduce th

Agency’s infrastructure footprint

Square footage or facilities reduced

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target 100k sq ft or 20 facilities

Achieved

51 

facilities 

(68,250 

sq ft)

29 

facilities 

(854k 

sq ft)

Rating Green Green

2015 2016 2017 2018 2019

Green Green Green Green Green

This Performance Goal aligns to 4.6.1 under 

the 2018 Strategic Plan.

FY 2021 Performance Progress

NASA achieved this multiyear Performance Goal by 

demolishing 29 facilities or structures, for a total 

reduction of 854,000 square feet, exceeding both 

targets for FY 2021. 

By eliminating inactive and obsolete facilities, we 

improve energy efficiency, reduce the Agency’s 

footprint, eliminate safety and environmental liabilities, and make room for new construction that 

fits NASA’s current and future needs. Demolishing 

these facilities also eliminates the deferred maintenance associated with them and saves operations 

and maintenance expenses. During FY 2021, our 

demolition program reduced deferred maintenance 

by more than $12 million and current replacement 

value by approximately $138 million.

The Office of Strategic Infrastructure, part 

of the Mission Support Directorate, strategically manages NASA’s assets and capabilities 

to meet mission needs and support Agency 

operations
NASA’s FY 2023 Volume of Integrated Performance 120

Strategic Goal 4

 ADVANCE

4.2.7: Improve NASA’s ability to operate facilities sustainably and reduc

overall resource demands

Percentage of sustainability goals met annually in the 

OMB Scorecard for Efficient Federal Operations/Management

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target ≥70% ≥70% 100% 100$

Achieved 71% 71%

Rating Green Green

2015 2016 2017 2018 2019

Yellow Yellow Green Green Yellow

This Performance Goal aligns to 4.6.2 unde

the 2018 Strategic Plan.

FY 2021 Performance Progress

NASA achieved the FY 2021 target for this multiyear Performance Goal by meeting 71 percent 

of the sustainability goals, with no Red ratings, 

as reported on the FY 2020 OMB Scorecard for 

Efficient Federal Operations/Management. Of the

seven sustainability areas assessed by OMB, NASA 

received five Green and two Yellow ratings. 

Performance in Efficiency Measures / Investment 

was Yellow because COVID-19 delayed energy/

water evaluations at four of 12 sites, which caused 

the percentage of facilities evaluated over the past 

four years to be below the required 90 percent

Performance in Transportation/Fleet Management 

was Yellow because a reporting issue in FY 2019 

resulted in underreporting of petroleum fuel use 

in covered fleet vehicles. Because personnel were 

offsite due to COVID-19, the issue was not discovered on time to correct the error for FY 2019. That 

underreporting error caused an artificial year-overyear increase from FY 2019 to FY 2020. We have 

corrected the error

The Federal Agency Progress Data and OMB 

Scorecards site provides data for each sustainability 

category and a link to our sustainability report

The Office of Strategic Infrastructure, part of 

the Mission Support Directorate, strategically manages NASA’s assets and capabilities to 

meet mission needs and support Agency operations
NASA’s FY 2023 Volume of Integrated Performance 121

Strategic Goal 4

 ADVANCE

4.2.8: Demonstrate increased facility reliability for current and future mission needs through investments in preventative maintenance that reduc

unscheduled maintenance

Percentage of maintenance funds* dedicated to unscheduled maintenance

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target

1% 

below 

23.7%*

1% 

below 

21.34%

20% 

or 

less

20% 

or 

less

Achieved 21.34% 17.37%

Rating Green Green

*Includes Office of Strategic Infrastructure funds only.

2015 2016 2017 2018 2019

None None Red Red Green

This Performance Goal aligns to 4.6.3 unde

the 2018 Strategic Plan.

FY 2021 Performance Progress

NASA achieved this multiyear Performance Goal by 

keeping the ratio of unscheduled maintenance to 

total maintenance well below the FY 2021 target of 

21.34 percent. NASA’s achieved a performance of 

17.37 percent which is the lowest ratio of unscheduled maintenance to total maintenance since the 

baseline was set at 31.6 percent in 2015.

NASA performs scheduled maintenance on its 

equipment to keep it in good operating condition

When equipment fails, we must perform unscheduled maintenance to repair it. The percentage

of unscheduled maintenance spending to total 

maintenance spending is an indicator of the overall 

condition of the equipment. More unscheduled

maintenance indicates that the equipment has 

become unreliable and unplanned failures and 

outages become more frequent, which can delay 

mission activities, such as manufacturing and testing. As NASA increases the use of Condition Based

Maintenance, unplanned failures become scheduled maintenance as potential failures are detected 

before they occur. This has also contributed to an

improvement in this metric

The Office of Strategic Infrastructure, part of 

the Mission Support Directorate, strategically manages NASA’s assets and capabilities to 

meet mission needs and support Agency operations
NASA’s FY 2023 Volume of Integrated Performance 122

Strategic Goal 4

 ADVANCE

4.1.1 [Completed at end of FY 2021]: Maintain the number of active partnership agreements with domestic, interagency, and international partners tha

support and enable NASA’s mission

Number of milestones met

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target 2,404 2,404

Achieved 2,872 2,752

Rating Green Green

2015 2016 2017 2018 2019 2020

Green Green Green Green Green Green

FY 2021 Performance Progress

NASA achieved the Performance Goal for partnership agreements in FY 2021. At the end of FY 2021, 

NASA had 2,163 domestic and 589 international 

active partnership agreements, for a total of 2,752 

agreements (exceeding the target of 2,404)

To expand the Agency’s strategic partnerships and 

meet our mission objectives, we focused on outreach efforts to attract new, non-traditional organizations, while continuing to expand partnerships 

with existing partners. NASA personnel across the

Agency conducted numerous outreach meetings 

and participated in virtual forums and conferences 

identifying and engaging with potential partners

Due largely to these and other similar outreach initiatives, NASA entered into partnership agreements 

with 107 new (first-time) non-Federal partners. 

Reaching new audiences regarding NASA partnership opportunities and increasing the number and 

types of new partners benefits the Agency by cultivating new and innovative collaboration opportunities to help advance NASA’s missions

NASA’s Partnership Office and the Office of 

International and Interagency Relations 

(OIIR) engage in non-procurement partnerships with international, intergovernmental, 

academic, industrial, and entrepreneurial 

entities, recognizing them as important contributors of skill and creativity to NASA missions. The Mission Support Directorate (MSD

oversees services provided by the Partnership 

Office.
NASA’s FY 2023 Volume of Integrated Performance 123

Strategic Goal 4

 ADVANCE

4.1.2 [Completed at end of FY 2021]: Procure common goods and service

as an enterprise to eliminate redundancies, increase efficiency, and deliver 

more value and savings

Percentage of NASA’s total common spending obligated 

on Agency, government-wide, or best-in-class (BIC) contracts consistent with NASA’s Category Management Plan 

and the Spend Under Management (SUM) key performance indicator

Fiscal Year 2021 2022

Target SUM = $4.8B (60%)

BIC = $173.7M (5%)

Achieved SUM = $5.75B (75.4%) 

BIC = $150.6M (3.7%)

Rating Yellow

FY 2021 Performance Progress

NASA exceeded the FY 2021 SUM target of $4.8 billion, indicating that NASA’s Office of Procurement 

is committed to using Government-Wide Category 

Management principles (see the Federal guide to 

Category Management), eliminating contract redundancies, and using Best-in-Class contract vehicles

The BIC target has historically been a challenge 

due to most BIC contracts not being in key NASA 

mission areas. We were slightly below the FY 2021 

target of $173.7 million: obligating $150.6 million.

NASA’s Office of Procurement provides innovative, effective, and efficient acquisition 

solutions, optimizing Agency capabilities and 

operations and enabling NASA’s missions
NASA’s FY 2023 Volume of Integrated Performance 124

Strategic Goal 4

 ADVANCE

4.5.2 [Completed at end of FY 2021]: Improve the security of the NASA operational technology (OT) systems that are part of NASA Critical Infrastructur

(NCI) in order to ensure they operate safely and securely in the face of the 

changing threat environment

Percentage of OT systems that are part of NCI that have 

been assessed and granted an Authorization to Operate 

(ATO) in accordance with the Risk Management Framework (RMF), as outlined in National Institute of Standards 

and Technology (NIST) 800-37 and NASA policies and 

requirements

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target 100%* 100%

Achieved 50% 64.6%

Rating Green Green

*Target represents the long-term exemplar for this performance 

goal. NASA assesses annual progress based on an interim target.

2015 2016 2017 2018 2019

None before FY 2019 Green

FY 2021 Performance Progress

NASA exceeded the incremental progress expected 

in FY 2021 toward the multi-year Performance 

Goal target of 100 percent operational technology systems receiving an ATO. We made progress

on improving the security and resiliency of the 

Agency’s operational technology systems and are 

on track to achieve the target for this multi-year 

Performance Goal to ensure safe and secure operation of NCI

By the end of FY 2021, the Agency identified all 

operational technology systems that are part of NCI 

and validated that 64.6 percent of operational technology systems that are part of NCI were assessed

and granted an ATO in accordance with Risk 

Management Framework as outlined in NIST 800-

37 and NASA policies and requirements. This result

exceeded our target of meeting at least 50 percent 

in FY 2021. The Agency continued implementing 

policy revisions to include requirements related to 

operational technology security

The Enterprise Protection Program is works 

with the Office of the Chief Information 

Officer and offices across the Agency to ensure 

the security of NASA’s operational technology
NASA’s FY 2023 Volume of Integrated Performance 125

Strategic Goal 4

 ADVANCE

LEAD OFFICES

Office of Science, Technology, Engineering, and 

Mathematics (STEM) Engagement (OSTEM) 

GOAL LEADER

Kris Brown, Deputy Associate Administrator for Strategy 

and Integration, OSTEM 

Budget

FY $M

Op Plan 2021 $135.5

Requested 2022 $155.7

Requested 2023 $158.9

Outyear

2024 $162.1

2025 $165.3

2026 $168.6

2027 $172.0

NASA makes vital investments toward building a 

diverse STEM workforce. The scope of our STEM

engagement comprises all endeavors to attract, 

engage, and educate students and to support 

educators and educational institutions. Given the

Nation’s need for a skilled STEM workforce and 

projected demand, NASA clearly has a vested 

interest in attracting, engaging, and preparing its 

future STEM professionals. The national STEM

ecosystem will benefit from NASA contributions 

to attract and retain students on STEM pathways, 

with increased attention on underserved and 

underrepresented students. Recent national and

international tests show that in the last decade, 

U.S. students have demonstrated little or n

growth in mathematics and remain ranked in the 

Strategic Objective 4.3

Build the next generation of explorers.

Below:NASA astronaut Victor Glover speaks with students from Cardozo Educational Campus, Friendship Technology Preparatory High School, McKinley 

Technical High School, Phelps High School, and Wilson High School about his time aboard the International Space Station, November 18, 2021, at Ben’s 

Chili Bowl in Washington, DC. Image Credit: NASA/Joel Kowsky
NASA’s FY 2023 Volume of Integrated Performance 126

Strategic Goal 4

 ADVANCE

middle of advanced economies on international 

science and mathematics assessments1

NASA will implement strategies to broaden student participation to increase diversity, equity, 

inclusion, and accessibility (DEIA) in STEM through 

NASA opportunities and activities. While the number of women and underrepresented minorities 

earning STEM degrees has grown in broad science 

and engineering occupations over the last decade, 

significant underrepresentation remains in areas 

critical to NASA like engineering and computer 

and mathematical sciences2. NASA is committed to

building a diverse, skilled future STEM workforce—

our next generation of explorers with the technical 

skills needed to carry forward our Nation’s vital 

mission and work in aeronautics and space into the 

future

1 Science Board, National Science Foundation. 2020. Science and Engineering Indicators 2020: The State of U.S Science and Engineering. NSB-2020-1. https://ncses.nsf.gov/pubs/nsb20201/

2 National Science Foundation, National Center for Science and Engineering Statistics. 2019. Women, Minorities, and Persons with 

Disabilities in Science and Engineering: 2019. Special Report NSF 19-304.

Below: SpaceX Crew-1 NASA astronauts, from left, Shannon Walker, Mike Hopkins, and Victor Glover read a book to students from the Learn DC public 

charter school at Joint Base Anacostia-Bolling (JBAB), November 19, 2021, in Washington, DC. Image Credit: NASA/Aubrey Gemignani
NASA’s FY 2023 Volume of Integrated Performance 127

Strategic Goal 4

 ADVANCE

4.3.1: Create unique opportunities for a diverse set of students to contribut

to NASA’s work in exploration and discovery

Number of paper presentations and peer-reviewed 

research publications resulting from higher education 

students’ engagement in STEM engagement investments

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target 1,800 1,800

Achieved

Rating

NASA STEM Engagement encompasses all 

endeavors Agency-wide to attract, engage and 

educate K-12 and higher education students 

and to support educators, educational institutions and professional organizations in STEM 

fields. 
NASA’s FY 2023 Volume of Integrated Performance 128

Strategic Goal 4

 ADVANCE

4.3.2: Build a diverse future STEM workforce by engaging students in authentic learning experiences with NASA’s people, content, and faciliti

Percentage of higher education significant awards in four 

categories of student diversity for NASA STEM enrollees 

compared to the national average

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target

Baseline is 

measured for 4 

categories

Meet or 

exceed targets 

for 2 of the 4 

categories

Achieved

Baseline is 

measured for 4 

categories

Rating Green Green

**Higher education significant awards are made through the 

National Space Grant College and Fellowship Project, Minority University Research and Education Project, Internship and 

Fellowship programs, and Mission Directorates (funded internships). Note: NASA rates progress on this performance goal with 

the use of data reported on the academic calendar. Thus, the 

FY 2021 rating is based on data from the 2019-2020 academic 

calendar.

