National Aeronautics and

 Space Administration

www.nasa.gov

NASA Strategic Plan

forDiversity,Equity, Inclusion, &Accessibility

Fiscal Years 2022–26
3 Message from the Administrator

4 Executive Summary

7 Introduction

9 Diversity, Equity, Inclusion, and 

Accessibility Defined

10 About NASA

Agency Vision, Mission, and Values 10

Vision 10

Mission 10

What We Value 10

DEIA at NASA 11

DEIA Vision Statement 11

DEIA Mission Statement 11

State of the Agency 11

DEIA Implementation 15

19 DEIA Framework

Methodology 19

Assessing Progress 20

21 DEIA Strategic Goals, Strategic 

Objectives, and Performance Goals

Strategic Goals and Objectives 21

Key Performance Goals 23

Strategic Objectives and Performance Goals 26

Strategic Goal 1: Workforce Diversity 26

Strategic Goal 2: Workforce Equity and 

Inclusion (Employee Experience) 28

Strategic Goal 3: Accessibility and 

Accommodation 30

Strategic Goal 4: DEIA Integration 

into the NASA Mission 32

35 Workplace Safety and Harassment 

Prevention and Response Plan

I. Self-Assessment of NASA Policies to Provide 

Support and Assistance to Federal Employees 

Who May Be Experiencing Domestic Violence, 

Sexual Assault, and Stalking 35

II. Review of NASA’s Anti-Harassment and

Safety Policies 36

III. NASA’s Priorities for Advancing Workplace 

Safety and Anti-Harassment 37

IV. Requirement for a 120-Day Supplemental 

Report 38

39 Next Steps

APPENDICES

41 Appendix A:

DEIA Strategic Goals and Outcome Measures

43 Appendix B: 

Agency Implementation Action Plan

56 Appendix C:

NASA Workplace Safety and Harassment 

Prevention and Response Implementation Plan

Table of Contents

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 2
The National Aeronautics and Space 

Administration (NASA) leads the Nation 

on an unprecedented journey of discovery, exploration, and innovation. Our continued 

leadership is dependent first and foremost on 

the people of our great Agency. At NASA, we’re 

committed to building a workforce that reflects 

the diversity of the American people. We ensure 

equitable opportunities and remove barriers for 

underrepresented audiences and are committed to 

engaging, inspiring, and promoting diverse student 

populations in science, technology, engineering, and 

math (STEM). Our new Diversity, Equity, Inclusion, 

and Accessibility (DEIA) Strategic Plan provides a 

roadmap that will help us accomplish these and 

many other goals.

In short, DEIA is critical to innovation, excellence, 

and mission success. To be successful in our efforts 

to explore the universe and answer humanity’s most 

profound questions, we must recruit, hire, support 

and engage, and retain the most talented and 

promising individuals, from all backgrounds and all 

life experiences, to be part of our NASA family.

Our work touches all of America daily. NASA has a 

tremendously important role to play in the continued 

expansion of DEIA principles into practice. Our 

actions may inspire the next generation of talented 

job seekers, who are still in school today, to join 

the NASA team. NASA is a place where teams of 

diverse groups of people collaborate to do groundbreaking work across our extraordinary portfolio of 

activities. As we implement our DEIA Strategic Plan, 

we will continue to accomplish great things while 

assuring the best possible work environment for 

our workforce.

Message from the Administrator

I expect and anticipate 

that NASA will be a model 

of excellence for DEIA 

strategy and implementation across the Federal 

Government. To do so, 

we each must embrace 

a culture inclusive of 

DEIA principles in the 

same way that we have 

successfully created a 

safety-conscious culture at NASA. Success requires 

the personal commitment of every employee to our 

DEIA strategy.

Moving forward, we must continue to embrace greater 

diversity and inclusive practices. We need to act intentionally, every day, to ensure that we are recruiting and 

including diverse talent and ideas in our work. We need 

to create work and educational spaces in which every 

individual is treated with respect and dignity while being 

given the chance to grow.

Our DEIA plan leads the Agency on a new journey, one 

based on the certainty that excellence, advancement, 

and mission execution are possible when we bring 

together a diversity of innovative ideas and talents, with 

an intentional focus on individual development. I invite 

everyone at NASA, and all of our partners, to join me as 

we lean into the future, recognizing that DEIA is integral 

to our success now and for years to come.

Bill Nelson

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 3
To achieve its mission and goals, 

it is imperative that the National 

Aeronautics and Space Administration 

(NASA) embed Diversity, Equity, Inclusion, and 

Accessibility (DEIA) into all its actions. As such, 

this DEIA Strategic Plan directly aligns with 

Presidential Executive Order (E.O.) 14035, “Diversity, 

Equity, Inclusion, and Accessibility in the Federal 

Workforce,” affirming that Federal agencies must 

serves as a model for DEIA principles and treat all 

employees with dignity and respect. Accordingly, 

NASA’s DEIA Strategic Plan for Fiscal Years (FYs) 

2022–26 reaffirms NASA’s commitment not only to 

advancing scientific knowledge but also to caring 

for its workforce and contractors. The Plan focuses 

on four strategic goals: (1) workforce diversity; (2) 

workforce equity and inclusion (employee experience); (3) accessibility and accommodation; and (4) 

DEIA integration into the NASA mission. These four 

strategic goals build upon our current successes, 

which will help to achieve our vision as an important 

partner across the Federal Government and the 

private sector.

NASA’s Plan is aspirational and will help facilitate 

an organizational culture that enables employees 

to contribute their talents, skills, and expertise to 

accomplish the NASA mission. The Plan focuses on 

equity in outreach and accountability for executives, 

managers, and supervisors while promoting and 

supporting a work environment where employees 

feel valued, respected, and included. It includes 

strategic objectives, performance goals, and performance measures for ensuring success in achieving 

the strategic goals. In addition, this Plan identifies 

key performance goals that the Agency has committed to achieving in FY 2022 and FY 2023. These key 

performance goals are:

• Ensure recruitment plans focus on underrepresented individuals and members of underserved 

communities and individuals with disabilities, 

utilizing the full potential of Special Emphasis 

Programs (SEPs) and Human Capital Strategic 

Planning. Launch strategic campaigns and 

initiatives to attract the best talent from a broad 

demographic of our society.

(Performance Goal 1.2.1)

• Build a diverse future STEM workforce by engaging students in authentic learning experiences 

with NASA’s people, content, and facilities. 

(Performance Goal 1.3.1)

• Implement a continuous pay equity assessment 

process. (Performance Goal 2.1.2)

• Implement a second NASA-wide AntiHarassment Campaign, with strategic communication from senior leadership and education and 

awareness opportunities for the entire workforce. 

(Performance Goal 2.3.1)

• Continue to ensure timely and effective accommodations for people with disabilities in accordance with all Federal and NASA requirements 

and DEIA objectives to ensure full participation of 

individuals with disabilities in all NASA programs 

and activities. (Performance Goal 3.2.2)

• By the fourth quarter of FY 2023, issue the 

first-ever NASA Procedural Requirements (NPR) 

on religious accommodation to ensure that all 

Executive Summary

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 4
Executive Summary

religious faiths and practices at NASA are treated 

inclusively. (Performance Goal 3.3.1)

• Execute a data acquisition, ingestion, and cataloging blitz of critical data sources into NASA’s 

Enterprise Data Platform (EDP) to address data 

gaps preventing DEIA analytics needed to ensure 

mission success and safety.

(Performance Goal 4.4.1)

• Develop and implement automated, analytic 

products centered around measuring demographic representation and trends, employee and 

customer feedback, promoting paid internships, 

partnerships and recruitment, professional development and advancement, training and learning, 

advancing equity for employees with disabilities, 

advancing equity for LGBTQIA+ employees, and 

pay equity. (Performance Goal 4.4.2)

Embedded in the DEIA Strategic Plan is NASA’s 

Workplace Safety and Harassment Prevention and 

Response Plan. This plan identifies existing policies, 

procedures, and programs focused on workplace 

safety and anti-harassment and identifies performance goals for improving such programs.

While NASA embraces DEIA, we know that challenges remain. Although NASA meets or exceeds 

the Federal STEM workforce and relevant civilian 

labor force diversity benchmarks for most STEM 

occupations, NASA employees and leadership 

agree that more attention must be paid to ensuring 

members of underrepresented and underserved 

communities have the opportunity and are encouraged to pursue careers in STEM, as well as experience equity and inclusion in the NASA and STEM 

workforce.

Challenges also remain in creating greater diversity 

at the top levels of the Agency. For example, Asian 

Americans and Pacific Islanders (AAPI) and Latinos 

and Hispanics in the NASA workforce account for 

a lower percentage of the Senior Executive Service 

(SES) compared to their overall representation. 

Women and minorities are underrepresented in 

various locations along the leadership pipeline.

Another challenge is that NASA’s DEIA assessment 

and Management Directive 715 (MD-715) analyses 

reveal several areas for which data analyses are 

lacking or data are not widely available. This lack 

of data analytics impacts NASA’s ability to leverage 

data in making decisions—one of the priority areas 

identified in E.O. 14035—particularly with regard to 

DEIA and workforce initiatives. The Agency plans 

to embark on an ambitious program to harness 

existing data systems, artificial intelligence, and 

machine learning to analyze DEIA-relevant data. 

These analytics will provide a baseline and insight 

as NASA improves measures of Agency progress 

towards the strategic goals articulated in this Plan.

Support of NASA’s DEIA vision will be the shared 

responsibility of all members of the NASA community. NASA continues to engage all Agency 

leadership and representatives from the workforce, 

including our Employee Resource Groups (ERGs), in 

the development and execution of this strategy.

NASA is aligning our DEIA Strategic Planning process with our Planning, Programming, Budgeting, 

and Execution (PPBE) process to ensure resource 

prioritization and allocation. NASA is taking an intentional approach to identify strategic goals, strategic 

objectives, and performance goals with the greatest 

value proposition. NASA will prioritize tactical 

implementation and allocate resources in alignment 

with priorities to achieve optimal outcomes.

NASA will use its DEIA governance structure and 

process to monitor and assess implementation 

progress and risk at a quarterly and annual 

cadence. NASA will continue to leverage its 

Baseline Performance Review (BPR) forum with its 

Executive Council to ensure continuous alignment 

with the Agency Strategic Plan per the Office of 

Management and Budget’s (OMB) Circular A-11 

requirements.

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 5
Executive Summary

Within 120 days of the issuance of NASA’s DEIA 

Strategic Plan, Center Offices of Diversity and Equal 

Opportunity (ODEO) and Mission Directorates will 

develop and submit their organization’s implementation plans to the Agency ODEO. Implementation 

plans shall use program management methods that 

invite broad Center-level participation by individuals, 

formal groups, organizations, and leaders, and 

ensure strategic alignment of programs, initiatives, 

and activities to NASA’s DEIA Strategic Plan; clear 

articulation and tracking of program milestones; and 

balanced and prioritized current (current fiscal year), 

deferred (next fiscal year), and future requirements 

(outyears).

In direct response to the shifting demographics in 

the United States (U.S.) and to ensure that NASA 

is positioned for “mission forward” success, the 

Agency has undertaken a progressive, visionary 

approach to DEIA strategic planning and the 

Agency-wide implementation of its established 

Plan. NASA recognizes the strategic business 

advantage of maintaining a diverse workforce and 

strongly believes that an inclusive environment is 

vital to individual and organizational performance, 

resulting in positive mission outcomes. NASA 

understands that demographic diversity, equity, 

inclusivity, and accessibility are critical to NASA’s 

ability to sustain its reputation as an industry leader 

and maintain competitive advantage in the global 

industry marketplace. NASA will use this Plan and 

the talents of all employees to ensure DEIA accountability to harvest creative ideas and innovations 

from our extraordinary, highly engaged, and valued 

workforce.

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 6
Introduction

The National Aeronautics and Space Administration (NASA) 

is America’s civil space program and the global leader in 

space exploration. The Agency has a diverse workforce of 

approximately 18,000 civil servants, and works with many contractors, 

academia, and international and commercial partners to explore, discover, and expand knowledge for the benefit of humanity. With an annual 

budget of $23.2 billion in Fiscal Year (FY) 2021, which is less than 0.5 

percent of the overall U.S. Federal budget, NASA supports more than 

312,000 jobs across the United States, generating more than $64.3 billion 

in total economic output (FY 2019).

At its 20 Centers and facilities across the country—including the only 

national laboratory in space—NASA studies the Earth, including its climate, the Sun, and the solar system and beyond. This includes research, 

testing, and development to advance aeronautics, including electric 

propulsion and supersonic flight. NASA also develops and funds space 

technologies that will enable future exploration and benefit life on Earth. 

NASA currently leads a Moon-to-Mars exploration approach, which 

includes working with U.S. industry, international partners, and academia 

to develop new technology to explore the universe.

NASA is pleased to publish its FY 2022–26 Diversity, Equity, Inclusion, 

and Accessibility (DEIA) Strategic Plan. This Plan outlines NASA’s 

approach to working toward Agency-wide DEIA growth and maturity over 

the next five years. This Plan is comprehensive and will help to facilitate 

an organizational culture that enables employees to contribute their 

talents, skills, and expertise to accomplish the NASA mission.

Our path forward directly aligns with Presidential Executive Order (E.O.) 14035, “Diversity, Equity, Inclusion, 

and Accessibility in the Federal Workforce,” which states, “As the Nation’s largest employer, the Federal 

Government must be a model for diversity, equity, inclusion, and accessibility, where all employees are 

treated with dignity and respect. Accordingly, Federal Government must strengthen our ability to recruit, 

hire, develop, promote, and retain our Nation’s talent and remove barriers to equal opportunity. It must also 

provide resources and opportunities to strengthen and advance diversity, equity, inclusion, and accessibility 

across the Federal Government.”

DEIA Vision Statement

NASA is recognized as a preferred employer and partner by 

public and private entities, where 

our employees respect and value 

diversity, equity, inclusion, and 

accessibility and are unified in 

achieving the mission of the 

Agency.

DEIA Mission Statement

 NASA achieves its mission by 

creating an environment that 

recognizes and appreciates all 

employees’ perspectives and 

talents, allowing everyone to 

reach their highest potential, and 

attracts and retains a diverse, 

highly capable workforce.

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 7
Introduction

NASA’s Plan focuses on equity in outreach and 

accountability for executives, managers, and 

supervisors, while promoting and supporting a 

work environment where employees feel valued, 

respected, and included. The Plan incorporates four 

strategic goals focused on: (1) Workforce diversity; 

(2) Workforce equity and inclusion (employee 

experience); (3) Accessibility and accommodation; 

and (4) DEIA integration into the NASA mission. 

Together, the four strategic goals build upon our 

current successes, which will help to achieve our 

vision as an important partner across the Federal 

Government and the private sector.

Additionally, embedded in these Strategic Goals 

is NASA’s Workplace Safety and Harassment 

Prevention and Response Plan. In particular, 

Strategic Objective 2.3 commits NASA to continue 

striving for safe and inclusive workplaces that 

address harassment, retaliation, and discrimination 

effectively at the earliest opportunity. Specifically, 

NASA plans to implement a second NASA-wide 

Anti-Harassment Campaign, with strategic communication from senior leadership and education and 

awareness opportunities for the entire workforce 

(Performance Goal 2.3.1).

At NASA, we strive to maintain a high-performing, diverse, and inclusive workforce. We do so 

by paying close attention to creating a sense of 

belonging and ensuring equity and full accessibility 

for all employees. This includes fostering a culture 

and environment where everyone feels able to 

contribute, share their views, and develop professionally. Our commitment is to a “people first” focus 

that will serve as a unifying effort to accomplish 

NASA missions.

This Plan requires broad collaboration and participation at all levels of leadership, organizations, 

and members of the NASA team. The Plan was 

developed with inputs from all NASA employees 

and organizations, including ODEO, the Office of 

the Chief Human Capital Management (OCHCO), 

the Office of Communications (OCOMM), and the 

Office of STEM Engagement (OSTEM), as well as 

Center DEIA councils and ERGs. NASA will use 

this Plan and the talents of all employees to ensure 

accountability for DEIA to harvest creative ideas and 

innovations from our extraordinary, highly engaged, 

and valued workforce.

Strategic

Goal

1

Workforce

Diversity

Strategic

Goal

3

Accessibility and 

Accommodation

Strategic

Goal

2

Workforce Equity

and Inclusion

(Employee

Experience)

Strategic

Goal

4

DEIA Integration into 

the NASA Mission

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 8
Diversity, Equity, Inclusion, and 

Accessibility Defined

Diversity The entire universe of differences and similarities.

Equity The consistent and systematic fair, just, and impartial treatment of all individuals, including individuals who belong to underserved communities*

 that have been historically 

denied such treatment, including Blacks and African Americans; Hispanics and Latinos; 

Indigenous, Native American, and Native Alaskan persons; Asian Americans, Native 

Hawaiians, and Other Pacific Islanders; other persons of color; members of religious 

groups; lesbian, gay, bisexual, transgender, queer/questioning, intersex, and asexual 

(LGBTQIA+) persons; persons with disabilities; persons who live in rural areas; and people 

otherwise adversely affected by persistent poverty or inequality.

Inclusion The full participation, belonging, and contribution of organizations and individuals.

Accessibility Providing accommodations and modifications to ensure equal access to employment and 

participation in activities, eliminating and reducing physical barriers to promote equitable 

opportunities, and ensuring every outward facing and internal activity or electronic space 

can be accessed by every person independently.

* The term “underserved communities” refers to populations sharing a particular characteristic, as well as geographic communities, that 

have been systematically denied a full opportunity to participate in aspects of economic, social, and civic life. Underserved communities include: people with disabilities; LGBTQIA+ individuals; individuals with limited English proficiency; older adults; people of color; 

individuals in rural communities; first-generation professionals, college students, and immigrants; formerly incarcerated individuals; 

persons adversely impacted by persistent poverty, discrimination, or inequality; women; individuals facing religious discrimination; 

veterans and military spouses; and parents, caregivers, and individuals facing pregnancy discrimination.

Based on the definitions in E.O. 14035, NASA’s definitions for diversity, equity, inclusion, and accessibility are 

intended to establish a shared understanding of these terms:

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 9
About NASA

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.

Safety

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

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

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

those assets that the Nation entrusts to the Agency.

Integrity

NASA is committed to maintaining an environment of 

trust, built upon honesty, ethical behavior, respect, 

and candor. Our leaders enable this environment 

by encouraging and rewarding a vigorous, 

open flow of communication on all issues, in 

all directions, among all employees without 

fear of reprisal. Building trust through ethical 

conduct as individuals and as an organization 

is a necessary component of mission success.

Teamwork

NASA’s most powerful tool for achieving mission 

success is a multidisciplinary team of diverse 

competent people across all NASA Centers. Our 

approach to teamwork is based on a philosophy that 

each team member brings unique experience and important 

expertise to project issues. Recognition of and openness to 

that insight improves the likelihood of identifying and resolving 

challenges to safety and mission success. We are committed to 

creating an environment that fosters teamwork and processes that 

support equal opportunity, collaboration, continuous learning, and 

openness to innovation and new ideas.

Excellence

To achieve the highest standards in 

engineering, research, operations, 

and management in support of 

mission success, NASA is committed 

to nurturing an organizational culture in which 

individuals make full use of their time, talent, and 

opportunities to pursue excellence in both the 

ordinary and the extraordinary.

Inclusion

NASA is committed to a culture of diversity, 

inclusion, and equity, where all employees feel 

welcome, respected, and engaged. To achieve 

the greatest mission success, NASA embraces 

hiring, developing, and growing a diverse and 

inclusive workforce in a positive and safe 

work environment where individuals 

can be authentic. This value will 

enable NASA to attract the best 

talent, grow the capabilities of the 

entire workforce, and empower 

everyone to fully contribute.

Safety

Excellence Teamwork

Inclusion Integrity

MISSION

SUCCESS

What We Value

Agency Vision, Mission, and Values

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 10
About NASA

DEIA at NASA

In direct response to the shifting demographics in 

the U.S. and to ensure that NASA is positioned for 

“mission forward” success, the Agency has undertaken a progressive, visionary approach to DEIA 

strategic planning and the Agency-wide implementation of its established plan. NASA recognizes 

the strategic business advantage of maintaining 

a diverse workforce and strongly believes that an 

inclusive environment is vital to individual and organizational performance, resulting in positive mission 

outcomes. NASA further understands that demographic diversity, equity, inclusivity, and accessibility 

are critical to NASA’s ability to sustain its reputation 

as an industry leader and maintain competitive 

advantage in the global industry marketplace.

DEIA Vision Statement

NASA is recognized as a preferred employer and 

partner by public and private entities, where our 

employees respect and value diversity, equity, inclusion, and accessibility and are unified in achieving 

the mission of the Agency.

DEIA Mission Statement

NASA achieves its mission by creating a work 

environment that recognizes and appreciates all 

employees’ perspectives and talents, allowing 

everyone to reach their highest potential, and by 

attracting and retaining a diverse, highly capable 

workforce.

State of the Agency

NASA is fully committed to DEIA for our entire 

workforce and all our workplaces. This means 

NASA prioritizes: reinforcing a culture in which our 

employees feel they can be authentic, welcomed, 

respected, included, and engaged; maintaining an 

environment where our employees consistently 

and systematically receive fair, just, and impartial 

treatment; and ensuring our employees can fully 

and independently access facilities, information and 

communication technology, programs, and services.

At NASA, we fully understand the critical importance and value of DEIA for our entire workforce. 

DEIA enables us to recruit and engage the best 

talent across the full spectrum of our society—with a 

variety of valuable skills, capabilities, perspectives, 

thinking, culture, and backgrounds. This strategically enables us to achieve superior performance, 

problem-solving, innovation, safety, and public 

service.

All NASA executives, managers, supervisors, and 

other employees are encouraged and expected 

to fully support DEIA for our workforce and workplaces, including our policies, programs, culture, 

facilities, technology, and all missions and operations. Doing so will enable all NASA organizations 

and individuals to maintain a transcendent focus 

on our common goals and to reinforce our connections—empowering us to work together as a team 

to best achieve our missions for the benefit of all 

human beings.

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 11
About NASA

The impact of DEIA programs and initiatives are 

evident as NASA has been ranked “The Best 

Place to Work in the Federal Government” for nine 

consecutive years, based on data from the U.S. 

Office of Personnel Management’s (OPM) Federal 

Employee Viewpoint Survey (FEVS). Additionally, 

NASA has been ranked the most inclusive agency 

in each of the seven past consecutive years. Our 

recent successes include:

• NASA Anti-Harassment Program: NASA’s 

Anti-Harassment Program (AHP) has been 

featured by the Equal Employment Opportunity 

Commission (EEOC) and the U.S. Commission 

on Civil Rights as a model AHP within the Federal 

Government. In FY 2021, NASA issued updated 

Agency anti-harassment procedures to enhance 

the AHP. Included among numerous enhancements to make the program even stronger, the 

procedures update NASA’s internal Agency policy to expand the definition of harassment under 

Agency policy pertaining to the NASA workforce 

and contractors. By broadening the definition 

of harassing conduct, the new policy enhances 

opportunities for all individuals to raise concerns 

regarding inequities in the workplace. Further, 

the expanded definition of harassment reinforces 

the Agency’s proactive approach and extends 

beyond legal compliance. NASA’s AHP procedures require immediate inquiry and prompt 

corrective action, and the Agency has achieved 

great success in augmenting a reporting culture, 

while promptly resolving an increased number 

of harassment instances without increasing the 

filing of subsequent formal Equal Opportunity 

Employment (EEO) complaints.

• NASA Disability Program: NASA has rigorous policies and procedures for processing 

Reasonable Accommodations for Individuals 

with Disabilities (IWD) and Individuals with 

Targeted Disabilities (IWTD). NASA is committed 

to providing timely and effective reasonable 

accommodations to the known physical or 

mental limitations of individuals (employees and 

job applicants) who meet the statutory definition 

of a qualified individual with a disability, unless 

to do so would cause undue hardship to the 

Agency. All ten NASA Centers have designated 

Disability Program Managers to process reasonable accommodation requests and provide 

technical assistance to employees, interns, managers, and supervisors in this area. This focus on 

outreach, hiring, inclusion, and accommodation 

has resulted in NASA’s achievement of Federal 

goals for employment of IWD and IWTD. Other 

recent accomplishments in this area include 

awarding an Agency-wide blanket-purchasing 

agreement for Personal Assistance Services in 

FY 2020 and holding a three-day Accessibility 

Conference for the entire NASA workforce in FY 

2021. The new purchasing agreement allows for 

greater efficiency and consistency in providing 

personal assistance services across the Agency.

• NASA Guidance for Supporting Gender 

Transition/Affirmation in the Workplace:

As part of NASA’s plan to prevent and combat 

discrimination on the basis of gender identity or 

sexual orientation, NASA engaged LGBTQIA+ 

ERGs across the Agency to develop a new NASA 

Guidance for Supporting Gender Transition/

Affirmation in the Workplace, which was issued 

in January 2022. The Guidance document provides a process for gender transitioning employees, a sample gender transitioning plan and best 

practices for supervisors and employees, among 

other critical information and guidance provided.

• Mission and Mission Support Directorate 

Activities: DEIA initiatives are found throughout 

NASA Mission and Mission Support Directorates. 

For example:

Office of STEM Engagement

NASA makes vital investments in STEM 

engagement, building a diverse national 

workforce prepared to address challenges in 

STEM, leveraging activities such as the OSTEM 

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 12
About NASA

internship program. NASA internships are 

competitive awards that provide unique NASArelated research and operational experiences for 

higher education students—experiences that can 

help them advance their careers in STEM. These 

opportunities serve students by integrating 

interns with career professionals, emphasizing 

mentor-directed, degree-related tasks, and 

contributing to the operation of a NASA facility or 

the advancement of NASA’s missions. A comparison of the demographics of NASA’s interns to 

both the U.S. STEM workforce and the Federal 

STEM workforce suggests that the percentage 

of American Indians and Alaska Natives, Asians, 

Native Hawaiians, and Other Pacific Islanders, 

and Blacks or African Americans is greater 

among NASA’s summer interns than that in the 

U.S. and Federal STEM workforce populations. 

Further, preliminary data regarding the NASA 

OSTEM Summer Internship Program suggests 

that, for most race/ethnicity groups, the number 

of both applicants and selections from most 

groups increased between 2020 and 2021.

Marshall Space Flight Center (MSFC) 

Engineering Directorate (ED) Hiring Initiative

In 2020, the MSFC ED launched a strategic 

initiative to cultivate a more diverse and inclusive 

workforce, drawing from the full diversity of 

the Nation and advancing EEO. This initiative 

improved hiring outcomes—driven by dedicated 

resources, strategic planning, goal setting, and 

evaluation. ED leadership’s commitment to DEIA 

requires leaders to rethink how they do recruitment and hiring, which includes working across 

traditional silos (e.g., OCHCO, OSTEM, ODEO), 

identifying and collaborating with minority-serving institutions, challenging long-held assumptions and processes, and demonstrating a 

willingness to try new approaches by leveraging 

new hiring authorities and time-limited appointments. For example, MSFC uses a data-driven 

approach to identify and establish partnerships 

with minority-serving institutions to build a more 

diverse pipeline. This approach challenges past 

assumptions and embeds accountability and 

transparency in functional teams. While MSFC 

ED leadership implement strategic planning and 

processes to improve overall diversity, they also 

recognize a need for continuous improvement 

to incorporate DEIA into organizational planning, 

norms, and values and as a priority to improve 

culture. MSFC ED continues to take proactive 

steps to increase and enhance diversity in 

MSFC’s workforce by strategically seeking and 

hiring a talented, diverse workforce to accomplish our mission.

Gender-Neutral Restrooms

Several NASA Centers have converted or have 

plans to convert both single- and multi-stall 

restrooms to gender-neutral restrooms to 

provide adequate facility access to all employees, contractors, interns, and visitors that have 

adequate facility access, including individuals 

who are or identify as non-binary, transgender, 

and transitioning. NASA will continue to address 

this in its DEIA Plan.