2015 2016 2017 2018 2019

Green Green Green Green Green

This Performance Goal aligns to 3.3.3 unde

the 2018 Strategic Plan. 

3.3.3 [Completed at end of FY 2021]: Provide 

opportunities for students, especially those underrepresented in STEM fields, to engage with NASA’s 

aeronautics, space, and science people, content, 

and facilities in support of a diverse future NASA 

and aerospace industry workforce

FY 2021 Performance Progress

NASA met the target for Performance Goal 3.3

NASA set the following four baseline percentages 

for higher education significant awardees who 

self-identified belonging to an underrepresented 

category: 1) 17.3% race; 2) 16.9% ethnicity; 41.6% 

gender; 1.4% disability. The percentages were 

based on analysis of performance data on higher 

education awards (including internships, fellowships, and sustained engineering design challenge 

opportunities) NASA provided for the 2019-2020 

academic year to students from groups historically 

underrepresented in STEM

NASA established baseline percentages of higher 

education significant awards to students across 

all institution categories (e.g., Asian America

and Native American Pacific Islander-Serving 

Institutions, Alaskan Native-Serving and Native 

Hawaiian-Serving Institutions, Historically Black 

Colleges and Universities, Hispanic-Serving 

Institutions, Native American-Serving Nontribal 

Institutions, Predominantly Black Institutions, 

Predominantly White Institutions, and Tribal 

Colleges and Universities) and levels (at least two 

but less than four years, and four or more years), 

as defined by the U.S. Department of Education. 

Looking forward, NASA will continue to assess 

annual progress against national averages obtained 

from the U.S. Department of Education’s Nationa

Center for Education Statistics. However, we will

evaluate year-to-year progress based on actual 

results starting from this baseline

NASA STEM Engagement encompasses all 

endeavors Agency-wide to attract, engage and 

educate K-12 and higher education students 

and to support educators, educational institutions and professional organizations in STEM 

fields. 
NASA’s FY 2023 Volume of Integrated Performance 129

Strategic Goal 4

 ADVANCE

4.3.3: Attract diverse groups of students to STEM through learning opportunities that spark interest and provide connections to NASA’s mission an

work

Complete milestone(s) to develop, pilot, and assess 

strategies and/or systems to improve access, navigability, 

and usability of NASA STEM Engagement products and 

learning opportunities aimed at attracting diverse groups 

of students to STEM

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target 1 1

Achieved

Rating

Milestones for FY 2022

1. Develop and pilot strategies and/or systems t

improve access, navigability, and usability of 

NASA STEM Engagement K-12 products and learning opportunities (including the Office of STEM 

Engagement’s Next Gen STEM project and Mission 

Directorate K-12 activities) aimed at attracting 

diverse groups of students to STEM

Milestones for FY 2023

1. Increase utilization of select NASA STEM Engagemen

products and/or learning opportunities (including 

the Office of STEM Engagement’s Next Gen STEM 

project and Mission Directorate K-12 activities) by 

10%

NASA STEM Engagement encompasses all 

endeavors Agency-wide to attract, engage and 

educate K-12 and higher education students 

and to support educators, educational institutions and professional organizations in STEM 

fields. 
NASA’s FY 2023 Volume of Integrated Performance 130

Strategic Goal 4

 ADVANCE

4.3.4: Promote equal opportunity compliance and encourage best practice

among NASA grant recipient institutions to ensure that grantees are providing equal opportunity regardless of race, color, national origin, sex (including 

pregnancy, sexual orientation, gender identity), age, or disability

Percentage of NASA civil rights recommendations or corrective actions that have been implemented within 1 year 

by the grant recipient institution.

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target 90% 90% 100% 100%

Achieved 90% 100%

Rating Green Green

2015 2016 2017 2018 2019

Green Green Green Green Green

*NASA reviews 2-3 grant recipient institutions annually (through 

on-site and desk audits), issuing recommendations and/or corrective actions where needed, to ensure compliance with equal opportunity laws and mandates.

This Performance Goal aligns to 3.3.2 unde

the 2018 Strategic Plan.

3.3.2: Promote equal opportunity and encourag

best practices among NASA grant recipient institutions

FY 2021 Performance Progress

NASA achieved the FY 2021 target for this 

Performance Goal. We determined that 100 percent 

of the three funding recipients for which compliance monitoring was completed in FY 2021 (Science 

Museum of Minnesota, University of Nebraska at 

Omaha, and Virginia Air and Space Center) were 

compliant with our equal opportunity recommendations and corrective actions

During FY 2021, NASA also initiated compliance 

monitoring on a fourth funding recipient, Louisiana 

State University (LSU). While compliance monitoring 

of LSU continues into FY 2022, LSU implemented all 

of the corrective actions during FY 2021.

The Office of Diversity and Equal Opportunity

leads diversity and civil rights policies, programs, and services, enabling the universe of 

available talent to contribute inclusively and 

equitably to NASA
NASA’s FY 2023 Volume of Integrated Performance 131

Strategic Goal 4

 ADVANCE

3.3.1 [Complete at end of FY 2021]: Increase NASA’s public engagemen

through social media

Percentage of annual social media audience growth as 

measured by the number of total followers across all 

flagship platforms. This metric is tracked on a recurring 

basis month-over-month

Fiscal 

Year

2020 2021 2022 2023 2024 2025

Target 10% 10%

Achieved 19.5% 14.5%

Rating Green Green

2015 2016 2017 2018 2019

Green Yellow Green Green Green

FY 2021 Performance Progress

NASA’s flagship social media platforms grew by 

19.5 percent during FY 2021, exceeding the annual 

target of 10 percent for this Performance Goal. 

NASA continues to integrate metrics and use data 

to inform decisions on better reaching the public, 

engaging stakeholders, and evaluate outcomes

We also continue to use data to refine content and 

social media distribution platforms, targeted to 

audience preferences

In FY 2021, large, popular events and major activities, including the OSIRIS-REx Touch-and-Go 

event, NASA’s SpaceX Crew-1 launch and splashdown, Sentinel-6 Michael Freilich Satellite Launch, 

Green Run Hot Fire Test 1 and 2 (Artemis), Mars 

2020 Perseverance Landing, Mars Ingenuity First 

Flight, Earth Day 2021 and Crew-2 Launch, drove 

an increase in followers of Agency flagship digital 

accounts

Current growth numbers on flagship social 

accounts: 

■ Facebook: +3% 

■ Twitter: +19% 

■ Tumblr: +5% 

■ Instagram: +15% 

■ LinkedIn: +13% 

■ YouTube: +24%

In FY 2021, NASA also completed the design of an 

integrated Agency communications team through 

the Mission Support Future Architecture Program 

(MAP). Under this program, the Agency has aligned

communications governance and resources to 

enable the communications enterprise to operate 

more efficiently and sustainably. The newly established communications enterprise management 

office is instituting business process improvements 

that will better enable the enterprise to keep the 

public informed about NASA’s activities

The Office of Communications serves as the 

corporate, Agency-wide communications function for NASA, providing a wide practicable 

and appropriate dissemination of information 

to news and media organizations and the public concerning the objectives, methods, and 

results of NASA programs. OCOMM connects

people to NASA’s missions and accomplishments as we explore the unknown, enable 

technologies for improving life on Earth, and 

inspire the world
DISCOVER

Teams at NASA's Kennedy Space Center in Florida are working to ensure the crawlerway, the path the crawler-transporter 2 (CT-2), mobile launcher, and 

Space Launch System rocket with Orion atop will take from the Vehicle Assembly Building to Launch Complex 39B, is strong enough to withstand the weight 

of, and provide stability for, Artemis I. In this view, taken on January 22, 2021, CT-2 carries the mobile launcher platform 1 that was used during the Shuttle 

program. It was driven back and forth on the crawlerway with several cement blocks, each weighing about 40,000 pounds, to strengthen the crawlerway for 

launch. Artemis I will be the first in a series of increasingly complex missions to the Moon. Under the Artemis program, NASA aims to land the first woman 

and the first person of color on the Moon and establish sustainable lunar exploration by the end of the decade. Image credit: NASA/Kim Shiflett

Appendixes

Appendix A: FY 2023 Annual Evaluation Plan

Appendix B: FY 2021 Summary of Progress 

 by Strategic Objective
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The Foundations for Evidence-Based Policymaking Act of 2018 (Evidence Act) Title I reinforces and supports 

Federal evidence-building activities, the Open, Public, Electronic, and Necessary (OPEN) Government Data 

Act, and the Confidential Information Protection and Statistical Efficiency Act (CIPSEA). The Evidence Act Title

I requires Chief Financial Officer (CFO) Act agencies to publish an Annual Evaluation Plan (AEP) that conveys 

significant evaluations across the Agency each fiscal year, developed in coordination with the Agency Performance Plan. The AEP establishes and informs NASA’s key stakeholders about planned evaluations. Evaluations will uncover findings that will inform NASA program budgets, the Strategic Plan and Learning Agenda

annual Strategic Review, ongoing program management and development, and integrate evidence into the 

performance planning process

Evaluation Culture 

Evaluation Standards 

NASA relies on a culture of evidence-based, data-driven research designs and methodologies to evaluate 

its programs, policies, and organizations across the Agency. Evaluation, as defined by the Evidence Act, is

an assessment using systematic data collection and analysis of one or more programs, policies, or organizations intended to assess their effectiveness and efficiency. The AEP details only those NASA evaluations 

that meet the Agency’s definition of “significant” evaluations (see Figure 1 below). Led by NASA’s Evaluation 

Officer, in conjunction with the Statistical Officer and Chief Data Officer, five standards guide NASA’s evaluation culture: rigor, relevance and utility, independence and objectivity, transparency, and ethics. These standards, in addition to the criteria established for “significant” evaluations are the foundation that NASA uses

to support its array of evaluation activities

FY 2023 Annual Evaluation Plan

Appendix A: FY 2023 

Annual Evaluation Plan

Above: NASA astronaut Stephanie Wilson poses for a portrait, September 16, 2020, in the Blue Flight Control Room at NASA’s Johnson Space Center in 

Houston, Texas. Image Credit: NASA/Bill Ingalls
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Purpose

The AEP identifies planned “significant” evaluations from across the Agency. It serves as a means to inform 

Agency senior officials and the public where the most significant evaluations are conducted, cultivate data 

sharing and resources between NASA organizations, and provide information to help support the Agency’s 

evidence-driven culture

Dissemination and Sharing

NASA has long been committed to disseminating and sharing results from its evidence-building activities 

with the greater scientific community and, when permissible, making this information broadly available to 

the public. As detailed in NASA Procedural Requirement (NPR) 2200.2D – Requirements for Documentation,

Approval and Dissemination of Scientific and Technical Information, the Agency strives for the widest practicable and appropriate dissemination of information concerning its activities and scientific and technical 

information. NASA will leverage this framework in sharing findings from its “significant” evaluations.

The Agency’s dissemination framework includes an array of symposium presentations, peer reviewed 

journal publications, and NASA internal and external council discussions. Agency evaluations that provide

promising and effective findings are systematically and broadly disseminated to potential beneficiaries and 

to Federal agency partners. Criteria and requirements for the dissemination of symposia lectures and papers, in addition to journal materials beyond the Agency, are detailed in Chapter 5 of NPR 2200.2D to ensur

proper review of substantive content, technical accuracy, overall quality, and value to the larger scientific 

community. The Evaluation Officer, as well as Mission Directorate Associate Administrators and Center Directors, have responsibility for the technical, scientific, and programmatic accuracy of information released 

externally from the Agency by their respective programs

While NASA maintains a free exchange of scientific and technological information among scientists and engineers, between NASA staff and the scientific community, and between NASA employees and the public, the 

AEP is a formal dissemination of “significant” evaluations. Table 1, below, depicts broad evaluation dissemination methods by stakeholder groups and the formats used to share significant evaluations.