The MSFC Blueprint to Reinforce Inclusivity 

and Diversity to Gain Equity (BRIDGE)

This program serves as the DEIA Council 

for MSFC. Previously called the “MD-715 

Champions,” BRIDGE has served MSFC since 

2015. The Deputy Center Director serves as 

the Executive Chairperson, with the Directors 

of the Office of Human Resources (OHR) and 

ODEO serving as co-lead sponsors. Comprising 

employees from each MSFC organization, 

an ERG representative, and ODEO’s Special 

Emphasis Program Managers (SEPMs), BRIDGE 

Champions are change agents for MSFC’s EEO 

strategic objective of equal employment through 

“Every Action, Every Day” initiatives and measures. These stakeholders play a vital role in the 

execution of the Center’s strategies and actions 

related to the EEOC Management Directive 715 

(MD-715).

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 13
About NASA

The BRIDGE Champions advocate and reinforce 

DEIA at MSFC by supporting the initiatives and 

objectives of OHR and ODEO, Executive Orders, 

MD-715, the Disability Employment Program, 

Diversity and Inclusion Plans, Special Emphasis 

Programs (SEPs), and ERGs. The Champions 

conduct root cause analyses and foster an inclusive culture that provides pathways for recruitment, employment, and career success aligning 

with NASA’s mission and goals. This provides 

an opportunity for more people to contribute to 

the EEO program, making NASA one of the best 

places to work.

Science Mission Directorate (SMD) Inclusion, 

Diversity, Equity, and Accessibility (IDEA) 

Learning Curriculum

SMD has provided a multipronged internal 

learning curriculum for staff to engage in conversation and increase awareness on DEIA topics 

and applications to daily work. SMD organizes a 

monthly conversation series addressing fundamental topics such as cultural competency, 

psychological safety, bias, power dynamics, 

intersectionality, and microaggressions. Monthly 

conversations typically have 50 staff members 

attend per session. Additionally, approximately 

150 SMD personnel have completed an anti-racism workshop series and an additional workshop 

is being planned.

SMD’s Anonymous Feedback Form

SMD effectively developed an internal anonymous feedback form to enable all SMD personnel to provide input on furthering inclusion 

and belonging at SMD. Anonymous feedback is 

reviewed regularly by members of SMD’s internal 

IDEA Working Group and comments are shared 

with owners/stakeholders to be addressed 

* As noted in NASA’s MD-715 report and DEIA assessment, women account for 31.2 percent of NASA Physical Scientists (job series 

1301) yet are 43.4 percent of Physical Scientists in the RCLF. Similarly, AAPI make up 13.2 percent of Physical Scientists at NASA, but 

account for 16.4 percent of such positions in the relevant civilian labor force (RCLF) (individuals in the civilian labor force in occupations 

equivalent to occupations in the Federal Government). In addition, AAPI account for 7.1 percent of General Engineers (job series 0801) 

compared to 12.1 percent in the RCLF. Further, Blacks and African Americans account for just 1.5 percent of NASA Space Scientists 

(job series 1330), though they are 3.6 percent of Space Scientists in the RCLF. (Additional research is required to determine if these 

differences are statistically significant.) In other STEM positions and professional administrative positions, women and minorities meet 

or exceed the RCLF.

accordingly. The feedback form has increased 

opportunity for bi-directional communication 

with personnel, where minimal channels existed 

previously for consistent anonymous input from 

the workforce.

Despite NASA’s successes in these areas, challenges to ensuring DEIA remain. Three such challenges are:

• Diversity in STEM Occupations: Although 

NASA meets or exceeds the Federal STEM 

workforce and relevant civilian labor force diversity benchmarks for most STEM occupations,*

NASA believes that more attention must be paid 

to ensuring members of underrepresented and 

underserved communities have the opportunity 

and are encouraged to pursue careers in STEM 

and experience equity and inclusion in the NASA 

and STEM workforce. To that end, the NASA 

DEIA Strategic Plan identifies several strategic 

objectives and actions to address DEIA in STEM 

fields and in the NASA workforce.

• Leadership Pipeline: Challenges remain in 

creating greater diversity at the top levels of the 

Agency. Asian Americans and Pacific Islanders 

(AAPI) and Latinos and Hispanics in the NASA 

workforce account for a lower percentage of the 

SES compared to their overall representation. 

Overall, women and minorities are underrepresented in various locations along the leadership 

pipeline, including in grades GS-14 and GS-15 

and in supervisory, senior level (SL), and senior 

scientific and professional (ST) positions.

NASA believes that greater attention must be 

paid to the pipeline leading to the top levels 

of leadership. Among the actions identified 

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 14
About NASA

to address this challenge are a greater focus 

on formal and informal education programs, 

including leadership development, mentoring, 

and coaching for employees. For managers and 

supervisors, there should be greater focus on 

training as well, in areas such as implicit bias 

and workforce diversity. Finally, the process of 

selecting top leaders can be updated to better 

reflect DEIA principles and practices. These 

efforts are incorporated into NASA’s DEIA 

Strategic Plan.

• Data Analytics Capability: NASA’s DEIA 

assessment and MD-715 analyses revealed 

several areas for which data analyses are lacking 

or data are not widely available. This lack of data 

analytics impacts NASA’s ability to leverage data 

in making decisions—one of the priority areas 

identified in E.O. 14035—particularly regarding 

DEIA and workforce initiatives. Leveraging 

NASA’s work in digital transformation and data 

analytics, the Agency will embark on an ambitious program to harness existing data systems, 

artificial intelligence, and machine learning to 

analyze DEIA-relevant data. These analytics will 

provide a baseline and insight as NASA better 

measures Agency progress towards the strategic 

goals articulated in this Plan.

DEIA Implementation

The NASA Associate Administrator (AA) for Diversity 

and Equal Opportunity serves as NASA’s Chief 

Diversity Officer. Support of NASA’s DEIA vision will 

be the shared responsibility of all members of the 

NASA community. The specific DEIA Strategic Goals 

and Objectives actions in this Plan will be implemented by the organizations responsible for the 

related functions later identified in this document. 

NASA will continue to engage all Agency leadership 

and representatives from the workforce, including 

our ERGs, in the development of this Strategy. As 

discussed below, Center and organizational implementation plans will be built with this framework in 

mind to address their specific concerns.

Governance/Roles and Responsibilities

NASA established a robust and inclusive governance structure (FIGURE 1) used in the development, 

review, adjudication, and approval of NASA’s DEIA 

Strategic Plan. Due to the geographic and organizational distribution of NASA’s workforce, the 

need to include perspectives and feedback through 

both formal and informal channels is critical to 

ensure NASA’s Strategic Plan represents a holistic 

approach, while being aspirational in nature.

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 15
About NASA

Agency-wide Implementation

The goals and priorities outlined in this NASA DEIA 

Strategic Plan serve as a roadmap to maximize 

positive change at NASA. We embrace a holistic 

approach to diversity, equity, inclusion, and accessibility and will continue to work toward an environment where all employees feel valued and share a 

sense of belonging. As such, the implementation 

of NASA’s DEIA Strategic Plan will be monitored to 

ensure our efforts from FY 2022 to FY 2026 continually improve how we recruit, hire, develop, maintain, 

retain, and include a highly skilled, diverse, and 

mission-focused workforce.

The current constraints on budget and staffing 

resources present a challenge impacting NASA’s 

ability to prioritize and sustain service levels and to 

innovate in DEIA programs and initiatives. Additional 

resources will be critical to enable NASA’s sustained 

dedication and success in the implementation of the 

Administration’s DEIA priorities, as well as continuing to reinforce a culture of employee engagement 

and unity that will empower NASA’s DEIA policies, 

programs, and activities. Despite the challenge 

posed by resource limitations, NASA is fully committed to DEIA as a mission imperative and strategic 

priority. To this end, NASA is taking a very intentional approach to identify strategic goals, strategic 

objectives, and performance goals with the greatest 

value proposition. NASA will prioritize tactical 

implementation and allocate resources in alignment 

with priorities to achieve optimal outcomes.

FIGURE 1. DEIA Governance Structure

NASA Administrator 

Suite (“A-Suite”)

n Decision authority on NASA DEIA Strategic Plan

n Addresses DEIA topics recommended by AA/ODEO or DEIA Committee on a regular basis

Associate Administrator 

for the Office of 

Diversity and Equal 

Opportunity

n Member of Federal-wide Chief Diversity Officer (CDO) Council

n AA/ODEO leads NASA internal DEIA efforts and reports to the Administrator and Deputy 

Administrator on all NASA DEIA matters

NASA DEIA Committee

n Inform, advise, and support AA/ODEO on DEIA

n Facilitate senior leadership commitment to DEIA and inclusive engagement across NASA

n Coordinate and integrate DEIA information, inputs, best practices, etc.

NASA ODEO at 

Headquarters

n Leverages partnerships with OCHCO and OSTEM

n Engages Mission Directorates, Center ODEOs, NASA DEIA Committee, Executive Council

n Develops and coordinates a NASA DEIA Strategic Plan

n Oversees NASA DEIA Strategic Plan implementation, performance, and assessments

Center ODEO Teams n Steer, coordinate, integrate, and collaborate with Center ERGs, Center DEIA Councils, and 

other Center employees

n Inform and advise policy, strategy, and implementation

n Develop and execute Center DEIA Implementation Plans

Center DEIA Councils

Center ERGs

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 16
About NASA

Synchronizing NASA’s DEIA Efforts with the 

Planning, Programming, Budgeting, and 

Execution (PPBE) and Leveraging NASA’s 

Program and Project Management Core Skills

NASA has assigned ODEO to lead internal Agency 

DEIA program responsibilities and activities. In 

FY 2022, the total number of full-time employees 

(FTE) in ODEO is 74. The current budget supporting 

DEIA is $14.842 million, which includes labor and 

procurement. To ensure NASA’s DEIA Strategic 

Plan and its activities are appropriately funded, 

NASA’s ODEO will align the DEIA strategic planning 

and execution process with the Agency’s Planning, 

Programming, Budgeting, and Execution (PPBE) 

process (FIGURE 2). NASA will also leverage its DEIA 

data analytics capability to provide the requisite 

reporting and analytics to support the assessment 

of “Are we doing what we said we would do?” 

(inputs and outputs), and “Are we getting what we 

expected?” (outcomes).

Implementation Plans

Within 120 days of the issuance of NASA’s DEIA 

Strategic Plan, Center ODEO offices and Mission 

Directorates will develop and submit their organization’s implementation plans to the Agency 

ODEO. Implementation plans shall use program 

management methods that invite broad Center-level 

participation by individuals, formal groups, organizations, and leaders, and ensure:

• Strategic alignment of programs, initiatives, and 

activities to NASA’s DEIA Strategic Plan.

• Clear articulation and tracking of program 

milestones.

• Balanced and prioritized current (current fiscal 

year), deferred (next fiscal year), and future 

(outyear) requirements.

• Resource requirements and budget phasing 

plans are accurately estimated in support of 

current, deferred, and future requirements.

• Appropriate risk management is applied in 

prioritizing and executing requirements.

• Performance goals, measures, and targets are 

formulated that align to and support the performance goals in NASA’s DEIA Strategic Plan.

NASA will use its DEIA governance structure and 

process to monitor and assess implementation 

progress and risk at a quarterly and annual 

cadence. NASA will also continue to leverage its 

Baseline Performance Review (BPR) forum and process with its Executive Council to ensure continuous 

alignment with the Agency Strategic Plan per the 

Office of Management and Budget’s (OMB) Circular 

A-11 requirements.

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 17
About NASA

FIGURE 2. DEIA Strategic Management and Performance Assessment Framework Synchronizing with the PPBE Process

PLANNING PROGRAMMING

Budget Execution, Performance Assessment, Risk Management, Strategic Assessment

BUDGETING

Strategic Planning Requirements Development

NASA DEIA Analytic Capability

Implementation Planning

PLANNING EXECUTION

Strategic

Goals Programs

Strategic

Objectives

Performance

Goals

Investment and 

Tradeoff Analyses

n Financial

n Schedule

n Performance 

Targets

n Risk

n Laws, Regulations, 

and Policy

n Stakeholder 

and Customer 

Feedback

Implementation

Plan Content

n Strategic Alignment

n Program Milestones

n Current, Deferred, and 

Future Requirements

n Resource 

Requirements

n Budget Phasing Plans

n Risk Assessments

n Performance Goals, 

Measures, and Targets

NASA Internal

n Office of the Administrator

n Office of Diversity and Equal Opportunity and 

NASA Center EO Offices

n Office of STEM Engagement

n Employee Affinity Groups and ERGs

n Mission Directorates and Mission Support 

Directorate

n Chief Human Capital Officer

n Chief Information Officer and Chief Data Officer

n Chief Financial Officer

n Office of Procurement and Office of Small 

Business Programs

Internal – NASA Systems/Data Sources

n NASA STEM Gateway

n NASA Solicitation and Proposal Integrated 

Review and Evaluation System (NSPIRES)

n Procurement for Public Sector (PPS) System

n Personnel System

n Payroll System

n EEO Complaints/Case Management System

n Learning Management Systems

n Internal NASA Surveys (e.g., Pulse surveys)

n Employee Exit Surveys

External – Federal Agency Systems/

Data Sources

n System for Award Management (SAM)

n Electronic Subtracting Reporting System (eSRS)

n OPM Fedscope

n OPM USA Staffing

n OPM USA Jobs

n OPM Federal Employee Viewpoint Survey (FEVS)

n Bureau of Labor and Statistics

n Occupational Employment Statistics

n Occupation Profiles

n U.S. Census – American Community Survey

Key Data Acquisition Pipelines Data Management Analytic Applications Stakeholders/Customers

NASA External

n Executive Office of the President

n Office of Management and Budget

n Office of Personnel Management

n Equal Employment Opportunity Commission

n U.S. Small Business Administration

n Other Federal Agencies

n Colleges and Universities

n Affinity Groups, Organizations, and Advisory 

Councils

n Underserved Communities

National Aeronautics and 

 Space Administration

www.nasa.gov

NASA Strategic Action Plan

forDiversity,Equity, Inclusion, &Accessibility

D R A F TFiscal Years 2022–26

NASA 

Center 

ODEO Mission 

Directorates

Employee 

Resource 

Groups

Special 

Emphasis 

Programs Data 

Analytics 

Program

Automated 

Reporting

Common Data Models/Data Lineage

Data Quality Assessments

Data Acquisition Automation

Dashboards & 

Scorecards

Decision

Support

Policy 

Assessment

Process 

Improvement

Predictive

Models

Revised Strategic Goals/Objectives

Performance Goals/Measures

DEIA and EEO Analytics

and Reporting

Performance Assessments

Stakeholder Feedback

Program and Risk Assessments

Policy Assessments

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 18
NASA’s approach to DEIA reflects 

the requirements set forth in E.O. 

14035 on Diversity, Equity, Inclusion, 

and Accessibility in the Federal Workforce and 

requirements for Federal agencies identified by 

the OMB, OPM, and EEOC. The Plan also reflects 

NASA’s EEO Program goals; NASA Safety Culture; 

NASA’s Future of Work planning; input from NASA’s 

Mission Directorates, Mission Support Directorates, 

employees, and ERGs; and the NASA Strategic 

Plan. The DEIA Plan focuses on four strategic goals: 

workforce diversity, workforce equity and inclusion, 

accessibility and accommodation, and integration of 

DEIA into the NASA mission.

Methodology

This Plan addresses the requirements of E.O. 

14035 and incorporates the relevant principles 

and priorities of the Government-Wide Strategic 

Plan to Advance Diversity, Equity, Inclusion, and 

Accessibility in the Federal Workforce. To develop 

the strategic objectives, performance goals, performance measures, and actions identified below, 

planning sessions were held with NASA’s Executive 

Council and NASA Mission Directorates and Mission 

Support Directorate. Feedback from the NASA 

DEIA Council, Center DEIA Councils, and ERGs was 

incorporated. In addition, all NASA employees were 

invited to review the strategic goals and objectives 

via the NASA’s intranet site and the Agency crowdsourcing tool “NASA@Work.”

This Plan focuses on alignment with and strategic 

integration of a variety of key resources and documents reflecting the Administration’s and NASA’s 

DEIA priorities. These include:

• The Government-wide DEIA Plan. The 

Government-wide Plan includes four “roadmaps” 

for diversity, equity, inclusion, and accessibility; 

refers to a maturity model for achieving DEIA; 

and requires agencies to create safe and inclusive work environments that strive to be free of 

harassment. NASA followed the Governmentwide Plan’s “roadmaps” in establishing its 

strategic goals and created a separate strategic 

objective devoted to safety and inclusion in a 

work environment free of harassment. Further, 

NASA used the maturity model scorecard 

provided by OMB as a baseline and to identify 

key priorities for the Plan.

DEIA Framework

Strategic

Goal

1

Workforce

Diversity

Strategic

Goal

3

Accessibility and 

Accommodation

Strategic

Goal

2

Workforce Equity

and Inclusion

(Employee

Experience)

Strategic

Goal

4

DEIA Integration 

into the NASA 

Mission

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 19
DEIA Framework

• The President’s Management Agenda. 

NASA’s Plan also aligns with the President’s 

Management Agenda, which calls for a “workforce [that] is strong, empowered, and wellequipped to effectively deliver for the public 

... a workforce—at every level—that looks like 

America.” NASA relies on these requirements as 

foundational aspects of its DEIA Plan, including 

strategic goals and objectives that specifically 

address these requirements.

• Other Recent DEIA-related Executive Orders.

For example, the NASA Plan aligns with E.O. 

13988, Preventing and Combating Discrimination 

on the Basis of Gender Identity and Sexual 

Orientation, and includes a performance goal, 

actions, and measures relating to the issuance 

of policy focused on the LGBTQIA+ community, including newly updated guidance for the 

workforce on gender transitioning. These actions 

are also included in NASA’s Gender Equity 

Action Plan.

• Management Directive 715. NASA’s DEIA Plan 

aligns with the EEO requirements of MD-715, 

which requires Federal agencies to conduct 

annual self-assessments of their EEO posture 

and efforts to analyze, mitigate, or eliminate 

barriers to EEO.

* The Maturity Model is a tool for agencies to consider employing to assess the effectiveness of DEIA within their workforce policies 

and culture. This DEIA Maturity Model supports agencies in effectively building an infrastructure for DEIA within their organization to 

improve efficiency, effectiveness, and equity within their workforce. The model can be adopted or adapted to meet an agency’s unique 

structure and needs. It can be used to measure the “maturity” of a program based on the following levels: (1) Foundational Capacity, 

(2) Advancing Outcomes, and (3) Leading and Sustaining.

• DEIA Assessment. This Plan incorporates 

the findings and recommendations included in 

NASA’s DEIA assessment required by E.O. 14035 

and submitted to OMB in October 2021, as well 

as OMB’s analysis of NASA’s efforts using the 

DEIA Maturity Model.*

• NASA Strategic Plan. Finally, the NASA DEIA 

Strategic Plan is aligned with the Agency’s 

Strategic Plan, which includes performance 

goals relating to DEIA within the workforce. 

Specifically, both plans require conducting DEIA 

barrier analyses and measuring employees’ perceptions around DEIA in the work environment.

In addition, NASA employed the Federal performance framework outlined in OMB circular A-11.

Assessing Progress

NASA will assess its performance in implementing 

this Plan on a quarterly basis and will report its 

progress annually. Regular updates will be provided 

at Agency meetings, such as meetings of the 

NASA DEIA Council and NASA’s monthly Baseline 

Performance Review meetings. In addition, Centerlevel plans will be developed, and progress will be 

assessed at the Center level.

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 20
Strategic Objectives

3.1 Accessibility

3.2 Reasonable 

Accommodation 

for Individuals with 

Disabilities

3.3 Religious 

Accommodation

Strategic Objectives

4.1 Strategic 

Communication

4.2 Accountability

4.3 Agency Systems and 

Operations

4.4 NASA DEIA Data 

Analytics Capability

The NASA DEIA Strategic Plan identifies actions 

to advance DEIA in the workforce and enables the 

continued identification and removal of barriers to 

DEIA. This Plan aligns with requirements and guidance specified in E.O. 14035 and the Governmentwide Plan to Advance DEIA in the Federal 

Workforce, issued in November 2021. Further, the 

Plan leverages OMB Circular A-11, Part 6, Federal 

Performance Framework, to synchronize with 

NASA’s budget process, Agency Strategic Plan, and 

Human Capital Operating Plan. This Plan reflects 

inputs from both leadership and the workforce.

The Plan consists of four Strategic Goals, aligned 

with the focus areas identified in E.O. 14035 and 

the Government-wide DEIA Plan. For each strategic 

goal, NASA has identified Strategic Objectives and 

Performance Goals. Among those, NASA selected 

eight Key Performance Goals (KPGs). KPGs are 

performance goals that NASA has determined are 

of strategic importance and that can be achieved in 

FY 2022 and FY 2023. Performance Measures and 

Actions have been identified for the Strategic Goals 

and the KPGs (see TABLE 1).

DEIA Strategic Goals, Strategic 

Objectives, and Performance Goals

Strategic Goals and Objectives

NASA’s Strategic Goals and Objectives for DEIA are:

Strategic

Goal

1

Workforce

Diversity

Strategic

Goal

3

Accessibility and 

Accommodation

Strategic

Goal

2

Workforce Equity

and Inclusion

(Employee

Experience)

Strategic

Goal

4

DEIA Integration into 

the NASA Mission

Strategic Objectives

1.1 Outreach and 

Stakeholder 

Engagement

1.2 Talent Acquisition

1.3 Internships

1.4 Measure and 

Assess Workforce 

Demographics across 

the Employee Lifecycle

Strategic Objectives

2.1 Equity and Equal 

Employment 

Opportunity

2.2 Inclusion, Intersectionality, Community, and 

Communication

2.3 Safe and Inclusive 

Work Environments 

Free of Harassment, 

Retaliation, and 

Discrimination

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 21
DEIA Strategic Goals, Strategic Objectives, and Performance Goals

The NASA DEIA Strategic Plan is in alignment with E.O. 14035 as follows:

Executive Order 14035 Focus Areas Alignment with NASA DEIA Strategic Plan

Data Analytics Strategic Objective 1.4, Strategic Objective 4.4

Promoting Paid Internships Strategic Objective 1.3

Partnerships and Equitable Recruitment Strategic Objective 1.1, Strategic Objective 1.2

Professional Development and Advancement/Training and Learning Strategic Goal 2

Advancing Equity for Employees with Disabilities Strategic Goal 3

Advancing Equity for LGBTQIA+ Employees Strategic Goal 2, Performance Goal 2.2.3

Pay Equity Strategic Objective 2.1

Safe and Inclusive Workplaces Strategic Objective 2.3

Further, NASA has identified the following high-level outcome measures for each of the Strategic Goals:

Greater employee diversity across the entire 

employment lifecycle (e.g., recruitment, hiring, 

promotions, retention), including increased 

representation of underrepresented individuals and underserved communities.

Recruit, hire, and retain a diverse 

group of employees to secure a 

high-performing workforce drawn 

from all segments of American 

society.

Positive employee viewpoints on the work 

environment (e.g., fairness, openness, cooperation, support, and engagement) indicated on 

surveys such as the FEVS.

Cultivate a work environment that 

encourages collaboration, flexibility, 

impartiality, and fairness to enable 

individuals to contribute to their full 

potential and further retention.

Continuous improvement to ensure full 

accessibility and provide timely and effective 

accommodations to advance equity for all 

employees.

Design, construct, develop, and 

maintain facilities, technology, 

programs, and services so that all 

people, including people with disabilities and of all religions, can fully and 

independently use them.

NASA integrates DEIA into its decision-making, governance, mission, and goals; sustains 

it’s DEIA efforts; and is a leader in DEIA.

Implement structures and strategies 

to equip leaders with the ability to 

manage diversity, be accountable, 

measure results, refine approaches 

based on data, and institutionalize a 

culture of inclusion.

Strategic Goal Intended Outcome

Strategic

Goal

1

Workforce

Diversity

Strategic

Goal

3

Accessibility and 

Accommodation

Strategic

Goal

2

Workforce Equity

and Inclusion

(Employee

Experience)

Strategic

Goal

4

DEIA Integration 

into the NASA 

Mission

NASA identified additional performance measures based on the DEIA Maturity Model (see APPENDIX A).

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 22
DEIA Strategic Goals, Strategic Objectives, and Performance Goals

Key Performance GoalsNASA identified a set of KPGs that will be priorities for FY 2022-23, some of which are dependent upon sufficient and/or additiTABLE 1. Initial Performance Measures and Actions were identified consistent with the OMB A-11, Part 6, Federal Performance TABLE 1. Key Performance Goals, Performance Measures, and Actions

Performance Key Goals(* = dependent on additional funding) Performance Measures Actions Lead Office Performance Goal 1.2.1: Ensure recruitment plans focus on underrepresented 

individuals and members of underserved communities and individuals with disabilities, utilizing the full potential of SEPs and Human Capital Strategic Planning. Launch strategic campaigns and initiatives to attract the best talent from a broad demographic of our society.

1.2.1: Percent of recruitment plans/strategies that include outreach to underserved 

communities.

• Analyze recruitment and labor market 

information to connect recruitment efforts with underserved communities.

OCHCO 

*Performance Goal 1.3.1: Build a diverse 

future STEM workforce by engaging students in authentic learning experiences with NASA’s people, content, and facilities.

1.3.1.1: Number of significant, direct student awards in higher education provided to (1) students across all institutional categories and levels (as defined by the U.S. Department of Education); (2) racially or ethnically underrepresented students, (3) women, and (4) persons with disabilities at percentages that meet or exceed the national enrolled percentages for these populations, as determined by the most recent, publicly available data from the U.S. Department of Education’s National Center for Education Statistics for a minimum of two of the four categories.

• Develop a joint strategy for Agency 

internships by conducting a comprehensive analysis of the Intern Life Cycle to develop and implement the design of an impactful and integrated internship experience for participants and stakeholders (by the end of FY 2022).

• Conduct Career Readiness Assessment 

of career NASA STEM professionals who had a NASA internship.

• Conduct comprehensive analysis of the 

OSTEM and OCHCO (Pathways) internship programs.

• Implement redesigned internship program (by FY 2025).

OSTEMOCHCO

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 
DEIA Strategic Goals, Strategic Objectives, and Performance Goals

Performance Key Goals(* = dependent on additional funding) Performance Measures Actions Lead Office *Performance Goal 2.1.2: Implement 

a continuous pay equity assessment process.

2.1.2.1: Pay equity process assessment is conducted.2.1.2.2: Pay equity process is implemented.2.1.2.3: Number of pay equity statistics showing no areas of concern.

• Conduct an Agency-wide Pay Equity 

Study (by December 2022).

OCHCO 

Performance Goal 2.3.1: Implement a second NASA-wide Anti-Harassment Campaign, with strategic communication from senior leadership and education and awareness opportunities for the entire workforce.

2.3.1.1: Launch NASA-wide Campaign with Message/video from Administrator.2.3.1.2: Continue campaign with Agency-wide training for the workforce — training of 100 percent of managers and supervisors in first year.2.3.1.3: Percentage increase in positive responses to FEVS questions on anti-harassment and proactive leadership and safety hazards question.

• Complete an Agency-wide anti-harassment self-assessment to identify barriers 

to program enhancement, including review of all relevant internal policies and procedures.

• Implement promising practices with 

specific milestones for attainment, including but not limited to: embedding an anti-harassment and safety emphasis at every level and ensuring leadership engagement in harassment prevention and response efforts and conducting preliminary climate surveys to assess harassment and safety issues.

ODEO 

Performance Goal 3.2.2: Continue to ensure timely and effective accommodations for people with disabilities in accordance with all Federal and NASA requirements and DEIA objectives to ensure full participation of individuals with disabilities in all NASA programs and activities.