Table 1. Dissemination and Sharing Summary

Stakeholder Group Dissemination Channel

NASA Senior Officials Council meetings, Conferences, Reports

Centers and Mission Directorates Leadership Conferences, Webinars, Performance Reviews

Internal Councils and Symposia Reports, Briefings, Conferences 

External Councils, NASA Advisory Council (NAC) Conferences, Webinars

Congress Committee hearings, Briefings 

Office of Management and Budget (OMB) Budget Submission and Reviews, Council Meetings

Public, National Academies Press releases, Webinars, NAC meetings, Conferences 

NASA’s Criteria for Defining “Significant” Evaluations

NASA has an extensive evidence culture that leverages the findings from the numerous evaluations performed across the Agency to make evidence-based decisions that support NASA’s mission, foster a culture 

of evaluation, and promote better value for the public. While the Agency considers every evaluation important, some rise to the level to influence policy and program decisions. To determine these “significant” evaluations, NASA has formulated criteria in accordance with the Evidence Act. These criteria identify NASA’s mos

“significant” evaluations and include those that fit one or more of the criteria illustrated in Figure 1.
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Figure 1. Criteria for NASA’s Significant Evaluations

FY 2023 Significant Evaluations

Technology Investment  

NASA invests in innovative early stage technology concepts that could lead to future breakthrough capabilities and enable new paradigms or new mission types in the longer-term. NASA is evaluating its strategy for 

investments in early stage innovation that help enable these potential breakthroughs of tomorrow. Diversity

is a key aspect of an early stage investment and partnership strategy. Enabling technology breakthroughs 

of the future requires NASA to look to diverse sources for ideas and innovation. Companies—small and

large, academia, research institutions, students, individual inventors and hobbyists, NASA researchers and 

others can all provide rich inputs to a thriving innovation ecosystem

NASA’s STMD early stage programs have encouraged participation from underserved and underrepresented communities―including women and women-owned businesses; socially and economically disadvantaged individuals, businesses, and research institutions; and entrepreneurs living in or whose businesses are located and operate in states with a lower number of awards―in technology development 

activities through outreach activities. For example, the Small Business Innovative Research/Small Business 

Technology Transfer (SBIR/STTR), NASA Innovative Advanced Concepts (NIAC), and the Space Technology Research Grants (STRG) programs have increased their outreach and communications to underserved and underrepresented communities, including Historically Black College and Universities (HBCU) and Minority 

Serving Institutions (MSI). The SBIR/STTR programs have supported 15 Technology Infusion Road tours 

which have attracted over 1,200 participants and have resulted in some increased participation in STTR 

proposals. From 2010-2020, approximately 10% of SBIR/STTR Phase I awards have been to minority owned 

firms. Additionally, NIAC has seen an increase in female grant awardees from 5.6% in 2013 to 12% in recent 

years. STRG’s largest awards – the four Space Technology Research Institutes (STRIs) – all feature MSI participation. One STRI is now led by an MSI university, which recently achieved MSI status, post award. Despite 

these improvements, NASA believes that more MSIs and HBCUs could be engaged and contributing to space 

technology research and innovation

Outreach alone does not sufficiently address the underlying factors that create challenges for underserved 

and underrepresented community participation, thus limiting NASA’s community of innovation. Efforts 

to understand the core capabilities that exist at HBCUs and MSIs and to identify synergies between those 

capabilities and NASA core competencies will help NASA develop a more effective platform of information sharing and relationship building with HBCUs/MSIs. Additionally, working with a third party deeply 

familiar with the challenges HBCUs and MSIs face in securing government research funding and identifying 

small business partners will enable NASA to evaluate relevant factors related to its goals. Through these efforts, NASA seeks to develop a more diverse pipeline of innovative solutions and increase HBCU/MSI access 

to funding and small business partners

Accordingly, over the last couple years, NASA has begun piloting new approaches to engagement 

with HBCUs and MSI. In August 2020, through the Minority University Research and Education Proj
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ect (MUREP) Space Technology Artemis Research (M-STAR) initiative, NASA awarded $604,000 to 15 HBCUs 

and MSIs to strengthen and develop research capacity in areas of strategic importance to NASA STMD. In

August 2021, NASA then awarded 11, $50,000 planning grants through the MUREP-STTR (M-STTR) initiative 

specifically to foster partnerships between MSIs and small businesses and prepare them to submit technology proposals to NASA’s annual STTR Phase I solicitation. Also during 2021, SBIR/STTR entered a five-year 

cooperative agreement with the MSI STEM Research and Development Consortium (MSRDC) to leverage 

their work in connecting HBCUs and MSIs with research and development sponsors, and to gain additional 

insights into specific factors that may influence HBCU and MSI participation in NASA SBIR/STTR.

During FY 2022, NASA anticipates that we will have evaluated the results of the aforementioned MUREP initiatives, with particular focus on M-STTR grantee participation and success in the STTR Phase I solicitation 

process. Also, during FY 2022, we anticipate that our partnership with MSRDC will have resulted in a formative evaluation, identifying an array of factors that potentially serve as challenges or barriers to entry for

HBCU and MSI participation in NASA SBIR/STTR. The results of our FY 2022 evaluation activities will directly 

inform our FY 2023 evaluation

Building on our FY 2022 results, NASA will select specific factor(s) that show significant potential to expand 

NASA’s early stage innovation community through increased HBCU and MSI contribution. We will then

design and implement at least one targeted impact evaluation in FY 2023 to test the impact of NASA intervention related to the identified factor(s). NASA plans to work closely with both the GSA Office of Evaluation 

Services (OES) and MSRDC to develop the experimental design and conduct the evaluation

Theory of Change 

If NASA can better understand the core capabilities that exist at HBCUs and MSIs, identify synergies between 

those capabilities and NASA core competencies, and directly address specific factors that serve as potential 

barriers to entry, then NASA will see increased HBCU and MSI participation in early stage innovation programs, which will ultimately lead to an expanded, more diverse innovation community and result in more 

novel ideas to seed tomorrow’s space technology breakthroughs

Data and Information

This evaluation will undertake active data collection through MSRDC, who will work directly with

HBCUs and MSIs as well as from customer experience surveys. In addition, existing data from the program’s 

proposal processes, including M-STTR results, will be analyzed.  

Source Purpose

MSRDC data Understand present trends from HBCUs and MSIs. 

Existing data Collect data from past awardees through annual STTR proposal processes that will supplement 

active data gathering to analyze and determine trends. Analyze results of the M-STTR initiative.

Section 280 customer 

experience clearance 

Learn more about what made past awardees successful and what part of their customer 

experience with the STTR program may have discouraged participation or success, if any.

Methods to be used and Evaluation Design 

NASA will undertake an experimental design process evaluation to understand strategies to increase HBCU 

and MSI contributions. This will be a mixed-method evaluation. Qualitative and quantitative approaches 

will be used in the implementation study. This evaluation design will be refined through a partnership with 

GSA’s Office of Evaluation Science (OES) in FY 2022. 
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Inputs

Capture quantitative and qualitative data for research institution capabilities through an MSRDC. 

Quantitative data example: number of HBCUs/MSIs that submit capabilities and/or number that have technology areas where there is a great deal of synergy, some synergy, or little to no synergy with NASA core 

competency areas. 

Qualitative data example: Awareness of the existence of the capabilities submission database and understanding its benefits.

Capture and analyze STTR past participation data.

Consider insights from NASAs MUREP.

Consider surveys past successful STTR awardees through our Section 280 customer experience clearance to see which parts of their experience with the program most contributed to successful partnering 

between RIs and small businesses. 

Processes

Identify the factor(s) within NASA’s span of control (outreach, networking, funding, technical and business 

assistance, etc.) that are most relevant when considering partnerships between HBCUs/MSIs and small 

businesses and any negative impacts.

Analyze what synergies can be made to inform which mechanism might best support engagement and ways 

to experiment with incentives that encourage engagement.

Conduct pilot/experiment to test NASA’s ability to address identified factor(s) in HBCU/MSI participation.

Expected 

Outputs

Inform and update the policy to increase the number of HBCUs and MSIs that are awarded STTRs to bring 

diverse ideas to NASAs missions and expand NASA’s economic impact in underrepresented communities.

Challenges

Since the HBCU/MSI community is small, getting enough participants will rely on active marketing through 

a well-connected community intermediary. The ability to get qualitative data about past successful STTR

awardee partnership characteristics will be limited by the size of the pool and their willingness to provide 

information. NASA seeks to leverage MSRDC’s long standing relationships with the HBCU/MSI community to 

communicate results and provide study data. 

Dissemination Strategies

The results will be shared broadly within NASA to all programs concerned with increasing the participation 

of underserved and underrepresented communities, with the caveat that this evaluation will focus on the 

intersection of successful small business and research institution partnerships—a core part of lab-to-market efforts. These results could inform experiments as programmatic strategies to be considered by other 

programs that engage the small business, entrepreneur or research community within other early stage 

programs, the Office of STEM Engagement (OSTEM), and the Office of Small Business Programs (OSBP). Evaluation results would benefit other agencies’ SBIR/STTR programs and the Small Business Administration on 

ways to increase participation.   

Timeframe

The evaluation design will be finalized in FY 2022, and evaluation will occur by the end of FY 2023. 

Industrial Base

NASA and the Department of Commerce’s Bureau of Industry and Security (BIS), National Oceanic and Atmospheric Administration (NOAA), National Environmental Satellite, Data, and Information Service (NESDIS), 

will conduct an evaluation of the factors that drive efficiency in the NASA and United States civil space supply chain network

This multi-year collaboration will build upon a substantial record of space sector analysis conducted between BIS, NASA and the broader U.S. Government (USG) to identify traits that benefit or impede the current health and competitiveness of the civil segment of the U.S. Space Industrial Base (SIB). Early findings 

will also inform the planning and execution of the civil space provisions of the 2020 National Space Policy 

(NSP). NASA and DOC (NOAA) seek visibility into the current and prospective performance of the civil space

community to achieve enhanced situational awareness in times of uncertainty. Furthermore, survey responses from firms in the sector are expected help illuminate the impacts of COVID-19, M&A, disruptive
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technology, changing workforce dynamics and other supply chain issues

Theory of Change 

If NASA can better understand the industrial base ecosystem in the civil space sector, then NASA may be 

able to better forecast pressures, anticipate risks, and mitigate against forces that obstruct the aerospace 

supply chain to drive adaptability and enhance decision making

Evaluation Question(s)

What are the underlying factors and to what extent do these factors affect the aerospace industrial base to support Federal civil space acquisition and development? 

NASA will evaluate this question through a survey and analysis that looks at the supply chain and underlying 

factors related to the aerospace industrial base. This evaluation seeks to address impacts to the aerospace

supply chain through the following factors: 

• Impacts from the COVID-19 pandemic; 

• Corporate financial distress; 

• Mergers and acquisitions; 

• Costs related to foreign sourcing, offshoring of critical supply chain components, 

and alternatively, reshoring; 

• Disruptive new technologies, including advances in artificial intelligence, 

quantum computing, and additive manufacturing; 

• Changing workforce dynamics including emphasis on STEM practices; 

• Cybersecurity investments and cybercrime impacts; and 

• Constraints related to U.S. Federal acquisition refor

Data and Information

The survey instrument is currently in work and has not been finalized. Preliminary sources of data are outlined 

below. 

Source Purpose

Survey responses Accurate responses from the firms regarding corporate operations, structure, financials, and tech 

development. 

Publicly Available 

Information

Some publicly-traded firms file annual reports and 10-K filings, providing additional insight into the 

corporation. 

Methods to be used and Evaluation Design 

NASA will undertake a non-experimental formative evaluation design to analyze survey results, including a 

time series analysis of responses over the course of three observation years:

• FY 2021: Survey development, testing, distribution, and organization of mailing list and portal 

hosted by the Census Bureau; 

• FY 2022: Survey analysis of roughly 500 completed survey responses in Wave 1 compiled, 

analyzed, briefed and shared; 

• FY 2023: Survey analysis and comparison of roughly 500 – 1,000 completed survey responses 

in Wave 2 compiled, analyzed, briefed, and shared

Further evaluation design details are under discussion, with several options, techniques, and tools under 

consideration. Final determination is expected to be made by the end of the calendar year 2021

Challenges

Anticipated challenges include willingness of survey respondents to provide detailed current and historical 

information regarding performance, financials, and supply chain issues. Additional challenges include ability 

of analysts to evaluate large datasets and assess impacts to NASA and other space agencies

Dissemination Strategies

A final dissemination plan has not yet been approved. Initial considerations suggest a wide dissemination 

within NASA to all impacted programs, the broader U.S. civil space community, including primary spac
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agencies and associated partners. In addition, a summary of findings is likely to be disseminated to relevant 

stakeholders including the Administration, Congress, industry, academia, and the public

Timeframe

The timeframe for this evaluation is FY 2021–FY 2023.

Internship Outcomes

The purpose of the Internship Outcome Assessment Year 2 Study is to measure students’ immediate outcomes of participating in a NASA internship and assess how and to what extent interns are contributing to 

NASA’s missions. Additionally, this study will identify sources of group differences and address how NASA 

can continue to broaden participation of students from historically underrepresented groups in STEM fields. 