3.2.2.1: Percentage of cases that meet the 30-day timeframe in NASA policy (NASA Procedural Requirement (NPR) 3713.1C, 2019) for resolution of accommodation requests for individuals with disabilities and religious accommodations requests and implementing practices to improve efficiencies.3.2.2.2: Percentage of supervisors and managers trained in reasonable accommodation.3.2.2.3: Percentage of NASA employees training in reasonable accommodation.3.2.2.4: Number of reasonable accommodations (RA) provided during recruitment phase 

and all stages of employee lifecycle, including interviews, training, etc.

• Implement an enterprise-wide Sign 

Language Interpreter contract vehicle (in FY 2022).

• Provide reasonable accommodation 

training to supervisors.

• Ensure information regarding requesting 

reasonable accommodation is consistently provided and that a consistent process is followed during the recruiting/hiring phase.

• Leverage government and industry best 

practices and technology to ensure NASA employees have the best accommodation available for mission and safety assurance.

ODEO/OCHCOAll NASorganiztions

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 
DEIA Strategic Goals, Strategic Objectives, and Performance Goals

Performance Key Goals(* = dependent on additional funding) Performance Measures Actions Lead Office Performance Goal 3.3.1: By 4QTR FY 2023, issue first-ever NPR on religious accommodation to ensure that all religious faith and practice at NASA is treated inclusively.

3.3.1.1: By 4QTR FY2023, issue NPR on religious accommodation. • Develop and issue NPR on religious accommodation (by the end of FY 2023). ODEO 

* Performance Goal 4.4.1: Execute a data acquisition, ingestion, and cataloging blitz of critical data sources into NASA’s Enterprise Data Platform (EDP) to address data gaps preventing DEIA analytics needed to ensure mission success and safety.

4.4.1.1: Number of critical internal NASA data sources identified.4.4.1.2: Number of critical internal NASA data sources acquired, ingested, catalogued, and in a production-ready state in EDP.4.4.1.3: Number of critical external NASA data sources identified.4.4.1.4: Number of critical external NASA data sources acquired, ingested, catalogued, and in a production-ready state in EDP.

• Identify key data sources new data 

collection, both internal and external to NASA, to support DEIA analytics and reporting requirements.

• Create a DEIA data architecture that links 

data requirements to analytic questions and strategic and operational decisions. Identifying gaps in data elements and data standards that NASA can mitigate internally as well as communicate data gaps to OMB, OPM, and other external data stewards to help address.

ODEO/OCHCO

* Performance Goal 4.4.2: Develop and implement automated, analytic products centered around Measuring Demographic Representation and Trends, Employee and Customer Feedback, Promoting Paid Internships, Partnerships and Recruitment, Professional Development and Advancement, Training and Learning, Advancing Equity for Employees with Disabilities, Advancing Equity for LGBTQIA+ Employees, and Pay Equity.

4.4.2.1: Number of Enterprise Data Platform analytic products at prototype stage.4.4.2.2: Number of Enterprise Data Platform analytic products at initial operating capability.4.4.2.3: Number of Enterprise Data Platform analytic products at final operating capability.4.4.2.4: Average number of frequent users per application.4.4.2.5: Average usage (hours/month) per application.

• Establish a technical infrastructure and 

implement industry best-practice analytic tools to be able to exploit the benefits of cloud-based, big-data analytics.

• Implement meaningful analytic products, 

dashboards, and models, aligned to NASA’s internal and external stakeholder and customer needs to improve decision making, encourage data sharing, and improve accountability.

OCIO/ODEO/OCHCO

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 
DEIA Strategic Goals, Strategic Objectives, and Performance Goals

Strategic Objectives and Performance Goals

The Strategic Objectives and Performance Goals for each Strategic Goal are outlined on the following 

pages. Key performance goals are identified with a star (★). See APPENDIX C for performance measures and 

actions identified for all strategic objectives.

Strategic Goal 1: Workforce Diversity

Strategic Goal 1, Workforce Diversity, comprises four strategic objectives aligns with the E.O. 14035 

focus areas of data analytics, paid internships, and partnerships and equitable recruitment as well as the 

Government-wide Plan’s roadmap for diversity.*

Executive Order 14035 Focus Areas Alignment with NASA DEIA Strategic Plan

Data Analytics Strategic Objective 1.4 (also see Strategic Objective 4.4)

Promoting Paid Internships Strategic Objective 1.3

Partnerships and Equitable Recruitment Strategic Objective 1.1, Strategic Objective 1.2

* Related to this Strategic Goal is an action to address OMB’s request that, by July 2022, NASA Mission Directorates, OCHCO, and 

ODEO collect/analyze data and develop plans to brief OMB on the following: (a) data, metrics, and targets that are used by the Mission 

Directorates to assess workforce diversity efforts; (b) statistics on the demographics of personnel who have been newly hired or 

promoted into leadership positions (Division Directors, Deputy Division Directors, and Associate Directors, as well as front office hires) 

in the Human Exploration and Operations Mission Directorate (HEOMD), Aeronautics Research Mission Directorate (ARMD), Space 

Technology Mission Directorate (STMD), and SMD over the last five years, 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 (HQ). (See APPENDIX B for Actions related to Performance Goal 1.4.4.)

Strategic Objective 1.1: Outreach and Stakeholder Engagement

Conduct strategic outreach and engagement activities to enhance diverse workforce pipelines.

Strategic Objective 1.2: Talent Acquisition, Recruitment, and Retention

Recruit and hire talent from all segments of society.

Strategic Objective 1.3: Internships

Ensure equity in paid internships.

Strategic Objective 1.4: Measure and Assess Workforce Demographics 

Across the Employee Lifecycle

Advance DEIA in the workforce and remove barriers to DEIA.

Strategic

Goal

1

Workforce

Diversity

Recruit, hire, and retain a diverse group of employees to secure a 

high-performing workforce drawn from all segments of American society

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 26
DEIA Strategic Goals, Strategic Objectives, and Performance Goals

Strategic Objective 1.1: Outreach and Stakeholder Engagement

Conduct strategic outreach and engagement activities to enhance diverse workforce pipelines.

Performance Goals

1.1.1: Enhance focused outreach to underrepresented and underserved students regarding NASA internships and opportunities.

1.1.2: Enhance partnerships between NASA Mission Support and Mission Directorates to include minority-serving institutions (MSIs) in NASA Programs.

1.1.3: Consistently and effectively engage with Internal and External NASA Stakeholders to enable an inclusive environment and better understand requirements and barriers to optimizing NASA’s workforce diversity.

Strategic Objective 1.2: Talent Acquisition, Recruitment, and Retention

Recruit and hire talent from all segments of society.

Performance Goals

1.2.1: Ensure recruitment plans focus on underrepresented individuals and members of underserved 

communities and individuals with disabilities, utilizing the full potential of SEPs and Human Capital 

Strategic Planning. Launch strategic campaigns and initiatives to attract the best talent from a broad 

demographic of our society.

1.2.2: Promote and recognize the application of recruitment and hiring best practices in recruitment and 

hiring (e.g., diverse selection panels, interviewing techniques) Agency-wide.

1.2.3: Monitor separation data/information to determine if barriers to retention exist.

Strategic Objective 1.3: Internships

Ensure equity in paid internships.

Performance Goals

1.3.1: Build a diverse future STEM workforce by engaging students in authentic learning experiences with 

NASA’s people, content, and facilities.

1.3.2: Ensure internship programs are available to individuals from underserved and underrepresented 

communities and that all interns, fellows, and apprentices have a process for requesting reasonable 

accommodations.

1.3.3: Reduce the practice of offering unpaid internships.

Strategic Objective 1.4: Measure and Assess Workforce Demographics Across the 

Employee Lifecycle

Advance DEIA in the workforce and remove barriers to DEIA.

Performance Goals

1.4.1: Measure demographic representation in the Agency’s overall workforce composition, occupations, 

and across the employee lifecycle.

1.4.2: Measure demographic representation and trends related to diversity in Mission Directorates, 

programs, and projects.

1.4.3: Analyze data from USAJobs and USA Staffing to assess diversity in employment applications and 

hiring decisions.

1.4.4: Develop a baseline assessment and workplan for increasing diversity in Mission Directorate staffing, including leadership positions, at NASA HQ.

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 27
DEIA Strategic Goals, Strategic Objectives, and Performance Goals

Strategic Goal 2: Workforce Equity and Inclusion (Employee Experience)

Strategic Goal 2, Workforce Equity and Inclusion (Employee Experience), has three strategic objectives and 

aligns with the E.O. 14035 focus areas of professional development and advancement/training and learning, 

advancing equity for LGBTQIA+ employees, pay equity, and safe and inclusive workplaces. It also aligns with 

as well as the Government-wide Plan’s roadmaps for equity and inclusion.*

Executive Order 14035 Focus Areas Alignment with NASA DEIA Strategic Plan

Professional Development and Advancement/Training and 

Learning Strategic Goal 2

Advancing Equity for LGBTQIA+ Employees Strategic Goal 2, Performance Goal 2.2.3

Pay Equity Strategic Objective 2.1

Safe and Inclusive Workplaces Strategic Objective 2.3

* Related to this Strategic Goal is an action to address OMB’s request that by July 2022 NASA develop a white paper on the current state 

and future state envisioned for strengthening the pipeline for NASA employees in lower- or mid-level Center positions from underrepresented communities to progress to supervisory or leadership positions at Centers and Headquarters. Include coaching and mentoring 

programs, professional development opportunities, and training for managers on how to support diversity in career staff advancement. 

(See APPENDIX B for Actions related to Performance Goal 2.2.1.)

Strategic Objective 2.1: Equity and Equal Employment Opportunity

Provide equity in opportunities for employees to advance in their careers and grow 

as leaders, including mitigating any potential biases or barriers to professional 

development and promotion.

Strategic Objective 2.2: Inclusion, Intersectionality, Community, and 

Communication

Empower and propel NASA organizations and people to work together even more 

effectively to accomplish our missions and advance our people.

Strategic Objective 2.3: Safe and Inclusive Work Environments Free of 

Harassment, Retaliation, and Discrimination

Strive for safe and inclusive workplaces that address harassment, retaliation, and 

discrimination effectively at the earliest opportunity.

Strategic

Goal

2

Workforce Equity 

and Inclusion 

(Employee

Experience)

Cultivate a work environment that encourages collaboration, flexibility, 

impartiality, and fairness to enable individuals to contribute to their full 

potential and further retention

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 28
DEIA Strategic Goals, Strategic Objectives, and Performance Goals

Strategic Objective 2.1: Equity and Equal Employment Opportunity

Provide equity in opportunities for employees to advance in their careers and grow as leaders, including 

mitigating any potential biases or barriers to professional development and promotion.

Performance Goals

2.1.1: Leverage and support ERGs and SEPs to engage the greater workforce, support mission priorities, 

and serve as strategic consultants to better understand workforce needs, making sure there is effective 

ERG engagement at the highest levels of the Agency.

2.1.2: Implement a continuous pay equity assessment process.

2.1.3: Continue to implement EEOC MD-715 and conduct analyses to identify, mitigate, and eliminate 

barriers to equity.

Strategic Objective 2.2: Inclusion, Intersectionality, Community, and Communication

Empower and propel NASA organizations and people to continue to effectively accomplish our missions 

and advance our people.

Performance Goals

2.2.1: Enhance training and education programs in DEIA and other disciplines to help create a pipeline of 

promotion-eligible candidates, including individuals from underserved communities.

2.2.2: Increase connectivity and strengthen networks for greater inclusion and collaboration with ERGs, 

Center DEIA Councils, and employees.

2.2.3: Provide employees, including LGBTQIA+ employees, with equitable access to support services.

Strategic Objective 2.3: Safe and Inclusive Work Environments Free of Harassment, 

Retaliation, and Discrimination

Strive for safe and inclusive workplaces that address harassment, retaliation, and discrimination effectively at the earliest opportunity.

Performance Goals

2.3.1: Implement a second NASA-wide Anti-Harassment Campaign, with strategic communication from 

senior leadership and education and awareness opportunities for the entire workforce.

2.3.2: Continue to implement NASA directives and procedural requirements to ensure that issues related 

to anti-harassment and workplace safety (including issues related to domestic violence, sexual assault, 

and stalking) are promptly and effectively addressed; ensure that such policies are regularly reviewed.

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 29
DEIA Strategic Goals, Strategic Objectives, and Performance Goals

Strategic Goal 3: Accessibility and Accommodation

Strategic Goal 3, Accessibility and Accommodation, has three strategic objectives and aligns with the 

E.O. 14035 focus area of advancing equity for employees with disabilities and the Government-wide Plan’s 

roadmaps for equity, inclusion, and accessibility.

Executive Order 14035 Focus Areas Alignment with NASA DEIA Strategic Plan

Advancing Equity for Employees with Disabilities Strategic Goal 3

Strategic Objective 3.1: Accessibility

Make physical and virtual environments equitable spaces.

Strategic Objective 3.2: Reasonable Accommodation for Individuals with 

Disabilities

Provide accommodation for individuals with disabilities consistent with Federal 

requirements and DEIA principles.

Strategic Objective 3.3: Religious Accommodation

Provide religious accommodations consistent with Federal requirements and DEIA 

principles.

Design, construct, develop, and maintain facilities, technology, 

programs, and services so that all people, including people with 

disabilities and of all religions, can fully and independently use them

Strategic

Goal

3

Accessibility and 

Accommodation

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 30
DEIA Strategic Goals, Strategic Objectives, and Performance Goals

Strategic Objective 3.1: Accessibility

Make physical and virtual environments equitable spaces.

Performance Goals

3.1.1: Ensure new technology is compliant with Section 508 of the Rehabilitation Act prior to deployment 

and update legacy systems and technology that are not compliant.

3.1.2: Ensure that all physical spaces are compliant with Federal requirements (e.g., Section 501 of the 

Rehabilitation Act and the Americans with Disabilities Act Accessibility Guidelines).

Strategic Objective 3.2: Reasonable Accommodation for Individuals with Disabilities

Provide accommodation for individuals with disabilities consistent with Federal requirements and DEIA 

principles to ensure full participation of individuals with disabilities in all NASA programs and activities.

Performance Goals

3.2.1: Across the personnel lifecycle, assess reasonable accommodation program policies, processes, 

training programs, current assistive technology, and funding availability by 1QTR FY 2024.

3.2.2: Continue to ensure timely and effective accommodations for people with disabilities in accordance 

with all Federal and NASA Requirements and DEIA objectives.

Strategic Objective 3.3: Religious Accommodation

Provide religious accommodations consistent with Federal requirements and DEIA principles to ensure 

that all religious faiths and practices at NASA are treated inclusively.

Performance Goals

3.3.1: By 4QTR FY 2023, issue first-ever NASA NPR on religious accommodation to ensure that all 

religious faiths and practices at NASA are treated inclusively.

3.3.2: Continue to ensure timely and effective religious accommodations in accordance with all Federal 

and NASA requirements and DEIA objectives.

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 31
DEIA Strategic Goals, Strategic Objectives, and Performance Goals

Strategic Goal 4: DEIA Integration into the NASA Mission

Strategic Goal 4, DEIA Integration into the NASA Mission, has four strategic objectives and aligns with the 

E.O. 14035 focus area of data analytics and the Government-wide Plan’s five operating principles for DEIA: (1) 

Use data and evidence-based decision-making; (2) Focus on continuous improvement; (3) Adopt a collaborative, whole-of-Agency mandate with partnership engagement; (4) Prioritize accountability and sustainability; 

and (5) Understand the perspectives of the workforce and customers.

Executive Order 14035 Focus Areas Alignment with NASA DEIA Strategic Plan

Data Analytics Strategic Objective 1.4, Strategic Objective 4.4

Government-wide Plan Operating Principles for DEIA: 

Principle 1. Use data and evidence-based decision-making;

Principle 2. Focus on continuous improvement;

Principle 3. Adopt a collaborative, whole-of-Agency mandate with partnership engagement;

Principle 4. Prioritize accountability and sustainability; and

Principle 5. Understand the perspectives of the workforce 

and customers

Strategic Objective 4.1, 4.2, 4.3, 4.4

Strategic Objective 4.1: Strategic Communication

Disseminate consistent, timely, and informative internal and external communications to enhance workforce and public awareness of the Agency’s DEIA efforts and 

accomplishments.

Strategic Objective 4.2: Accountability

Develop mission-focused leaders with people-centric values.

Strategic Objective 4.3: Agency Systems and Operations

Leverage key business functions to implement needed infrastructure, policies, and 

processes to enhance evidence-based decisions.

Strategic Objective 4.4: DEIA Data Analytics Capability

Implement a DEIA analytics capability to enable evidence-based planning, decisions, and assessments of the current and future state of DEIA at NASA.

Implement structures and strategies to equip leaders with the ability to 

manage diversity, be accountable, measure results, refine approaches 

based on data, and institutionalize a culture of inclusion.

Strategic

Goal

4

DEIA Integration 

into the NASA 

Mission

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 32
DEIA Strategic Goals, Strategic Objectives, and Performance Goals

Strategic Objective 4.1: Strategic Communication

Disseminate consistent, timely, and informative internal and external communications to enhance workforce and public awareness of the Agency’s DEIA efforts and accomplishments.

Performance Goals

4.1.1: Develop and Implement a Strategic DEIA Communications Plan.

4.1.2: Use NASA’s various media platforms to promote workforce and public awareness of NASA’s commitment to DEIA as a critical foundational element of successful organizational culture.

4.1.3: Review and update NASA public communications and outreach materials, including Agency 

directorate and major program communications plans, to ensure they reflect NASA’s commitment to and 

strategy for DEIA.

4.1.4: Develop and disseminate consistent communication about the benefits of DEIA initiatives.

4.1.5: Publicize employee profiles and stories to demonstrate NASA diversity, including to nontraditional 

media outlets and communities, using Agency communication tools and methodologies.

Strategic Objective 4.2: Accountability

Develop mission-focused leaders with people-centric values.

Performance Goals

4.2.1: Leaders visibly and vocally demonstrate their commitment to DEIA as a mission priority, helping to 

ensure EEO through proactive advocacy for the removal of barriers that impact opportunities for minorities, women, and individuals with disabilities.

4.2.2: Provide leadership with multicultural and DEIA competency gained through participation in formal 

education programs and sponsored activities.

4.2.3: Leader actions and expectations demonstrate NASA’s core values and are regularly communicated 

to all employees.

4.2.4: Leaders engage employees beyond established employee groups, teams, clubs, and networks to 

ensure broad understanding of workplace concerns and offer equitable access to senior leadership.

Strategic Objective 4.3: Agency Systems and Operations

Leverage key business functions to implement the needed infrastructure, policies, and processes to 

enhance evidence-based decisions.

Performance Goals

4.3.1: Ensure facilities and infrastructure are sufficient to enable DEIA principles and strategies, including 

Strategic Objective 3, Accessibility and Accommodation.

4.3.2: Ensure NASA directives, policies, and procedures incorporate DEIA principles.

4.3.3: Develop a DEIA governance structure at the Agency and Center levels.

4.3.4: Strategic Management — Ensure synchronization of strategic plans, DEIA plans, human capital 

operating plans, and related plans across the Agency.

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 33
DEIA Strategic Goals, Strategic Objectives, and Performance Goals

Strategic Objective 4.4: DEIA Data Analytics Capability

Implement a DEIA analytics capability within NASA’s Enterprise Data Platform to enable evidence-based 

awareness, planning, decisions, and assessments of the current and future state of DEIA at NASA (see 

FIGURE 3).

Performance Goals

4.4.1: Execute a data acquisition, ingestion, and cataloging blitz of critical data sources into NASA’s 

Enterprise Data Platform (EDP) to address data gaps preventing DEIA analytics needed to ensure mission 

success and safety.

4.4.2: Develop and implement automated, analytic products centered around measuring demographic 

representation and trends, employee and customer feedback, promoting paid internships, partnerships 

and recruitment, professional development and advancement, training and learning, advancing equity for 

employees with disabilities, advancing equity for LGBTQIA+ employees, and pay equity.

4.4.3: Enable routine use of DEIA analytic products in key NASA governance bodies to evaluate root 

causes, enable performance assessments, and inform evidence-based discussions, decisions, and policy 

making.

4.4.4: Maximize Enterprise Data Platform automation of end-to-end data acquisition and ingestion of 

internal and external data sources to eliminate manual data collection and improve data quality.

4.4.5: Implement a data quality framework, automate data quality assessment processes, and translate 

data quality to confidence levels for key performance metrics to better inform decision-makers.

4.4.6: Enhance data science and analytic skills capacity across NASA’s DEIA workforce and develop DEIA 

perspective among NASA’s data science and analytics communities.

FIGURE 3. NASA DEIA Data Analytics Framework

NASA Internal

n Office of the Administrator

n Center Leadership

n Office of Diversity and Equal Opportunity

n Office of STEM Engagement

n Special Emphasis Programs

n Employee Affinity Groups and ERGs

n Mission Directorates and Mission Support Directorate

n Chief Human Capital Officer

n Chief Information Officer and Chief Data Officer

n Chief Financial Officer

n Office of Procurement and Office of Small Business 

Programs

Internal – NASA Systems/Data Sources

n NASA STEM Gateway

n NASA Solicitation and Proposal Integrated Review 

and Evaluation System (NSPIRES)

n Procurement for Public Sector (PPS) System

n Personnel Systems (SAP PDW, Talent Marketplace)

n Payroll System (FPPS)

n Talent MarketPlace

n EEO Complaints/Case Management System

n Learning Management Systems

n Internal NASA Surveys (e.g., New hire, Safety 

Culture)

n Employee Listening Sessions

External – Federal Agency Systems/

Data Sources

n System for Award Management (SAM)

n Electronic Subtracting Reporting System (eSRS)

n OPM Fedscope

n OPM USA Jobs and USA Staffing

n OPM Federal Employee Viewpoint Survey (FEVS)

n Bureau of Labor and Statistics

n Occupational Employment Statistics

n Occupation Profiles

n U.S. Census – American Community Survey

Key Data Acquisition Data Management Analytic Applications Stakeholders/Customers

NASA External

n Executive Office of the President

n Office of Management and Budget

n Office of Personnel Management

n Equal Employment Opportunity Commission

n U.S. Small Business Administration

n Other Federal Agencies

n Colleges, Universities, Primary & Secondary Schools

n Affinity Groups, Organizations, and Advisory Councils

n Underserved Communities

n Media and General Public

Automated 

Reporting

Common Data Models/Data Lineage

Data Quality Assessments

Data Acquisition Automation

Dashboards & 

Scorecards

Decision

Support

Barrier Analysis

Policy 

Assessment

Process 

Improvement

Predictive

Models

Data Engineers Data Scientists and

Application Developers

User Interface (UI)

User Experience (UX) Designers

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 34
Workplace Safety and Harassment 

Prevention and Response Plan

This Plan’s Strategic Objective 2.3, 

“Safe and Inclusive Work Environments 

Free of Harassment, Retaliation, and 

Discrimination,” charges NASA to strive for safe 

and inclusive workplaces that address harassment, 

retaliation, and discrimination effectively at the 

earliest opportunity. NASA has been at the forefront 

of anti-harassment best practices and strategies, 

but there is still much to do.

The Federal Government should be a model 

employer in promoting a safe and inclusive workplace, including by preventing and addressing workplace harassment (including sexual harassment) and 

fostering a safe work environment. The cornerstone 

of a successful anti-harassment strategy is consistent and demonstrated commitment to promote 

respectful workplaces and create and maintain a 

culture in which harassment and retaliation are not 

tolerated. OMB has noted that domestic violence, 

sexual assault, and stalking (DVSAS) have the 

potential to affect every Federal workplace across 

the U.S. The Federal Government must promote 

the health and safety of its employees by providing 

support and resources to employees who may 

be experiencing DVSAS as well as other forms of 

harassment. Guidance issued by OPM encourages 

agencies to consider the following areas when 

considering how to support federal employees who 

have experienced DVSAS: workplace flexibilities; 

disciplinary actions and legal considerations; training, awareness, and employee assistance programs; 

building safety and security; and accountability.*

* U.S. Office Personnel Management, Guidance for Agency-Specific Domestic Violence, Sexual Assault, and Stalking Policies, Feb. 

2013, accessed at https://www.opm.gov/policy-data-oversight/worklife/reference-materials/guidance-for-agency-specificdvsas-policies.pdf.

Federal agencies are required to include a 

“Workplace Safety and Harassment Prevention and 

Response Plan” in their DEIA Strategic Plan. This 

plan should include the following: (1) a self-assessment of policies to provide support and assistance 

to Federal employees who may be experiencing 

DVSAS, (2) a review of anti-harassment and safety 

policies, and (3) priorities for advancing workplace 

safety and anti-harassment.

I. Self-Assessment of NASA 

Policies to Provide Support 

and Assistance to Federal 

Employees Who May Be 

Experiencing Domestic 

Violence, Sexual Assault, 

and Stalking

NASA regularly reviews its policies and procedures. In FY 2021, NASA closely examined its 

policies in response to E.O. 13988 on Preventing 

and Combatting Discrimination on the Basis of 

Gender Identity or Sexual Orientation, E.O. 14020 

on the Establishment of the White House Gender 

Policy Council, and E.O. 14035 on Diversity, 

Equity, Inclusion, and Accessibility in the Federal 

Workforce.

NASA Policy Directive (NPD) 1600.3, “Policy 

on Prevention of and Response to Workplace 

Violence,” was reviewed and revalidated in 2021. 

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 35
Workplace Safety and Harassment Prevention and Response Plan

The policy states that acts of violence, threats, 

harassment, intimidation, and other disruptive 

behavior involving a direct or indirect threat of physical harm are prohibited. Management officials are 

required to deal with such behavior immediately and 

appropriately, and those who commit such acts may 

be immediately removed from the premises, denied 

reentry pending completion of an appropriate investigation, and may be subject to administrative and/

or disciplinary action, including removal, criminal 

prosecution, or both.

Additionally, NPR 3790.1, “Domestic Violence, 

Sexual Assault, and Stalking Response Plan,” revalidated in 2019, establishes procedures and responsibilities for responding to incidents of domestic 

violence, sexual assault, and stalking; providing 

support to employees; and enhancing awareness 

among employees regarding the assistance available to them.

NASA’s review of its policies and procedures found 

that they meet the requirements and recommendations of both OPM and EEOC. NASA will continue 

to review and adapt its policies and procedures 

as necessary. In addition, NASA leadership will 

continue to emphasize the need to ensure safe and 

inclusive work environments, both physical and 

virtual, as we embark on the future of work at NASA.

II. Review of NASA’s

Anti-Harassment and

Safety Policies

Inclusion is one of NASA’s five Core Values and the 

Agency views anti-harassment as a critical component of its efforts to maintaining a safe and inclusive 

workplace. NASA regularly reviews its Agency 

Anti-Harassment policies and procedures to assess 

their effectiveness and efficiency. Based on these 

assessments, in FY 2021 NASA issued updated 

Agency procedures to enhance its Anti-Harassment 

* FY 2021 EEO complaints data have not yet been analyzed.

Program (AHP) (NPR 3713.3A, “Anti-Harassment 

Procedures”). Among numerous changes, the 

procedures update NASA’s internal Agency policy to 

expand the definition of harassment under Agency 

policy pertaining to the NASA workforce and contractors. By broadening the definition of harassing 

conduct, the new policy enhances opportunities for 

all individuals to raise concerns regarding inequities 

in the workplace. Further, the expanded definition 

of harassment reinforces the Agency’s proactive 

approach and extends beyond legal compliance. 

NASA’s new AHP procedures require immediate 

inquiry and prompt corrective action, and the AHP 

has achieved great success in augmenting a reporting culture, while promptly resolving an increased 

number of harassment instances without increasing 

the filing of subsequent formal EEO complaints.