This study will build upon the Year 1 findings, expanding the scope of the pre-post assessment and comparing Year 1 findings to Year 2 findings. The results of this study are intended to be used for programmatic 

improvement

Theory of Change 

If NASA increases the number of interns from underrepresented and underserved communities who apply 

to and are accepted for a NASA internship, there will be an increase in contributions to NASA’s work from 

diverse viewpoints and lead to full time employment that will strengthen the potential for a more diverse 

future workforce. 

Evaluation Question(s)

The following evaluation questions may guide the approach and design of this outcome assessment:

1. To what extent is participation in NASA internships associated with

a. intern satisfaction with the progra

b. interns’ self-reported gains in science and research-related outcome

c. interns’ likelihood to pursue future STEM-related activities, education, and career

2. Are there any differences in interns’ reports based upon underrepresented group status?

3. What insight do mentors provide on the intern progra

4. How do mentors characterize interns’ contributions to NASA’s mission

5. Do interns demonstrate growth toward mastery of 21st Century Skills acros

the duration of the internship as assessed by their mentor?

Data and Information

 Source Purpose

Intern Survey

The Intern Survey is a questionnaire adapted from the Department of Defense (DOD) Army 

Educational Outreach Program (AEOP). We modified the survey to fit the contextual circumstances, 

vision, goals, and objectives of NASA’s internship program. The questionnaire addresses the following areas of interest: 

1. Satisfaction with the internship program resources and features.

2. Experiences with promising teaching and mentoring practices.

3. Gains in science and research-related outcomes.

4. Likelihood to pursue future STEM-related activities, education, and careers. 

Mentor Survey

The Mentor Survey is a questionnaire adapted from the Department of Defense (DOD) Army 

Educational Outreach Program (AEOP). We modified the survey to fit the contextual circumstances, 

vision, goals, and objectives of NASA’s internship program. The questionnaire addresses the following areas of interest: 

1. Satisfaction with the internship program resources and features.

2. Use of promising teaching and mentoring practices.

3. Perceived intern gains in science and research-related outcomes.
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21st Century Skills 

Assessment

The 21st Century Skills Assessment is an objective assessment measure that is completed by each 

interns’ mentor regarding their progress toward mastery of important 21st Century skills (Sondergeld 

& Johnson, 2016). Mentors assess each intern in a pre/post manner. The first assessment will be 

completed in the first days of the program (pre). The second assessment will be completed at the 

end of the program (post). The assessment is used to determine the growth toward mastery for 

each participant during their time in the internship. Mentors rate each participants’ skills in six domains of 21st Century skills:

1. Creativity and Innovation

2. Critical Thinking and Problem Solving

3. Communication, Collaboration, Social, and Cross-Cultural Skills

4. Information, Media, & Technological Literacy

5. Flexibility, Adaptability, Initiative, and Self-Direction

6. Productivity, Accountability, Leadership, and Responsibility

Methods to be used and Evaluation Design 

This study will use both quantitative and qualitative methods to analyze survey data. Quantitative data will

be summarized using descriptive statistics such as numbers of respondents, frequencies and proportions 

of responses, average response when responses categories are assigned to a Likert scale (e.g., 1 = “Never 

Used” to 4 = “Used Every day”), and standard deviations. Emergent coding will be used for the qualitative

data to identify the most common themes in responses

Inferential statistics will be used to identify sources of group differences and in support of NASA’s goal to 

broaden participation of historically underrepresented groups in STEM fields. Statistical significance will be 

determined with t-tests, chi-square tests, or various non-parametric tests as appropriate, with significance 

defined at p < 0.05. Because statistical significance is sensitive to the number of respondents, it is more difficult to detect significant changes with small numbers of respondents. Therefore, practical significance, also 

known as effect size, will be reported when differences are statistically significant. 

21st Century Skills Assessment data will be analyzed using 2-Between, 2-Within Repeated-Measures ANOVAs 

to examine potential differences from pre- to post-observation by underrepresented group status and setting. Descriptive and inferential statistics will be include

Inputs Participation in NASA Internship Program

Processes Engagement in authentic research experience

Exposure to evidence-based teaching and mentor practices

Expected outputs

Gains in science and research-related outcomes

Gains in 21st Century Skills

Challenges

We strive to execute a utilization-focused evaluation that provides data that is useful for continual programmatic improvement and evidence-based decision-making. Thus, we anticipate challenges related to the

practical trade-offs that must be considered in less than ideal, or “real world” contexts. The table below identifies three common evaluation challenges for utilization-focused evaluation and corresponding pragmatic 

principles that are relevant to this study (Patton, 2015)

Table 1. Challenges of utilization-focused evaluation (Excerpt from Patton, 2015, p. 15

Evaluation Challenge Pragmatic Principle

1. Providing the best possible data 

in time to affect decisions.

Providing less than perfect data that is available on time to affect decision is better 

than using more perfect data that is available after decisions have been taken. 

2. Providing methodologically rigorous data on important questions. The meaning of “rigor” depends on context. Rigor includes not just validity and 

accuracy but whether the findings are actionable and useful.

3. Providing comprehensive 

findings.

Timeliness trumps comprehensiveness. Less is more when the evaluation can cut 

to the chase and focus on what is most useful. 
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Additionally, to ensure a high-quality evaluation is conducted, we have used the program evaluation standards for evaluator credibility (U1 Evaluator Credibility) and conflicts of interest (P6 Conflicts of Interest) to 

assess the evaluator’s potential bias. To address evaluator credibility, the independent contractor conducting the evaluation, has selected highly qualified, experienced program evaluators to design and conduct this

study. The individuals selected to design and conduct this evaluation are independent from the policies, decision-making, operations, and/or implementation of the activities which are the subject of this investigation

Table 2 lists the primary risks associated with the study and the management strategies that will be used to 

minimize these risks

Table 2. Risk mitigation strateg

Potential Issues & Risks Management Strategies

1. Schedule Slippage •A schedule of tasks and milestones will be created for the study. The schedule will be closely 

monitored by the evaluator and NASA. Any potential schedule slippage will be addressed. 

2. Evaluator or 

Researcher Credibility

•This study will meet the Joint Committee on Standards for Educational Evaluation (JCSEE, 

2011) Program Evaluation Standard U1: Evaluator Credibility – evaluations should be conducted by qualified people who establish and maintain credibility in evaluation context. 

•The Evaluators/Researchers are Ph.D.-credentialed staff with expertise in higher education 

STEM teaching and learning, education program evaluation, and education research. 

•The data collected during this investigation, data analysis, and findings will be reviewed by 

two experienced program evaluators. 

3. Conflicts of 

Interest

•This study will meet the Joint Committee on Standards for Educational Evaluation (JCSEE, 

2011) Program Evaluation Standard P6: evaluations should openly and honestly identify and 

address real or perceived conflicts of interests that may compromise the evaluation. 

•Potential conflicts of interest between the evaluator’s (i.e. independent contractor) implementation and evaluation of NASA’s STEM Engagement higher education activities will be openly 

discussed with NASA. 

•Any perceived or real conflicts of interest will be minimized by the independence of the 

individuals conducting the evaluation from the policies, decision-making, operations, and/or 

implementation of the activities which are the subject of this investigation. 

Dissemination Strategies

The findings of this study will be summarized in an evaluation report. The report will be shared broadly 

among the NASA STEM Engagement community. The findings will also be presented at the OSTEM Performance and Evaluation Community of Practice, STEM Engagement Council meetings, and to the NASA Advisory Council.

Timeframe

This study will take place in FY 2022-FY 2023
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Appendix B

FY 2021 Summary of Progress Update

Appendix B: 

FY 2021 Summary of Progress

Above: NASA Administrator Bill Nelson talks to the Agency’s workforce during his first State of NASA event on June 2, 2021, at NASA Headquarters Mary 

W. Jackson Building in Washington. Nelson remarked on his long history with NASA, and among other topics, discussed the Agency’s plans for future Earthfocused missions to address climate change and a robotic and human return to the Moon through the Artemis program, as well as announcing two new 

planetary science missions to Venus, VERITAS and DAVINCI+. Image Credit: NASA/Bill Ingalls

On June 22, 2021, NASA held the last Strategic Review focused on the 13 Strategic Objectives aligned to our 

2018 Strategic Plan. The table below shows the results—Noteworthy Progress, Satisfactory Performance, or

were a Focus Area for Improvement for 2018 through 2021. In April 2022, NASA will begin the first Strategic 

Review for the Strategic Objectives described in the 2022 Strategic Plan

2018 Strategic Objective 2018 2019 2020 2021

1.1: Understand the Sun, Earth, Solar System and Universe Satisfactory Satisfactory Satisfactory Satisfactory

1.2: Understand Responses of Physical and Biological Systems to 

Spaceflight Noteworthy Noteworthy Satisfactory Satisfactory

2.1: Lay the Foundation for America to Maintain a Constant Human 

Presence in Low Earth Orbit Noteworthy Noteworthy Satisfactory Satisfactory

2.2: Conduct Exploration in Deep Space, Including to the Surface of 

the Moon Satisfactory Focus Area Focus Area Satisfactory

3.1 Develop and Transfer Revolutionary Technologies to Enable 

Exploration Capabilities for NASA and the Nation Satisfactory Satisfactory Satisfactory Satisfactory

3.2: Transform Aviation Through Revolutionary Technology 

Research Development, and Transfer Satisfactory Satisfactory Satisfactory Satisfactory

3.3: Inspire and Engage the Public in Aeronautics, Space and 

Science Satisfactory Satisfactory Satisfactory Satisfactory
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FY 2021 Summary of Progress Update

4.1: Engage in Partnership Strategies Satisfactory Satisfactory Satisfactory Satisfactory

4.2: Enable Space Access and Services Satisfactory Satisfactory Satisfactory Noteworthy

4.3: Assure Safety and Mission Success Satisfactory Focus Area Satisfactory Focus Area

4.4: Manage Human Capital Satisfactory Noteworthy Satisfactory Satisfactory

4.5: Ensure Enterprise Protection Focus Area Satisfactory Satisfactory Satisfactory

4.6: Sustain Infrastructure Capabilities and Operations Satisfactory Focus Area Focus Area Focus Area

Below are summaries of the progress that occurred between the June 2021 assessment and the end of FY 

2021.

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

LEAD OFFICE 

Science Mission Directorate (SMD) 

GOAL LEADER 

Karen Flynn, Deputy Associate Administrator for Management, SMD

Since NASA’s inception, scientific discovery regarding Earth, the Sun, the solar system, and the universe 

beyond has been an enduring purpose of the Agency. NASA conducts scientific exploration enabled by 

observatories that view Earth from space, observe and visit other bodies in the solar system, and gaze out 

into the galaxy and beyond. NASA’s science programs focus on three interdisciplinary objectives: discovering

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

life on Earth

2018 2019 2020 2021

Strategic Review Assessment Satisfactory Satisfactory Satisfactory Satisfactory

NASA’s 2021 Strategic Review determined that Strategic Objective 1.1 showed Satisfactory Performance. 

Programs and projects within the science portfolio had clear strategies in place to achieve the objectives 

described in the 2018 Strategic Plan. External experts again rated NASA’s FY 2020 progress for the nine supporting science Performance Goals as having met or exceeded expectations. While the COVID-19 pandemic

has had and will continue to have significant impacts, evaluations of near, mid, and long-term objectives 

provide sufficient evidence that SMD projects effectively support Strategic Objective 1.1.

NASA uses the recommendations of the National Academies of Sciences, Engineering, and Medicine’s 

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

almost 50 years, decadal surveys have proven vital in establishing a broad consensus within the national 

science community on the state of science, the highest priority science questions to address, and actions 

that can be undertaken to answer those questions. NASA uses these recommendations to prioritize future

flight missions, as well as technology development and proposals for theoretical and suborbital supporting 

research. In determining the content of the science portfolio, NASA also considers national priorities and

policies, actual budgets, existing technological capabilities, partnership opportunities, and other programmatic factors

While COVID-19 has resulted in substantial cost and launch readiness impacts for missions in formulation 

and development, NASA has continually assessed changing needs in order to focus resources on critical 

activities. Such efforts enabled the on-time launch and successful landing of the Mars 2020 mission to seek 

signs of life on Mars. The mission’s Ingenuity Mars helicopter performed the first powered, controlled flight 

of an aircraft on another planet, then transitioned into an operations demonstration that includes reconnaissance of scientifically interesting sites that are outside the areas planned for access by the Perseverance 

rover
NASA’s FY 2023 Volume of Integrated Performance 144

Appendix B

FY 2021 Summary of Progress Update

NASA also launched the Sentinel-6 Michael Freilich satellite to continue the multi-decadal observational 

record of ocean altimetry, conducted a successful asteroid sample collection at Bennu (OSIRIS-REx), and 

completed integration and test of the James Webb Space Telescope in preparation for launch in early Fiscal 

Year 2022. NASA confirmed the VIPER lunar rover project, which will conduct investigations of volatile distributions on the Moon, and completed the Critical Design Review for Europa Clipper, which will investigate the 

habitability of Jupiter’s moon Europa. The Parker Solar Probe continued its prime mission as it flew within 16 

Solar Radii of the Sun’s surface in 2021.

Examples of the scientific advancements considered in the 2021 assessment are described in the FY 2021 

performance explanations under Strategic Objectives 1.1 and 1.2 in Part 2. 

Summary of Progress for Performance Goals Contributing to Strategic Objective 1.1, 

FY 2018—2021 Supporting the 2018 Strategic Plan

Strategic Objective 1.2: Understand the responses of physical and biological systems to

spaceflight

LEAD OFFICE 

Human Exploration and Operations Mission Directorate (HEOMD)* 

GOAL LEADER 

Altonell (Toni) Mumford, Deputy Associate Administrator, HEOMD

The International Space Station (ISS), conceived and constructed to be a laboratory in space, provides opportunities to understand the role of gravity in physical and biological systems. As a research and technology

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

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

exploration. ISS research also supports investigations in human physiology and biotechnology. As NASA’

only current long-duration, crewed orbital testbed, the ISS is used by researchers to study the effects of 

long-duration exposure to the space environment on the crew and devise and test countermeasures to 

offset health risks. 

2018 2019 2020 2021

Strategic Review Assessment Noteworthy Noteworthy Satisfactory Satisfactory
NASA’s FY 2023 Volume of Integrated Performance 145

Appendix B

FY 2021 Summary of Progress Update

The 2021 Strategic Review determined that Strategic Objective 1.2 showed Satisfactory Performance towards 

achieving the strategy described in the 2018 Strategic Plan. NASA funded and is performing research studies

that address the known risks as defined by the current human exploration plan. NASA also established 

broad-based partnerships with other U.S. government agencies, private industry, and international partner

to advance scientific space-based research and technology development aboard the International Space 

Station (ISS)

NASA’s strategy for prioritizing and enabling fundamental physical and biological systems research is 

guided by several studies released by the National Academies’ over the past two decades, including the 2011 

decadal survey Recapturing a Future for Space Exploration: Life and Physical Sciences Research for a New. We

continued to develop the parameters of the next decadal survey on physical and life sciences; the outcome 

of the decadal survey will inform future research priorities. Mid-term goals will be established based on this

new decadal survey and will be prioritized and executed as supported by the budget

New Space Act agreements are testing the marketplace for commercially viable low Earth orbital platforms 

to advance human subject and biological and physical sciences research beyond the ISS program. NASA

has well-established outreach to industry, academia, and international agencies and will continue to leverage these partnerships to advance NASA exploration goals and for enhancing space physical and biological 

studies

Due to COVID-19 protocols, the Human Research Program (HRP) and Biological and Physical Sciences (BPS)

personnel who contribute to achievement of this Strategic Objective have limited access to laboratories to 

conduct research as planned. However, during FY 2021, HRP has the highest priority for ISS utilization, and 

all HRP inflight requirements are being met, with nine ISS studies in progress. Consistent with the 2020 

Strategic Review assessment, grant extensions were necessary and there were impacts to project development schedules and costs

Beginning with the 2022 Strategic Review, the BPS portfolio contributes to the achievement of Strategic 

Objective 1.2 and the HRP portfolio will support achievement of Strategic Objective 2.3.

*The Human Exploration and Operations Mission Directorate was divided into the Exploration Systems 

Development Mission Directorate and Space Operations Mission Directorate (SOMD) on October 1, 2021

Summary of Progress for Performance Goals Contributing to Strategic Objective 1.2, 

FY 2018—2021 Supporting the 2018 Strategic Plan
NASA’s FY 2023 Volume of Integrated Performance 146

Appendix B

FY 2021 Summary of Progress Update

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

presence in low Earth orbit enabled by a commercial market

LEAD OFFICE 

Human Exploration and Operations Mission Directorate (HEOMD) 

GOAL LEADER 

Altonell (Toni) Mumford, Deputy Associate Administrator, HEOMD

NASA is enabling a space-based low Earth orbit economy by transitioning the International Space Station 

(ISS) operations and maintenance to commercial and international partners, while continuing to leverage ISS 

for research and technology development. NASA is maximizing ISS utilization and throughput, using diverse

commercial acquisition strategies, and offering customers research capacity in both space and Earth-similar 

laboratories. NASA is also working to develop a healthy commercial supplier base for low Earth orbit activities and addressing acquisition policy by looking for ways to eliminate barriers to commercialization. Al

aspects of crew health are managed as part of this strategic objective, as well, including implementation of 

a comprehensive health care program for astronauts and the prevention and mitigation of negative, longterm health consequences of space flight. 

2018 2019 2020 2021

Strategic Review Assessment Noteworthy Noteworthy Satisfactory Satisfactory

The 2021 Strategic Review determined that Strategic Objective 2.1 achieved Satisfactory Performance. NAS

continued the targeted strategy, which was sustainable, cost effective, safe, and built on and applied the 

many lessons learned from over a decade of work and experience with commercial companies. NASA established the Commercial LEO Development program office in the third quarter of FY 2020, and in FY 2021,

we updated the commercial use and private astronaut pricing policy. NASA successfully released the final 

Commercial LEO Destinations solicitation and conducted a Pre-Proposal Conference in the third quarter, 

including one-on-ones with industry. Commercial LEO Destinations proposals were due in the fourth quarter, with awards made in December 2021

The Commercial LEO Development program continued to execute the strategy focused on engagement with 

potential commercial providers. The first private astronaut mission (PAM) to the ISS was with Axiom Space’s 

Ax-1 mission, which launched on April 8 aboard a SpaceX Crew Dragon vehicle. Proposals for the next two

PAMs to the ISS were received in FY 2021 fourth quarter. In FY 2021, nearly a dozen Space Act Agreements

and one PAM contract have been executed

NASA plans to launch at least five technology demonstrations in FY 2021, further extending insight and 

knowledge into critical capabilities necessary for deep space exploration. NASA exceed expectations

launching seven technology demonstrations to the ISS in FY 2021. Technology demonstrations initiated on

orbit include Astrobee, Spacesuit Evaporation Rejection Flight Experiment (SERFE), Spacecraft Fire Safety 

(Saffire) V, Water Processor Assembly (WPA) Cat Reactor, Brine Processor Assembly (BPA), Universal Waste 

Management System (UWMS), Airborne Particulate Monitor, and the Collapsible Contingency Urinal (CCU)

NASA is enabling a space-based low Earth orbit economy by transitioning the ISS operations and maintenance to commercial and international partners, while continuing to leverage ISS for research and technology development. NASA continues to work with the Center for the Advancement of Science in Space (CASIS)

to implement the findings and recommendations of the 2020 Independent Review Team report. In FY 2021,

NASA and CASIS initiated several actions designed to realign CASIS activities with NASA’s evolving commercial goals, including the development of new metrics designed to measure CASIS performance, and the 

development of a new, more transparent selection model for proposals

Commercial LEO Development program personnel were able to make appreciable progress towards this 

Strategic Objective in a work from home environment. COVID impacts to technology development include 
NASA’s FY 2023 Volume of Integrated Performance 147

Appendix B

FY 2021 Summary of Progress Update

requests from contractors for additional funds to mitigate the impact to several technologies’ launch schedules

*The Human Exploration and Operations Mission Directorate was divided into the Exploration Systems 

Development Mission Directorate and Space Operations Mission Directorate (SOMD) on October 1, 2021

Summary of Progress for Performance Goals Contributing to Strategic Objective 2.1, 

FY 2018—2021 Supporting the 2018 Strategic Plan

Strategic Objective 2.2: Conduct human exploration in deep space, including to the surface of the Moo

LEAD OFFICE 

Human Exploration and Operations Mission Directorate (HEOMD) 

GOAL LEADER 

Altonell (Toni) Mumford, Deputy Associate Administrator, HEOMD

Artemis will return American astronauts to the surface of the Moon. NASA will land the first woman and 

next man on the Moon** using innovative technologies to explore more of the lunar surface than ever 

before. This is a collaborative effort with commercial and international partners and establishes sustainable 

exploration. NASA will use what was learned on and around the Moon to take the next giant leap—sending

astronauts towards Mars. We are designing mission capabilities that will support multiple objectives in deep

space and enable increasingly complex missions to a range of destinations. These capabilities will form a

sustainable architecture comprised of exploration ground systems, a launch system, a deep-space humanrated module, a lunar gateway around the Moon, lunar landers, and a new generation of spacesuits

2018 2019 2020 2021

Strategic Review Assessment Satisfactory Focus Area Focus Area Satisfactory

Space Launch System (SLS) and Exploration Ground Systems (EGS) rebaselined their Agency baseline commitments in FY 2020, prior to the COVID-19 pandemic; while the new Agency baseline commitments did not 

account for COVID impacts, both programs remain close to their rebaselined amounts. EGS is very slightly 

over their baseline costs, and both the SLS and EGS were on schedule for the Launch Readiness Date. 
NASA’s FY 2023 Volume of Integrated Performance 148

Appendix B

FY 2021 Summary of Progress Update

The Orion program has increased in scope to include development of a docking capability, supporting 

increasingly complex missions. As a result of this increase in scope, COVID-19 impacts, and other factors, the 

Orion program rebaselined

Orion, SLS, and EGS, achieved major technical, programmatic, and acquisition milestones in FY 2021. The 

Orion crew capsule was delivered to the EGS program at Kennedy Space Center for processing activities on 

January 14, 2021, and SLS successfully completed the year-long Green Run series of tests at Stennis Space 

Center on March 18, 2021. On April 27, 2021, the SLS Core Stage was shipped from Stennis Space Center to 

Kennedy Space Center for integration and readiness activities that will lead to the Artemis I launch, which 

was planned for late 2021 at the time this update was written. 

Development on Artemis II and III hardware progressed, with the Artemis II Crew module undergoing 

environmental and propulsion system processing at Kennedy Space Center. EGS completed their Artemis II

checkpoint in late FY 2021 fourth quarter, successfully demonstrating that the program's plans and designs 

that will be used to process, launch, and recover the crewed Artemis II mission are at a Critical Design 

Review (CDR) level and meet requirements with acceptable margin, risk, and constraints

Gateway program design and development activities also progressed, with a series of element-level design 

reviews in FY 2021. The Gateway program was developing initial cost and schedule estimates, in preparation for the scheduled program Key Decision Point (KDP)-I in FY 2022. In FY 2021, the Gateway program 

signed Memoranda of Understanding (MOUs) with the Canadian Space Agency (CSA), the Japan Aerospace 

Exploration Agency (JAXA), and the European Space Agency (ESA) for the development and provision of key 

Gateway elements and capabilities. In FY 2020, NASA announced that the Power and Propulsion Element

(PPE) and the Habitation and Logistics Outpost (HALO) would be co-manifested on a single commercial 

launch vehicle, eliminating the need for two separate launch vehicles and on-orbit assembly. In February

2021, NASA selected SpaceX to launch the PPE/HALO co-manifested vehicle.

NASA is pursuing a strategy that engages with industry in developing a sustainable lunar landing capability. In FY 2021 first quarter, NASA completed the Human Landing System (HLS) Continuation Reviews and 

reviewed the HLS Option A proposals addressing the first lunar landing missions. The three HLS base period 

contracts were originally scheduled to complete at the end of February 2021; however, NASA issued no-cost 

extensions through April 30, 2021, to allow NASA to complete the Option A selection and award process 

and to preserve the ability to seamlessly transition from the base period contracts to the Option A contract 

vehicle

NASA announced on April 16, 2021, that we selected SpaceX to continue development of the first commercial 

HLS under the Artemis program. On April 26, we were notified that Blue Origin Federation and Dynetics filed 

protests challenging the HLS Option A selection with the Government Accountability Office (GAO). On April 

30, we implemented a no-cost extension through August 9, 2021, to each of the base period HLS contracts 

(Blue Origin Federation, Dynetics, and SpaceX)

On July 30, GAO denied the Blue Origin Federation and Dynetics protests. NASA then completed HLS Option 

A Authorization to Proceed with SpaceX. We were notified on August 16 that the Blue Origin Federation 

had filed a protest with the U.S. Court of Federal Claims following the denial of their protest with the GAO. 

Subsequently, we voluntarily paused work with SpaceX for the HLS Option A contract, effective August 19 

through November 1. All parties agreed to an expedited litigation schedule that concluded on November 1 

with the U.S. Court of Federal Claims ruling in NASA’s fav

The COVID-19 pandemic impacted workforce availability and hardware development across the Exploration 

Systems Development Division (ESD) and Advanced Exploration Systems (AES) portfolio, reflecting significant 

COVID supplier and performance challenges. Early calculations showed up to 35 percent overall growth to 

baseline plans on multiple critical activities from March 2020 through September FY 2021. In certain critical 

activities, growth included general ongoing inefficiency impacts of approximately 10 percent. 

*The Human Exploration and Operations Mission Directorate was divided into the Exploration Systems 

Development Mission Directorate (ESDMD) and Space Operations Mission Directorate (SOMD) on October 1, 

2021. 
NASA’s FY 2023 Volume of Integrated Performance 149

Appendix B

FY 2021 Summary of Progress Update

**NASA refocused this effort on landing the first woman and first person of color on the Moon starting 

during FY 2021.