The only potential barrier observed related to the 

AHP is the relatively low numbers of harassment 

reports and formal EEO complaints. For the AHP, 

in each of the past five years the Agency has seen 

less than 100 reports per year out of a population of 

some 17,000 civil servants. For example, in FY 2020, 

there were a total of 66 reports of harassment (down 

from 75 in FY 2019). Of those reports, nine alleged 

sexual harassment and four resulted in findings of 

sexual harassment. Similarly, of the 39 complaints 

filed through the formal EEO complaints process 

in FY 2020, only two alleged sexual harassment. 

There had been no formal complaints regarding 

sexual harassment in the previous four years. Of the 

cases closed in FY 2020, there were no findings of 

discrimination. In FY 2021, there were a total of 47 

reports of harassment, 11 of which alleged sexual 

harassment with four resulting in findings of sexual 

harassment.*

NASA’s AHP has been featured by EEOC and the 

U.S. Commission on Civil Rights as a model AHP 

for the Federal Government. NASA established an 

Agency-specific question in the Government-wide 

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 36
Workplace Safety and Harassment Prevention and Response Plan

FEVS on whether employees view leadership as 

taking proactive steps to address harassment 

when it is alleged to have occurred. In the past 

three years, positive responses to the question 

have been in mid-80s percentile and have risen 

steadily. Nonetheless, NASA has identified actions 

to take to continue to strengthen its program. These 

include significant changes to the Agency’s AntiHarassment policy and procedures, for example, 

expanding the definition of harassment, as discussed above. In addition, the Agency has created 

specific timeframes for initiating and completing 

harassment inquiries, in alignment with EEOC 

requirements and recommendations.

Safety is also one of NASA’s five Core Values. 

NASA’s constant attention to safety is the cornerstone upon which it builds mission success. NASA 

is committed to protecting the safety and health of 

the public, our team members, and those assets 

that the Nation entrusts to the Agency. NASA Safety 

Culture’s mission is to create an environment where 

everyone works safely, feels comfortable communicating safety issues, learns from mistakes and 

successes, feels confident balancing challenges 

and risks while keeping safety in the forefront, and 

trusts that safety is a priority.

With regard to safety issues, 94.0 percent of NASA 

respondents to the 2021 FEVS agreed with the 

statement, “Employees are protected from health 

and safety hazards on the job” (compared to 

95.4 percent in 2020 and 93.4 percent in 2019). In 

particular, in 2020, NASA employees noted that they 

felt their organizations supported their physical and 

mental well-being during the coronavirus (COVID-19) 

* FEVS questions related to the pandemic include on whether organizations supported employees’ mental and physical well-being 

during the pandemic (96.9 percent positive responses); whether employees received the resources they needed to do their work (96.0 

percent positive); whether their agencies were able to successfully deliver on their missions in the midst of the crisis (92.0 percent 

positive); and whether employees had leaders who communicated effectively and prioritized their welfare (95.6 percent positive).

†U.S. Office of Personnel Management, “Framework to Address Workplace Harassment and Promote Safe and Inclusive Workplaces” 

(March 2022).

‡U.S. Equal Employment Opportunity Commission, Select Task Force on the Study of Harassment in the Workforce: 

Report of Co-Chairs Chai R. Feldblum and Victoria A. Lipnic, June 2016, accessed at https://www.eeoc.gov/

select-task-force-study-harassment-workplace.

pandemic. In fact, the Partnership for Public Service 

ranked NASA number one among large agencies for 

its response to the pandemic.*

III. NASA’s Priorities for 

Advancing Workplace Safety 

and Anti-Harassment

On March 1, 2022, OPM issued its guidance 

instructing agencies to include a “Workplace 

Safety and Harassment Prevention and Response 

Plan” in their DEIA plans.†

 Such plans are to reflect 

EEOC’s core principles for workplace safety and 

anti-harassment:‡

1. Committed and Engaged Leadership

2. Consistent and Demonstrated Accountability

3. Strong, Comprehensive, and Consistently 

Applied Policies

4. Trusted and Accessible Complaint Procedures

5. Regular, Interactive and Tailored Training

In addition, OPM recommended that agencies 

explore the adoption or expansion of programs to 

support Federal employees who may be experiencing DVSAS. These principles are reflected in this 

DEIA Strategic Plan in the following Performance 

Goals:

• Performance Goal 2.3.1: Implement a second 

NASA-wide Anti-Harassment Campaign, with 

strategic communication from senior leadership 

and education and awareness opportunities for 

the entire workforce. This performance goal has 

been identified by NASA as a Key Performance 

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 37
Workplace Safety and Harassment Prevention and Response Plan

Goal in its DEIA Strategic Plan and will incorporate actions that reflects the EEOC core principles of:

n Committed and Engaged Leadership

n Consistent and Demonstrated Accountability

n Strong, Comprehensive, and Consistently 

Applied Policies

n Regular, Interactive and Tailored Training

• Performance Goal 2.3.2: Continue to 

implement NASA directives and procedural 

requirements to ensure that issues related 

to anti-harassment and workplace safety 

(including issues related to domestic violence, 

sexual assault, and stalking) are promptly and 

effectively addressed; ensure that such policies 

are regularly reviewed. This performance goal 

reflects these core principles:

n Consistent and Demonstrated Accountability

n Strong, Comprehensive, and Consistently 

Applied Policies

n Support Federal employees who may be 

experiencing DVSAS

NASA has identified strategies, actions, and measures to address the six areas identified by OPM. 

The NASA Workplace Safety and Harassment 

Prevention and Response Implementation Plan 

appears in APPENDIX B.

IV. Requirement for a 120-

Day Supplemental Report

OPM requires that agencies submit a Workplace 

Safety and Harassment Prevention and Response 

Plan Supplemental Report within 120 days of the 

issuance of their DEIA Strategic Plans. Copies of 

any new/updated policies and procedures must be 

included with the supplemental report, as well as 

a description of the reviews conducted and input 

received to update the policies/procedures. This 

may include a description of, or as appropriate, 

links to research reports, focus groups, and scenario-based exercises so that agencies provide 

consistent guidance to supervisors and offer support for Federal employees. Agency partners during 

this process may include offices of security, human 

resources, EEO, legal counsel, anti-harassment 

coordinators, and workplace safety organizations.

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 38
Next Steps

The goals and priorities outlined in this Plan serve as a roadmap to maximize positive change at NASA. NASA embraces 

a holistic approach to DEIA and envisions an environment 

where all employees feel valued and share a sense of belonging. As 

such, this Plan will be monitored to ensure our efforts from FY 2022 to 

FY 2026 make a meaningful difference in how we recruit, hire, develop, 

maintain, retain, and include a highly skilled, diverse workforce. NASA 

will update and improve the Plan annually, to assure we avoid bureaucratic obstacles and apply an agile and innovative approach during 

execution of our DEIA activities.

• Within 120 days of issuance of the Agency Plan, NASA Centers and 

Mission and Mission Support Directorates will develop and submit 

their organization’s implementation plan, including target completion 

dates, to the Agency ODEO.

n Implementation plans should be accompanied by a current demographic profile.

n Implementation plans should include actions that invite broad

Center-level participation by individuals, formal groups, organizations, and leaders.

n Mission Directorates and offices should report progress quarterly 

to the Agency’s DEIA Council.

n Development of Center DEIA implementation plans will be led by 

Center ODEO offices in consultation with Center DEIA councils, 

Center organizations, and employees.

• Within 120 days of the issuance of the Agency Plan, NASA will 

issue a supplemental report regarding its Workplace Safety and 

Harassment Prevention and Response Plan.

• In July 2022, NASA must submit to OMB the following:

n A baseline assessment and workplan for increasing diversity in 

Mission Directorate staffing, including leadership positions, at 

NASA HQ (see Performance Goal 1.4.4).

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 39
Next Steps

n A white paper on the current state and future state envisioned for strengthening the pipeline for NASA 

employees in lower- or mid-level Center positions from underrepresented communities to progress 

to supervisory or leadership positions at Centers and Headquarters (see actions related Performance 

Goal 2.2.1 in APPENDIX B).

As NASA embarks on this new and important effort, the Agency will regularly communicate to our workforce 

and the American people the progress we are making in our DEIA efforts. We invite everyone to engage and 

participate in this exciting work. For more information about NASA, ODEO, and our DEIA strategy, please visit 

us at:

https://www.nasa.gov/offices/odeo/home

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 40
NASA identified the intended outcomes and measures in the table below to measure its overall performance related to the Stra

Performance measures in APPENDIX B will measure NASA’s implementation of the Plan.

Strategic Goal Strategic Objectives Intended Outcome Additional Outcome MeasuresStrategic Goal 1:Workforce Diversity

1.1. Outreach and Stakeholder 

Engagement.

1.2. Talent Acquisition, 

Recruitment, and Retention.

1.3. Internships.1.4. Measure and Assess 

Workforce Demographics Across the Employee Lifecycle.

Greater employee diversity across the entire employment lifecycle (e.g., recruitment, hiring, promotions, retention), including 

increased representation of underrepresented individuals and underserved communities.

n Recruitment policies and practices strategically integrate 

achieve more equitable outcomes, and actively work to mitunderserved communities.

n Hiring policies and practices strategically integrate DEIA g

more equitable outcomes, and actively work to mitigate the served communities.

n The Agency leverages the diverse backgrounds of emplo

Agency programs and initiatives.

Strategic Goal 2:Workforce Equity and Inclusion (Employee Experience)

2.1. Equity and Equal 

Employment Opportunity.

2.2. Inclusion, Intersectionality, 

Community, and Communication.

2.3. Safe and Inclusive Work 

Environments Free of Harassment, Retaliation, and Discrimination.

Positive employee viewpoints on the work environment (e.g., fairness, openness, cooperation, support, and engagement) indicated on surveys such as the FEVS.

n Promotion policies and practices strategically integrate DE

achieve more equitable outcomes, and actively work to mitunder- represented communities.

n Retention practices actively work to mitigate barriers face

including employees from under- represented communities

n Professional development programs and strategically ad

gating barriers, including for employees from underserved 

n Pay and compensation policies actively work to advance n DEIA trainings are an integral part of the Agency-wide lea

leveraged to advance Agency-wide equity goals.

n Workplace safety policies are promoted by the senior-mo

an integral part of workplace culture.

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 

Appendix A:DEIA Strategic Goals and Outcome Measures
Appendix A: DEIA Strategic Goals and Outcome Measures

Strategic Goal Strategic Objectives Intended Outcome Additional Outcome MeasuresStrategic Goal 3:Accessibility and Accommodation

3.1. Accessibility.3.2. Reasonable 

Accommodation for Individuals with Disabilities.

3.3. Religious Accommodation.

Continuous improvement to ensure full accessibility and provide timely and effective accommodations to advance equity for all employees.

n Agency proactively assesses the environment for barriers t

ments based on continual evaluation of data and changes 

n Reasonable accommodations policies advance accessib

for Americans with disabilities.

n Agency embeds inclusion of employees of all faiths and r

place culture and continuously improves the religious acco

Strategic Goal 4:DEIA Integration into the NASA Mission

4.1. Strategic Communication.4.2. Accountability.4.3. Agency Systems and 

Operations.

4.4. DEIA Data Analytics 

Capability.

NASA integrates DEIA into its decision-making, governance, mission, and goals.

n DEIA is an integral part of overall Agency mission, vision, 

tices. Systematic implementation of DEIA driven through gocontinuous improvement. Agency undertakes structural refmitigate barriers, if any.

n Connecting, interrelated approach embraces multiple ide

n DEIA work fully resourced and led at highest levels of Agen

sustained SES responsibility.

n DEIA goals fully and strategically integrated with Agency 

agement, and learning agendas.

n Appropriate funding and staffing connecting to specific 

budget justifications for increased funding for DEIA. Contininvestments.

n Chief Diversity Officer or Diversity and Inclusion Officer has 

coordinates DEIA policies and initiatives across Agency.

n Agency subject matter experts and general managers leve

conduct root cause analysis.

n Agency regularly assesses practices, addresses any pote

broadly communicates results/outcomes with the workforc

n Leaders model and champion DEIA consistently.n Leaders integrate DEIA into their decision-making proces

goals.

n The Agency has a formal DEIA strategy, including milesto

of effectiveness.

n The Agency integrates workplace inclusion measures int

and strategic planning.

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 
Strategic Goal 1: Workforce Diversity

Performance Goals Performance Measures Actions Strategic Objective 1.1: Outreach and Stakeholder Engagement1.1.1: Enhance targeted outreach to underrepresented and underserved students regarding NASA internships and opportunities.

1.1.1.1: Number of outreach activities that target MSIs and/or student groups that engage Black, Hispanic, Asian Americans and Pacific Islanders (AAPI), American Indians and Alaska Natives (AIAN), or multiracial students.1.1.1.2: Number of outreach activities that target student groups that engage women in STEM.

Baseline the number of internship outreach activevents for underrepresented and underserved st

1.1.2: Enhance partnerships between NASA Mission Support and Mission Directorates to include MSIs in NASA Programs.

1.1.2.1: Percentage of underrepresented talent out of total workforce representation.

Develop additional partnerships or collaborationother NASA organizations that increase the acceparticipation of MSIs in the work of the Agency.

1.1.3: Consistently and effectively engage with internal and external NASA stakeholders to enable an inclusive environment and better understand requirements and barriers to optimizing NASA’s workforce diversity.

1.1.3.1: Number of consultations with ERGs.1.1.3.2: Complete K–12 needs assessment and gap analysis.

Meet regularly with and/or update ERGs on outrerecruitment efforts. Conduct external K–12 stakeholder needs assesgap analysis. 

* Required by EEOC MD-715** OMB Requirement*** NASA Gender Equity Action Plan

† Acronyms used: MSD (Mission Support Directorate); OCFO (Office of the Chief Financial Officer); OCHCO (Office 

Capital Officer); OCIO (Office of the Chief Information Officer); OCOMM (Office of Communications); ODEO (OfficOpportunity); OPS (Office of Protective Services); OSI (Office of Strategic Infrastructure); OSTEM (Office of STEM 

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 

Appendix B: Agency Implementation Action Plan
Appendix B: Agency Implementation Action Plan 

Strategic Goal 1: Workforce DiversityPerformance Goals Performance Measures Actions Strategic Objective 1.2: Talent Acquisition, Recruitment, and Retention1.2.1: Ensure recruitment plans focus on underrepresented individuals and members of underserved communities and individuals with disabilities, utilizing the full potential of SEPs and Human Capital Strategic Planning. Launch strategic campaigns and initiatives to attract the best talent from a broad demographic of our society.