Summary of Progress for Performance Goals Contributing to Strategic Objective 2.2, 

FY 2018—2021 Supporting the 2018 Strategic Plan

Strategic Objective 3.1: Develop and transfer revolutionary technologies to enable exploration capabilities for NASA and the Natio

LEAD OFFICE 

Space Technology Mission Directorate (STMD) 

GOAL LEADER 

Mike Green, Deputy Associate Administrator for Management, STMD

As NASA embarks on its next era of discovery and exploration, the advancement of transformational space 

technologies serves as a necessary trailblazer for the journey ahead. We invest in crosscutting and transformational technologies that have high potential for offsetting mission risk, reducing cost, and advancing existing or creating new capabilities. Our investments center around technologies that enable NASA’s 

science and human exploration missions, as well as foster growth in the domestic industry and harnessing 

innovation and entrepreneurship through partnerships with universities, small businesses, and other government agencies. Through leadership in space technology, NASA will contribute to growing the U.S. industrial and academic base by transferring space technology into the space economy, continuing the Nation’s 

economic leadership. 

2018 2019 2020 2021

Strategic Review Assessment Satisfactory Satisfactory Satisfactory Satisfactory

NASA’s 2021 Strategic Review resulted in a continued rating of satisfactory performance. Even in the face of the 

COVID-19 pandemic, NASA has continued to develop and demonstrate technologies, as well as transfer and 

transition technologies within the Agency, throughout the Federal Government, and to a variety of academic 

institutions and industry partners. NASA remains focused on building public-private partnerships with the U.S. 
NASA’s FY 2023 Volume of Integrated Performance 150

Appendix B

FY 2021 Summary of Progress Update

aerospace industry to develop capabilities that support the needs of the varied mission architectures of its vast 

array of stakeholders. Specific examples of recent accomplishments under this Strategic Objective include the 

launch of 12 technologies on board the Mars 2020 Perseverance Rover, including successful demonstrations of 

the Mars Oxygen In-Situ Resource Utilization Experiment (MOXIE) and Terrain Relative Navigation (TRN), 15 new 

industry-developed Tipping Point space technologies to develop commercial space capabilities and benefit future 

NASA missions, 30 patent licenses executed for the Ventilator Intervention Technology Accessible Locally (VITAL) 

ventilator design (i.e., to help meet health care needs in response to the COVID-19 pandemic), and significant 

progress made towards demonstration of a range of space technologies (e.g., Low-Earth Orbit Flight Test of 

an Inflatable Decelerator (LOFTID), Deep Space Optical Communications (DSOC), Laser Communications Relay 

Demonstration (LCRD)). 

Although Strategic Objective 3.1 has a clear strategy for success, there have been impacts due to the COVID-19 

pandemic. Some technology maturation and demonstration projects are experiencing cost and schedule impacts 

due to restricted facility access, supply chain disruptions, and testing delays. For example, restricted access to 

Jet Propulsion Laboratory facilities caused a delay to the final Autonomous Pop-Up Flat Folding Explorer Robot 

(A-PUFFER) test, leading to a delayed Agency Priority Goal FY 2020 milestone; this milestone was completed in 

May 2021. Some early-stage projects as well as commercial sector partnerships have experienced disruptions due 

to the inability to access research facilities. NASA’s small business partners are facing similar disruptions due to 

facility closures, supply chain disruptions, and difficulties in teleworking. Additional delays could impact projects’ 

abilities to secure partnerships with industry, academia, and other government agencies , thereby further eroding schedule and deliveries. 

While some STMD projects were experiencing cost, schedule, technical, and/or programmatic challenges, the 

STMD portfolio were on track overall to meet its Strategic Objective and included several technology demonstrations planned for the next few years. Examples include Deep Space Optical Communications (DSOC), LOFTID, 

Polar Resources Ice Mining Experiment (PRIME)-1, On-Orbit Servicing, Assembly, and Manufacturing (OSAM) 

2, Blue Origin Demo of Deorbit, Descent, and Landing Sensors (BODDL-TP), and the Cislunar Autonomous 

Positioning System Technology Operations and Navigation Experiment (CAPSTONE) small spacecraft demonstration. In the mid- to long-term, STMD has identified 16 long-term outcomes as priority areas of focus, each of 

which addresses anticipated gaps across multiple stakeholder architectures

Summary of Progress for Performance Goals Contributing to Strategic Objective 3.1, 

FY 2018—2021 Supporting the 2018 Strategic Plan
NASA’s FY 2023 Volume of Integrated Performance 151

Appendix B

FY 2021 Summary of Progress Update

Strategic Objective 3.2: Transform aviation through revolutionary technology research,

development, and transfer

LEAD OFFICE 

Aeronautics Research Mission Directorate (ARMD) 

GOAL LEADER 

William Harrison, Portfolio Analysis & Management Office, Director, ARMD

Envisioning the long-term plan for aeronautics research provides the basis for new concepts leading to 

industry innovation and societal benefits. The future holds new challenges for the aviation community, 

including the need to achieve continued growth that meets increasing global demand, safely integrate 

unmanned aircraft systems and other innovative vehicle concepts with myriad of applications, and proactively adapt to often rapidly changing conditions. NASA aims to solve these challenges in ways that minimize

adverse impacts on the environment

2018 2019 2020 2021

Strategic Review Assessment Satisfactory Satisfactory Noteworthy Satisfactory

An analysis of global trends has led NASA to identify three “Mega Trends” which will shape our aeronautical research plans during the coming years. First, global growth in demand for high-speed mobility reflects 

rapid growth in demand for mobility and new modes of transportation. Second, affordability, sustainability, 

and energy use presents severe challenges in balancing economy with environment. Third, technology convergence points to convergence in sectors such as materials, manufacturing, energy, and information and

communication technologies that will transform aeronautical capabilities and air transportation options

NASA organizes the aeronautics research portfolio around six Strategic Thrusts, prioritizing aeronautics 

objectives in response to the above-mentioned Mega Trends and feedback from the aviation community

The six Strategic Thrusts are safe, efficient growth; commercial supersonic aircraft; ultra-efficient subsonic 

transport; safe, quiet, and affordable vertical lift air vehicles; in-time system-wide safety assurance; and 

assured autonomy for aviation transportation

NASA focuses its aeronautics research on high-risk, high-payoff research investments that will enable the 

transformation of aviation to serve future needs, produce demonstrable benefits, and leverage technology 

advances outside of, as well as within, traditional aviation disciplines. Major technology emphases include

electrified aircraft propulsion, low-sonic-boom supersonic flight, automation and autonomy, and fostering 

new aviation applications in Advanced Air Mobility (AAM). Collectively, these efforts, other technologies, and 

a focus on technology convergence will develop transformative solutions towards the ultimate goal of a 

safe, efficient, adaptive, scalable, and environmentally sustainable global aviation system.

NASA uses an active process and seeks continuous feedback on its overall strategy as well as performance

These efforts include: NASA Advisory Council (NAC) Aeronautics Committee reviews/reports; internal analysis for budget formulation; inter-agency coordination with partners including FAA and DOD; Interaction with 

international standard-setting groups such as ICAO (International Civil Aviation Organization); roundtables 

with subject matter experts convened by the National Academies; strategic planning efforts that include 

trend analysis (which led to ARMD’s Three Mega Trends); gap analysis (which led to ARMD’s 6 Strategic 

Thrusts); systems analysis by internal multi-center groups as well as ARMD-commissioned studies using 

external analytical groups; OMB and Congressional directions from the appropriations process; and AIAA 

(American Institute of Aeronautics and Astronautics) special conference sessions to obtain expert feedback

Performance review efforts include: Annual program reviews for all ARMD projects, which include external Independent Review Panels (IRPs) and Mission Directorate Reviews (four ARMD programs reporting 

to the Associate Administrator every December); relevant Key Decision Point (KDP) or similar reviews that 

occur for projects that within the scope of NASA Performance Requirements 7120.5 and 7120.8; Baseline 

Performance Review (BPR) quarterly presentations by ARMD; NASA’s Annual Performance Report and 
NASA’s FY 2023 Volume of Integrated Performance 152

Appendix B

FY 2021 Summary of Progress Update

Agency Performance Plan published together as the Volume of Integrated Performance; external reviews 

such as GAO’s annual Assessments of Major Projects; and other internal peer-reviews

All four ARMD programs identified moderate to significant COVID-19 impacts. In the Advanced Air Vehicles 

Program (AAVP), impacts were primarily related to availability of wind tunnel testing and other research 

facilities at Ames Research Center, Glenn Research, and Langley Research Center and corresponding delays 

to experimental research activities. In the Airspace Operations and Safety Program (AOSP), researchers

experienced dramatic reduction in air traffic volume resulting in lower availability of data and hardware/

software facilities. In the Integrated Aviation Systems Program (IASP), the Low Boom Flight Demonstration 

(LBFD) project experienced manufacturing delays, many due to pandemic-related shutdowns. In the 

Transformative Aeronautics Concepts Program (TACP) program, the University Innovation project identified 

concerns with access to campus buildings and experimental facilities limiting ability of team members to 

complete research on schedule. In addition, the Aerosciences Evaluation and Test Capabilities (AETC) Office 

identified significant impacts to its 12 large wind tunnels and anticipated pandemic-related delays in maintenance activities, which would impact tunnel reliability for NASA and external customers. Within ARMD’s

four programs and AETC, expenses continued to accrue even though most of our experimental facilities 

were fully or partially shut down.

As of end of third quarter of FY 2021, 40 percent of ARMD’s FY 2021 success measures were rated Yellow. 

ARMD used reserves to recover and complete these measures by the end of FY 2021. 

Highlights of ongoing critical efforts include: 

• Continuing work to complete final assembly of the aircraft for LBFD and deliver the aircraft for 

community response flight testing in FY 2024. The community response data will be delivered to 

ICAO, a United Nations specialized agency supporting diplomacy and cooperation in air transport, 

to allow supersonic aircraft flight over land. LBFD recently completed its Delta KDP-D. 

• The Electrified Powertrain Flight Demonstration (EPFD) projectStarting Phase A formulation activities for the Electrified Powertrain Flight Demonstration project, which is focusing on flight demonstrations that advance the state-of-the-art in megawatt-class electric aircrafts

• Completing system integration and verification and validation testing in preparation for flight test 

of the X-57 Maxwell Mod II electric aircraft

• Completing formulation activities for the Advance Air Mobility project; developing an initial Urban 

Air Mobility airspace management system; and maturing System Concept, Architecture, and Book 

of Requirements

• Closing out Airspace Technology Demonstration (ATD-1/2/3), Unmanned Aircraft Systems 

Integration in the National Airspace System (UAS-NAS), Unmanned Aircraft System Traffic 

Management (UTM), and Advanced Composites project activities and transferring the research 

results to stakeholders such as RTCA, the Federal Aviation Administration, and Advanced 

Composites Consortium

• Continuing formulation activities to develop hybrid thermally-efficient small core gas turbine 

engines, ultra-efficient Transonic Truss-Braced Wing (TTBW) airplanes, and high-rate composite 

aircraft manufacturing processes

• Continuing fundamental research and providing unique expertise and facilities to support commercial hypersonic interests
NASA’s FY 2023 Volume of Integrated Performance 153

Appendix B

FY 2021 Summary of Progress Update

Summary of Progress for Performance Goals Contributing to Strategic Objective 3.2, 

FY 2018—2021Supporting the 2018 Strategic Plan

Strategic Objective 3.3: Inspire and engage the public in aeronautics, space, and scienc

LEAD OFFICES 

Missions Support Directorate and Office of Communications (OCOMM)

GOAL LEADER 

Johnny Stephenson, Associate Administrator, Office of Communications

NASA will inspire and engage the public and provide unique science, technology, engineering, and math 

(STEM) opportunities for diverse audiences. By increasing public knowledge about NASA’s work, the Agency

can contribute to science literacy and an improved national understanding and appreciation of the value 

of STEM work and careers. The Agency also believes that it can help strengthen diversity in STEM fields by 

ensuring that grantee universities comply with Federal requirements for minimizing and addressing issues 

related to discrimination and harassment. NASA is employing a strategy that seeks to inspire, engage, educate, and employ the next generation of explorers through NASA-unique STEM learning opportunities. NAS

engages the public and students in its mission by providing authentic learning experiences with NASA’s 

people, content, and facilities; building a diverse future workforce; and contributing to exploration missions

NASA’s education and outreach functions each play a critical role in increasing public knowledge of NASA’s 

work, fostering an understanding and appreciation of the value of STEM, and enhancing opportunities to 

teach and learn

OCOMM serves as the corporate, Agency-wide communications function for NASA, providing a wide practicable and appropriate dissemination of information to news and media organizations and the general 

public concerning the objectives, methods, and results of NASA programs. OCOMM connects people to 

NASA’s missions and accomplishments as we explore the unknown, enable technologies for improving life 

on earth and inspire the world. 

2018 2019 2020 2021

Strategic Review Assessment Satisfactory Satisfactory Satisfactory Satisfactory

In FY 2021, NASA completed the design of an integrated Agency communications team through the Mission 

Support Future Architecture Program (MAP). Under this program, the Agency realigned communications

resources to enable the communications enterprise to operate more efficiently and sustainably. The newly 
NASA’s FY 2023 Volume of Integrated Performance 154

Appendix B

FY 2021 Summary of Progress Update

established communications enterprise management office is instituting business process improvements 

that will better enable the enterprise to keep the public informed about NASA’s activities. Other benefits of 

the program include: 

• Increased coordination of Agency communications efforts and messaging in partnership 

with Mission Directorates;

• Expanded focus on strategic planning, integration, and budgeting process;

• OCOMM budget aligned and monitored at a higher level, with increased planning and risk monitoring, and flexibility across functions and missions as needs change; and 

• Enhanced workforce agility across the enterprise, reduced single-point-failures, greater collaboration across geographic boundaries.

NASA continues to integrate metrics and using data to inform decisions on better reaching the public, 

engaging stakeholders and evaluate outcomes. The agency continues to use data to refine content and 

social media distribution platforms, targeted to audience preferences

Large, popular events and major activities, including the OSIRIS-REx Touch-and-Go event, NASA’s SpaceX 

Crew-1 launch and splashdown, Sentinel-6 Michael Freilich Satellite Launch, Green Run Hot Fire Test 1 and 2 

(Artemis), Mars 2020 Perseverance Landing, Mars Ingenuity First Flight, Earth Day 2021, and Crew-2 Launch,

drove an increase in followers of our flagship digital accounts. Growth in social media across its flagship 

accounts

The Office of STEM Engagement (OSTEM) is enhancing the effectiveness of STEM engagement investments 

using performance assessment and evaluation-driven processes, including the execution of a Learning 

Agenda. The OSTEM Learning Agenda puts forth learning questions with associated sub-questions, learning 

activities, and assessment methodologies, and learning products that will inform OSTEM’s understanding of 

the scope, methods, mechanisms, and outcomes from its investments. During 2020, OSTEM achieved 100 

percent (3 of 3) of its Performance Goals and success criteria and executed four evidence-building activities 

in support of its comprehensive performance assessment and evaluation strategy. OSTEM shared findings 

and recommendations from learning activities, performance assessments, and evaluation activities with 

internal and external stakeholders in order to make programmatic evidence-based decisions and updates to 

the OSTEM Learning Agenda. 

COVID-19 had an impact on the delivery of in-person STEM Engagement events, driving the need for OSTEM 

to transition to implementation of virtual student engagement activities (NASA STEM @ Home Resources)

OSTEM implemented a risk-management strategy to ensure that all methods of participant engagement 

were captured for the purposes of 2020 and beyond

The Office of Diversity and Equal Opportunity (ODEO) began utilizing voluntary resolution agreements to 

ensure compliance with civil rights laws under which the Agency is undertaking compliance review and 

assessment. In conducting a compliance assessment of Louisiana State University, ODEO determined the 

university was in non-compliance with Title IX and, therefore, unable to provide equal opportunity regardless of sex in its educational programs. ODEO required Louisiana State University to sign a voluntary resolution agreement to come into compliance with Title IX, principally relating to appropriate resources to 

conduct effective Title IX coordination and to ensure its Title IX procedures are prompt and equitable. In 

addition, ODEO received confirmation from two other grantees on which it had conducted compliance 

reviews under Title VI of the Civil Rights Act of 1964, and Section 504 of the Rehabilitation Act of 1973. These 

grantees, Science Museum of Minnesota and Virginia Air and Space Center, have undertaken 100 percent of 

NASA compliance recommendations and corrective actions
NASA’s FY 2023 Volume of Integrated Performance 155

Appendix B

FY 2021 Summary of Progress Update

Strategic Objective 4.1: Engage in partnership strategie

LEAD OFFICE 

Mission Support Directorate (MSD) 

GOAL LEADER 

Robert Gibbs, Associate Administrator, MSD

2018 2019 2020 2021

Strategic Review Assessment Satisfactory Satisfactory Satisfactory Satisfactory

NASA is establishing appropriate partnerships to achieve the Agency’s Mission using contracts to acquire 

property or services and/or partnership agreements using other statutory authorities to implement mutually beneficial activities for NASA and its partner. The strategy for the success of this Strategic Objective 

focuses on four areas: 1) Execute innovative, effective, and efficient procurement solutions and contracts 

that enable NASA’s mission; 2) Implement education and outreach to small businesses on how to partner with NASA and its commercial partners; 3) Enable NASA’s international and interagency partnerships 

through management of agreements, engagements, guidance; and 4) Enable domestic, non-Federal partnerships that are strategic and beneficial for NASA through transparency, education, awareness, and outreach opportunities, and identify partnership resources and capabilities for the public

The Office of Procurement (OP) has established a Closeout Capability Group with representatives from 

across the Agency. This team provides a cohesive approach to closeout processes and procedures instead

of a Center-by-Center approach. As a result of the data analysis and closeout process oversight provided

by this team, OP now has a quarterly target of 1,500 contract closeouts and most recently surpassed the 

quarterly target. OP has engaged with mission partners to jointly develop short-term procurement strategies tailored to the 26 product service lines and begin the transition to long-term strategies. Sixteen produc

service lines have transitioned to long-term strategies

The Partnership Office is helping NASA expand our strategic non-procurement partnerships and meet 

mission objectives by increasing the number of new partners with whom we do business. Our public “NASA

Partnerships” website and other outreach efforts are effective tools for accomplishing this objective. In FY 

Summary of Progress for Performance Goals Contributing to Strategic Objective 3.3, 

FY 2018—2021Supporting the 2018 Strategic Plan
NASA’s FY 2023 Volume of Integrated Performance 156

Appendix B

FY 2021 Summary of Progress Update

2021 (as of September 9, 2021), the Agency established partnerships with 107 new domestic, non-Federal 

partners with whom we had not had previous agreements, and we established 59 new international agreements

The Office of Small Business Programs (OSBP) is meeting the percentage goal (as assigned by the Small 

Business Administration) of dollars obligated to small businesses on both the prime and subcontracting 

levels. OSBP also is refining the virtual outreach program. 

The Office of International and Interagency Relations (OIIR) established a baseline of international partners 

and identified 778 new international partnerships in FY 2020 and it projected establishing 720 new partnerships in FY 2021. COVID-19 closures have led to delays in the ability to meet milestones initially established 

under some non-procurement partnership agreements. As a result, some existing partnership agreements

with both Federal and non-Federal partners have had to be extended, and in some cases, agreements were 

terminated due to the inability to perform the work within the timeframe required by the partner

Summary of Progress for Performance Goals Contributing to Strategic Objective 4.1, 

FY 2018—2021Supporting the 2018 Strategic Plan

Strategic Objective 4.2: Enable space access and service

LEAD OFFICE 

Human Exploration and Operations Mission Directorate (HEOMD) 

GOAL LEADER 

Altonell (Toni) Mumford, Deputy Associate Administrator, HEOMD

NASA uses private and government capabilities to ensure that people, payloads, and data can be delivered 

to and from space. NASA achieves this through a portfolio of services and strategic capabilities, including

launch services for robotic missions, commercial space transportation for crew and cargo, ground- and 

space-based communications, and specialized test facilities

2018 2019 2020 2021

Strategic Review Assessment Satisfactory Satisfactory Satisfactory Noteworthy

Commercial Crew Program partner SpaceX launched Crew-1, their first post-certification mission (PCM), in 

November 2020, with crew returning on May 2, 2021. SpaceX’s launched its second PCM mission, Crew-2, on 

April 23, and the Commercial Crew Program met the FY 2021 goal of flying two crew transportation missions 
NASA’s FY 2023 Volume of Integrated Performance 157

Appendix B

FY 2021 Summary of Progress Update

to the ISS. Boeing continued to make progress mitigating issues identified during their Orbital Flight Test 

(OFT) mission and is working to re-fly their uncrewed demonstration flight at the earliest opportunity. 

NASA is successfully managing launch service capabilities across the civil space sector, and is managing 

multiple NASA acquisitions, including the award of the Artemis Program Habitation and Logistics Outpost 

(HALO) + Power and Propulsion Element (PPE) and a one-off contract for Europa Clipper. New contract 

mechanisms are in development, including the award of new Venture Class acquisitions. The Launch 

Services Program (LSP) managed two launches in FY 2021, with 10 advisory and 7 primary missions manifested for launch in the next fiscal year. Four new commercial launch vehicle certifications are in progress in 

FY 2021, and LSP is providing early insight into several emerging vehicles through multiple contract mechanisms. LSP continues to support Commercial Resupply Services, Commercial Crew Program, and Artemis by 

providing advisory expertise and contract awards while evaluating HLS requirements and staffing needs. 

The Rocket Propulsion Test (RPT) program provided test services to internal and external customers 

throughout FY 2021—most notably, the successful Space Launch System (SLS) Core Stage hot fire testing in 

March. To date, the RPT program has provided 99.7 percent on-time delivery of 288 tests conducted acros

multiple centers at the stage, engine, and component level under diverse test conditions. Artemis-related

activities that RPT supported included testing of the RS-25 engine, Orion risk reduction, and European 

Service Module propulsion qualification testing. A significant level of demand from the commercial sector 

was also supported. The RPT program continues to maintain a test capacity “right sized” approach to meet

Agency requirements; through strategically prioritized facility maintenance and modernization projects, RPT 

infrastructure continues to perform well beyond their design lifetime

Space Communications and Navigation (SCaN) supported the Mars 2020 Perseverance rover landing, 

Cygnus NG-15, Emirates Mars Mission Mars Orbit Insertion, and OSIRIS-REx asteroid sample collection, providing the communications services necessary to support all NASA robotic and Commercial Crew Program 

missions. The Deep Space Network Aperture Enhancement Project (DAEP) in Madrid, Spain, went operational in FY 2021. The NASA networks continue to perform well above the 95 percent requirement and are

aligning upgrades and development activities with both the new SCaN Architecture Study and the Artemis 

plans, with the initiation of the Commercial Services project

The COVID operational environment has increased the risk of the RPT program’s ability to address critical 

maintenance and modernization projects. DAEP antenna work continued throughout FY 2021, with the operational staff in Spain available at a reduced level due to very high local pandemic levels of COVID-19.

Summary of Progress for Performance Goals Contributing to Strategic Objective 4.2, 

FY 2018—2021 Supporting the 2018 Strategic Plan
NASA’s FY 2023 Volume of Integrated Performance 158

Appendix B

FY 2021 Summary of Progress Update

Strategic Objective 4.3: Assure safety and mission succes

LEAD OFFICE 

Technical Authorities: Office of the Chief Engineer (OCE), Office of the Chief Health and Medical Officer 

(OCHMO), and Office of Safety and Mission Assurance (OSMA) 

GOAL LEADER 

Mark Weyland, Director, Medical Policy and Ethics

NASA uses discipline experts, known as Technical Authorities, to provide authoritative and independent decisions on application of requirements across our programs and projects. This includes evaluating hardware, software, environmental conditions, and human performance expectations. Technica

Authorities identify hazards, including the impacts of new requirements and departures from existing requirements, and evaluate risk acceptability. NASA uses these decisions to assure that risks are

addressed or mitigated to an acceptable level, improving the likelihood that missions, programs, and 

operations will be completed safely and successfully. NASA’s Technical Authorities are increasing awareness and reducing risk across the Agency through their role

2018 2019 2020 2021

Strategic Review Assessment Satisfactory Focus Area Satisfactory Focus Area

While Strategic Objective 4.3 has a clear strategy for success, there have been impacts due to the COVID19 pandemic. The Office of the Chief Health and Medical Officer (OCHMO), a Technical Authority, is 

heavily involved in COVID-19 planning and operations at the Agency level along with the White House. 

Although no activities were dropped during FY 2021 due to the pandemic, and OCHMO was able to oversee execution of human-rated and robotic missions, some activities have been delayed due to competing priorities. In addition, occupational health audits at Centers were delayed due to travel restrictions

and Center closures

NASA’s Technical Authorities increased awareness and reduced risk across the Agency through their 

roles. We continued to enhance training programs, knowledge sharing events, and communications to

expand Safety and Mission Assurance awareness and technical expertise, while updating our guidance 

on orbital debris mitigation, planetary protection, and nuclear safety in accordance with presidential 

direction and advisory panel recommendations. The Agency also continued to establish early, consistent, and proper level of engagement (standards development and requirements definition, design,

development, test, and evaluation) with NASA programs and commercial space industry to advise, advocate, and ensure the health and performance of astronauts and pilots

Summary of Progress for Performance Goals Contributing to Strategic Objective 4.3, 

FY 2018—2021Supporting the 2018 Strategic Plan
NASA’s FY 2023 Volume of Integrated Performance 159

Appendix B

FY 2021 Summary of Progress Update

Strategic Objective 4.4: Manage human capita

LEAD OFFICE 

Mission Support Directorate (MSD), Office of the Chief Human Capital Officer (OCHCO), and Office of 

Diversity and Equal Opportunity (ODEO)

GOAL LEADER 

Robert Gibbs, Associate Administrator, MSD

NASA is cultivating a diverse and innovative workforce with the right balance of skills and experience to 

provide an inclusive work environment in which employees that possess varying perspectives, education 

levels, life experiences, and backgrounds can work together and remain fully engaged in the Mission

NASA strategy for this objective is to equip NASA for mission success by supporting mission workforce 

planning, acquiring top talent quickly, enhancing how people work, and growing employees and leaders 

and to create an inclusive environment for all NASA employees to feel engaged and safe to raise concerns

2018 2019 2020 2021

Strategic Review Assessment Satisfactory Noteworthy Satisfactory Satisfactory

NASA formed the Talent Acquisition and Learning Office (TALO) to integrate all staffing services into a 

central enterprise-level office to provide direction and leadership for more efficient and effective hiring 

and development services. These changes in structure will work to address the increase in average time

to hire for FY 2020. In order to address this increase in time to hire, NASA has taken advantage of several new hiring authorities and is migrating to the USAStaffing website. OCHCO is implementing process

changes to reduce the workload for hiring managers and hiring specialists. For example, increasing the

use of bundling hires allows multiple hires to be made from a single vacancy announcement, reducing 

the time spent on the earlier stages of the hiring process. NASA continues to track and monitor hires to

ensure quality is not sacrificed for speed. We continue to have very high quality of hire ratings by managers and high 2-year retention rates to support this

In response to COVID-19 impacts, additional support has been given to supervisors to ensure they have 

the skills and tools necessary to effectively manage their workforce through an uncertain and stressful time in a virtual environment. This includes training on managing a virtual workforce and providing

directions on how to best utilize available collaboration tools. New processes have been implemented

to shift to virtual on-boarding/off-boarding, which allowed for employees to onboard without having to 

physically visit a Center

NASA has made progress in implementing strategies focused on creating an inclusive environment 

for all employees to feel engaged and safe to raise concerns. NASA has established a Diversity, Equity, 

and Inclusion Steering Committee (DEISC), which will be formulating and implementing Administration 

DEI initiatives through a DEISC Action Plan for the Agency. NASA has also established the DEI Strategic

Partnership composed of the DEISC Members, officials in charge, and representatives from all Employee 

Resource Groups to socialize and refine our initiatives and share best practices. We took initial steps in 

implementation of Executive Order (EO) 13985, Advancing Racial Equity and Support for Underserved 

Communities Through the Federal Government, which revokes EO 13950. NASA issued a revocation of 

policy related to EO 13950 as it applied to NASA and its contractors. We are implementing an Agency 

Unity Campaign, which has resulted in NASA highlighting “Inclusion” as an Agency Core Value; implementation of a new Diversity, Equal Employment Opportunity (EEO), and Unity requirement for all 

Senior Executive Service performance plans, with work underway on a similar requirement for managers and supervisors; reissuance of 3 workforce policy statements for diversity and inclusion, EEO, and 

anti-harassment; 500 listening/dialogue sessions hosted with participation by well over 10,000 NASA 

personnel; development of new training courses on unconscious bias and unity; and increased communications to the NASA workforce on DEI and NASA’s missions and projects
NASA’s FY 2023 Volume of Integrated Performance 160

Appendix B

FY 2021 Summary of Progress Update

The ODEO Associate Administrator is developing a Gender Policy Strategy with the White House 

Interagency Working Group on Science, Technology and Climate, and ODEO has submitted its Initial 

Gender Policy Strategy directly to the working group

Summary of Progress for Performance Goals Contributing to Strategic Objective 4.4, 

FY 2018—2021 Supporting the 2018 Strategic Plan

Strategic Objective 4.5: Ensure enterprise protectio

LEAD OFFICE 

Office of the Chief Information Officer (OCIO) and Enterprise Protection Program 

GOAL LEADER

Jeff Seaton, Chief Information Officer, and David Adams, Principal Advisor for Enterprise Protection

NASA’s enterprise protection approach requires collaboration across the Agency and our Federal and 

commercial partners. NASA assesses existing and planned architectures, requirements and policies,

technology, systems, workforce, and other relevant protection factors. Analysis of these assessments

inform strategic, actionable recommendations to reduce protection-related risk. As part of these efforts, 

NASA partners with the Department of Homeland Security to modernize, and consolidate where appropriate, the Agency’s cybersecurity infrastructure in alignment with the National Institute of Standards 

and Technology (NIST) cybersecurity framework

2018 2019 2020 2021

Strategic Review Assessment Focus Area Satisfactory Satisfactory Satisfactory

We coordinated our efforts to increase the Agency's resilience. The Enterprise Protection Program (EPP) 

established a cross-cutting biweekly dialogue comprised of EPP, Mission Directorate representatives, the 

Independent Verification and Validation Facility, Centers, and the Jet Propulsion Laboratory. EPP instituted tracking at Enterprise Protection Board (EPB) meetings to ensure that the Cybersecurity Task Team 

recommendations and other assigned actions are accomplished. The EPB held 9 meetings from July

2020 through August 2021, addressing emerging protection topics that require strategic collaboration. 

EPP formed several working groups to address 6 goals under a zero-based review of critical Agencywide 

enterprise protection topics. 

The Agency closed all remaining operational technology (OT) security recommendations from the Office 

of the Inspector General (OIG) in its 2017 report titled Industrial Control System Security within NASA's 
NASA’s FY 2023 Volume of Integrated Performance 161

Appendix B

FY 2021 Summary of Progress Update

Critical and Supporting Infrastructure. We identified all OT systems that are part of our critical infrastructure and validated that more than 50 percent of these systems have a current Authorization to Operate 

(ATO), achieving our annual Performance Goal target for a Green rating. NASA continued implementing

policy revisions to include requirements related to OT security

NASA maintained an overall rating of “Managing Risk” based on its quarterly Federal Information 

Security Management Act (FISMA) assessment reports, the highest score for Federal agencies to demonstrate progress toward implementing fundamental cybersecurity requirements. The Agency met 7 out

of 10 cybersecurity targets for the IT Modernization Cross-Agency Priority (CAP) Goal, meeting NASA’s 

annual Performance Goal target for a Green rating

NASA continues to implement Continuous Diagnostics and Mitigation (CDM) cybersecurity capabilitiesAgency-wide. CDM sensors enable cybersecurity personnel to identify assets on the network and

vulnerabilities to remediate. As of August 2021, NASA completed 100 percent installation of CDM sensors 

on the Agency’s corporate systems, 98 percent on the Jet Propulsion Laboratory’s corporate systems, 96 

percent on the Agency’s mission systems, 81 percent on the Jet Propulsion Laboratory’s mission systems, 

and 100 percent on the NASA Communications System. Final operating capability is anticipated by the 

fourth quarter of FY 2022, delayed from the fourth quarter of FY 2021 target due to the COVID-19 pandemic

Summary of Progress for Performance Goals Contributing to Strategic Objective 4.5, 

FY 2018—2021 Supporting the 2018 Strategic Plan

Strategic Objective 4.6: Sustain infrastructure capabilities and operation

LEAD OFFICE 

Mission Support Directorate (MSD) 

GOAL LEADER 

Robert Gibbs, Associate Administrator, MSD

NASA is providing the facilities, tools, and services required to efficiently manage, operate, and sustain 

the infrastructure necessary to meet mission objectives. NASA has adopted a facilities maintenance

and operation philosophy that proactively pursues and adopts the safest, most cost-effective blend of 

reliability-centered maintenance techniques, sustainability practices, and safety procedures. An Agency

facilities master plan establishes priorities (over a 20-year projection) for construction, demolition, and 
NASA’s FY 2023 Volume of Integrated Performance 162

Appendix B

FY 2021 Summary of Progress Update

maintenance. NASA uses a centralized approach in providing standardized, timely, and accurate business support for service

2018 2019 2020 2021

Strategic Review Assessment Satisfactory Focus Area Focus Area Focus Area

NASA has made progress towards meeting near-term success criteria, which are essential for developing an Agency master plan. However, we continue to face looming budget issues and challenges

with our extremely aged infrastructure and increased unplanned maintenance, consuming as much as 

30 percent of the maintenance budget, resulting in potential mission impacts. Right-sizing efforts are 

underway to reduce footprint and cost, but the pace of change is limited by our ability to invest in construction, demolition, and new technology to build a more resilient, reliable infrastructure. 

NASA is making progress towards getting a Mission Dependency Index (MDI) score for all of our facilities, 

with a focus identifying the high-MDI facilities and correlate them to the Facility Condition Index (FCI). 

MDI and FCI correlation will guide prioritization for capital repair and renewal projects. NASA averages 

an annual unfunded maintenance liability of approximately $130 million to sustain our infrastructure, 

coupled with 80 percent of our facilities beyond their useful life, compounds the growing deferred maintenance backlog (currently $2.66 billion). This increases mission risk. Categorizing assets by MDI vers

FCI will help NASA invest limited resources in the most mission critical assets. 

We continue to demolish facilities with low MDI and low FCI, resulting in 51 facilities demolished in FY 

2020, surpassing the target of 20 facilities. NASA’s mid-term goal is to use this information to inform 

repair and renewal investments, maintenance prioritization through a tiered maintenance system, and 

leverage condition-based maintenance and reliability-centered maintenance. NASA continues to seek 

and implement courses of action to strategically mitigate risks and leverage opportunities. Nonetheless,

investment in construction, renewal/revitalization, and maintenance of facilities is essential to ensure 

ready and reliable facilities to support mission requirements. 

NASA has identified and quantified energy use in types/classes of facilities that are significant energy 

users. While exceeding statutory energy and water reduction goals (reducing energy use intensity in 

buildings subject to the goals by more than 43 percent in FY 2020, compared to the 2003 baseline, and 

reducing water use intensity over 33 percent, compared to the 2007 baseline), achieving continual yearover-year reductions, has become increasingly challenging. In order to meet this challenge, the Agency 

analyzed significant energy users that have not traditionally been included in energy conservation measures analyses due to their unique mission applications and identified and prioritized energy and water 

consumption reduction opportunities. 

Summary of Progress for Performance Goals Contributing to Strategic Objective 4.6, 

FY 2018—2021 Supporting the 2018 Strategic Plan
NASA’s FY 2023 Volume of Integrated Performance 163

Appendix B

FY 2021 Summary of Progress Update

2022 Strategic Plan 2018 Strategic Plan

DISCOVER

Strategic Goal 1: Expand Human Knowledge 

Through New Scientific Discoveries

Strategic Goal 1: Expand human knowledge through 

new scientific discoveries

Objective 1.1: Understand the Earth system and its 

climate 

Objective 1.1: Understand the Sun, Earth, solar system, and 

universe.

Objective 1.2: Understand the sun, solar system, and 

universe

Objective 1.2: Understand responses of physical and biological 

systems to spaceflight

Objective 1.3: Ensure NASA’s science data are accessible 

to all and produce practical benefits to society

EXPLORE

Strategic Goal 2: Extend Human Presence to the 

Moon and onto Mars for Sustainable Long-term 

Exploration and Utilization

Strategic Goal 2: Extend human presence deeper 

into space and to the moon for sustainable longterm exploration and utilization

Objective 2.1: Explore the surface of the moon and deep 

space

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

human presence in low Earth orbit enabled by a commercial market

Objective 2.2: Develop a space economy enabled by a 

commercial market

Objective 2.2: Conduct exploration in deep space, including to the 

surface of the Moon

Objective 2.3: Develop capabilities and perform research 

to safeguard explorers

Objective 2.4: Enhance space access and services Objective 4.2: Enable space access and services

INNOVATE

Strategic Goal 3: Catalyze Economic Growth and 

Drive Innovation to Address National Challenges

Strategic Goal 3: Address societal challenges and 

catalyze economic growth

Objective 3.1: Innovate and advance transformational 

space technologies

Objective 3.1: Develop and transfer revolutionary technologies to 

enable exploration capabilities for NASA and the Nation

Objective 3.2: Drive efficient and sustainable aviation Objective 3.2: Transform aviation through revolutionary technology 

research, development, and transfer

ADVANCE

Strategic Goal 4: Enhance Capabilities and 

Operations to Enable the NASA of Tomorrow

Strategic Goal 4: Optimize capabilities and 

operations

Objective 4.1: Attract and develop a talented and diverse 

workforce

Objective 4.1: Engage in partnership strategies

Objective 4.4: Manage human capital

Objective 4.5: Ensure enterprise protection

Objective 4.2: Transform mission support capabilities for 

the next era of aerospace

Objective 4.3: Assure safety and mission success

Objective 4.4: Manage human capital 

Objective 4.6: Sustain infrastructure capabilities and operations

Objective 4.3: Build the next generation of explorers Objective 3.3: Inspire and engage the public in aeronautics, space, 

and science

2022 Strategic Plan Mapping