1.2.1.1: Percent of recruitment plans/strategies that include outreach to underserved communities.

Analyze recruitment and labor market informationect recruitment efforts with underserved comm

1.2.2: Promote and recognize the application of recruitment and hiring best practices in recruitment and hiring (e.g., diverse selection panels, interviewing techniques) Agency-wide.

1.2.2.1: Percent increase in hires from underrepresented and underserved communities.

Provide training to develop culturally competent managers and equip managers with strategies to and hire a broad spectrum of top diverse talent.Identify and broadly communicate recruitment abest practices Agency-wide.Continue to track and evaluate hiring process for and effectiveness to mitigate barriers.

1.2.3: Monitor separation data/information to determine if barriers to retention exist.

1.2.3.1: Percent of supervisors who conduct stay interviews with their employees.1.2.3.2: Increase in positive responses to FEVS Question: My supervisor is committed to a workforce representative of all segments of society.1.2.3.3: Increase in positive responses to FEVS Question: Supervisors in my work unit support employee.

Analyze workforce data and exit survey data on a basis to determine reasons separating from NASthere are barriers to retention for underserved anrepresented communities. 

Strategic Objective 1.3: Internships1.3.1: Build a diverse future STEM workforce by engaging students in authentic learning experiences with NASA’s people, content, and facilities.

1.3.1.1: Number of significant, direct student awards in higher education provided to (1) students across all institutional categories and levels (as defined by the U.S. Department of Education); (2) racially or ethnically underrepresented students, (3) women, and (4) persons with disabilities 

at percentages that meet or exceed the national enrolled percentages for these populations, as determined by the most recent, publicly available data from the U.S. Department of Education’s National Center for Education Statistics for a minimum of two of the four categories.

Develop a joint strategy for Agency internships bducting a comprehensive analysis of the intern lifto develop and implement the design of an impaand integrated internship experience for participstakeholders.Identify paid and unpaid NASA internship and feopportunities (OSTEM, Pathways, and other progmeasure diversity within those programs.

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 
Appendix B: Agency Implementation Action Plan 

Strategic Goal 1: Workforce DiversityPerformance Goals Performance Measures Actions 1.3.2: Ensure internships programs are available to individuals from underserved and underrepresented communities and that all interns, fellows, and apprentices have a process for requesting reasonable accommodations.

1.3.2.1: By 2QTR FY2023, develop a plan with actionable recommendations for the development and implementation of an impactful and integrated internship experience for participants and stakeholders targeted for operations in 2025.

Explore partnerships with other internship prograproviding NASA internship opportunities (includigrams focused on individuals with disabilities (e.Department of Labor Workforce Recruitment Prosimilar programs)).Conduct Career Readiness Assessment of careeSTEM professionals who had a NASA internship

1.3.3: Reduce the practice of offering unpaid internships.

1.3.3.1: Number of paid and unpaid internships, including intern demographics, organizational and Mission Directorate/program affiliation.

Conduct comprehensive analysis of the OSTEM OCHCO (Pathways) internship programs. Implement redesigned internship program. 

Strategic Objective 1.4: Measure and Assess Workforce Demographics Across the Employee Lifecycle1.4.1: Measure demographic representation in the Agency’s overall workforce composition, occupations, and across the employee lifecycle.

1.4.1.1: Workforce composition by race/ethnicity and gender.1.4.1.2: Workforce composition by disability status.1.4.3: Demographics across the employee lifecycle.

Conduct trigger analyses of workforce representdemographic groups and disability status, focusoverall workforce composition, (b) senior workfoposition, (c) occupations, (d) promotions, and (e) rates.Conduct annual State of EEO briefings for NASA leadership. Continue to monitor efforts to meet Federal goalemployment of individuals with disabilities and tadisabilities.

1.4.2: Measure demographic representation and trends related to diversity in Mission Directorates, programs, and projects.

1.4.2.1: Number of demographic reports provided to NASA leadership.

1.4.2.2: Number of consultations with NASA leadership regarding demographics of Mission Directorates, Programs, and Projects.

Conduct analyses of employment applications adecisions using applicant flow data from USA St

1.4.3: Analyze data from USAJobs and USA Staffing to assess diversity in employment applications, qualified applicants, and hiring decisions.

1.4.3.1: Number of analyses conducted using applicant flow data (across the ODEO enterprise).1.4.3.2: Percent hires in mission critical occupations meeting demographic targets.

Analyze diversity of NASA Mission Directorates, and projects and provide demographic data to Aleadership on an annual basis.

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 
Appendix B: Agency Implementation Action Plan

Strategic Goal 1: Workforce DiversityPerformance Goals Performance Measures Actions 1.4.4: Develop a baseline assessment and workplan for increasing diversity in Mission Directorate staffing, including leadership positions, at NASA HQ.

1.4.4.1: Baseline assessment completed by July 2022.1.4.4.2: Briefing held with OMB.

Collect/analyze data and develop plans to brief Othe following: (a) data, metrics, and targets that aby the Mission Directorates to assess workforce efforts; (b) statistics on the demographics of newor promoted personnel into HEOMD, ARMD, SMSTMD leadership positions (Division Directors, DDivision Directors and Associate Directors, as woffice hires) over the last five years, and a descriany efforts intended to increase the diversity of MDirectorate leadership; (c) the extent to which pogoals for increasing workforce diversity vary by MDirectorate; (d) the people responsible and accoincreasing workforce diversity for each Mission Dand a description of how they are accountable; (eDirectorates’ plans over the next year to increase and inclusion in its staffing at NASA HQ.

Strategic Goal 2: Workforce Equity and Inclusion

Performance Goals Performance Measures Actions Strategic Objective 2.1: Equity and Equal Employment Opportunity2.1.1: Leverage and support ERGs and SEPs to engage the greater workforce, support mission priorities and serve as strategic consultants to better understand workforce needs, making sure there is effective ERG engagement at the highest levels of the Agency.

2.1.1.1: Reissue ERG Guidance.2.1.1.2: Reissue SEPM Guidance.2.1.1.3: Percentage of positive responses on relative FEVS questions and internal NASA Agency-wide surveys.

Update and reissue ERG Guidance. Update and reissue SEP Guidance. 

2.1.2: Implement a continuous pay equity assessment process.

2.1.2.1: Pay equity process assessment is conducted.2.1.2.2: Pay equity process is implemented.2.1.2.3: Number of pay equity statistics showing no areas of concern.

Conduct an Agency-wide Pay Equity Study. 

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 
Appendix B: Agency Implementation Action Plan 

Strategic Goal 2: Workforce Equity and Inclusion

Performance Goals Performance Measures Actions 2.1.3: Continue to implement EEOC Management Directive 715 (MD-715) and conduct analyses to identify and mitigate and eliminate barriers to equity.

2.1.3.1: Timely completion of annual MD 715 report.2.1.3.2: Identification of barriers by FY 2022.2.1.3.3: Evidence of mitigation of barriers, e.g., increase in relevant diversity statistics, by FY 2023.

Continue to implement and improve NASA’s barrsis implementation plan issued in 2021 (Women in the Physical Sciences).Implement any mitigation strategies that are recofrom barrier analyses (Women and AAPI in the PSciences).

Strategic Objective 2.2: Inclusion, Intersectionality, Community, and Communication2.2.1: Enhance training and education programs and other career enhancing opportunities in DEIA and other disciplines to help create a pipeline of promotion-eligible candidates, including individuals from underserved communities.

2.2.1.1: Percentage increase in diversity statistics for employee development programs.2.2.1.2: Percentage increase in diversity statistics for GS 14, 15, SES annually.2.2.1.3: Participation rate in voluntary DEIA learning and development programs.

Review existing leadership development programwhere applicable recommend updates and methexpand upon the established strategies, ensurincultivate a broadly diverse pipeline for leadership and grow leaders who model inclusive behaviors leverage diversity and equity to optimize mission Expand the use of individual development plans, skills assessments, mentoring, and coaching.Track demographic data relating to participation in and professional development programs and deveopportunities and the rate of the placement of partemployees into senior positions (GS 15 or SES).Measure baseline participation and conduct and participation in and response to voluntary DEIA land development programs.Develop a white paper on the current state and fstate envisioned for strengthening the pipeline foemployees in lower- or mid-level Center positionunderrepresented communities to progress to suor leadership positions at Centers and HeadquarInclude coaching and mentoring programs, profedevelopment opportunities, and training for manhow to support diversity in career staff advancem

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 
Appendix B: Agency Implementation Action Plan 

Strategic Goal 2: Workforce Equity and Inclusion

Performance Goals Performance Measures Actions 2.2.2: Increase connectivity and strengthen networks for greater inclusion, including greater collaboration with ERGs, Center DEIA Councils, and employees.

2.2.2.1: Percentage increase in positive responses to questions on FEVS and other survey instruments related to inclusion and the employee experience.

Utilize FEVS results to identify and reconcile barrbehaviors and attitudes) to workplace inclusivityUpdate and issue DEIA Workforce Policy Statemworkforce on at least an annual basis. Issue Future of Work Guidance that supports an equitable employee experience to modernize infrand support technological modernization.Establish a NASA Group Award for ERGs and for employees in the DEIA space. 

2.2.3: Provide employees, including LGBTQIA+ employees, with equitable access to support services.

2.2.3.1: Issuance of guidance for gender transitioning employees in FY 2022.

2.2.3.2: Number of gender-neutral restroom stalls implemented.2.2.3.3: Percentage of gender-neutral restroom stalls available.2.2.3.4: Implement policy requirement for all Agency policies, guidance, procedures, and communications to use gender-inclusive language (including being reviewed to remove gender binary language), as appropriate.2.2.3.5: Review and update badging and security procedures to remove any barriers to EEO and accessibility for LGBTQIA+ individuals.2.2.3.6: Review and update NASA’s astronaut selection and retention standards, in alignment with updated Department of Defense medical standards and guidance by leading medical experts.2.2.3.7: Number of LGBTQIA+ based discrimination complaints.

Issue Gender Transition Guidance and update reneeded to address emerging issues. 

Implement policy requirement for restroom inclucurrent and future facilities planning and construReview and update badging and security procedremove any barriers to EEO and accessibility for individuals who require access to NASA facilities

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 
Appendix B: Agency Implementation Action Plan

Strategic Goal 2: Workforce Equity and Inclusion

Performance Goals Performance Measures Actions Strategic Objective 2.3: Safe and Inclusive Work Environments Free of Harassment, Retaliation, and Discrimination2.3.1: Implement a second NASA-wide Anti-Harassment Campaign, with strategic communication from senior leadership and education and awareness opportunities for the entire workforce.

2.3.1.1: Launch NASA-wide Campaign with Message/video from Administrator.2.3.1.2: Continue Campaign with Agency-wide training for the workforce — training of 100 percent of managers and supervisors in first year.

2.3.1.3: Percentage increase in positive 

responses to FEVS questions on anti-harassment and proactive leadership and safety 

hazards.

Complete an Agency-wide anti-harassment self-ment to identify barriers to program enhancemen

ing review of all relevant internal policies and pro

Assess the results of the second Anti-HarassmeCampaign using survey instruments and analyzin

harassment allegations data. 

Implement promising practices with specific milefor attainment, including but not limited to: embeanti-harassment and safety emphasis at every leensuring leadership engagement in harassment and response efforts and conducting preliminary surveys to assess harassment and safety issues

2.3.2: Continue to implement NASA directives and procedural requirements to ensure that issues related to anti-harassment and workplace safety (including issues related to domestic violence, sexual assault, and stalking) are promptly and effectively addressed; ensure that such policies are regularly reviewed.

2.3.2.1: Issue AHP Implementation Guide 3rd edition to better align with current NPR 3713.3.2.3.2.2: Maintain average processing time of 60 days or under Agency-wide for cases processed under AHP.2.3.2.3: Percentage increase in positive responses to FEVS questions on anti-harassment and proactive leadership and safety hazard 

question.

Finalize development of and launch tracking systanti-harassment cases to drive continuous improCollect data on complaints of discrimination, har(including sexual harassment), and retaliation.Provide training and technical assistance to NASees responsible for program implementation (CeAnti-Harassment Coordinators) on conducting iminterviews.Issue the next edition of the Anti-Harassment ProImplementation Guide to continue to ensure promeffective processing of harassment allegations.Review NPR 3790.1, “Domestic Violence, Sexual and Stalking Response Plan,” to ensure NASA’s plan is appropriate and that ensure resources arto victims.

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 
Appendix B: Agency Implementation Action Plan 

Strategic Goal 3: Accessibility and Accommodation

Performance Goals Performance Measures Actions Strategic Objective 3.1: Accessibility3.1.1: Ensure new technology is complaint with Section 508 of the Rehabilitation Act prior to deployment and update legacy systems and technology that are not compliant.

3.1.1.1: Number of technology assessments conducted.3.1.1.2: Percentage of Web content in compliance with Section 508.3.1.1.3: Number of virtual technology upgrades accomplished.3.1.1.4: Dollars invested in information technology (IT) upgrades accomplished.

Develop and deploy annual memorandum to all Norganizations regarding requirements for compliSection 508 of the Rehabilitation Act.Regularly assess IT against benchmarks and inddards to support equitable access and remove bEstablish baseline of compliant NASA Web sites Percent compliance with Section 508). 

3.1.2: Ensure that all physical spaces are compliant with Federal requirements (e.g., Section 501 of the Rehabilitation Act and the Americans with Disabilities Act Accessibility Guidelines).

3.1.2.1: Number of facilities assessments conducted.3.1.2.2: Percentage of facilities compliant3.1.2.3: Number of facility modifications accomplished.3.1.2.4: Dollars invested in facility modifications accomplished.

Regularly assess facilities against benchmarks atry standards to support equitable access and rebarriers.Allocate sufficient Agency resources to ensure thphysical and virtual spaces are accessible, ensuinfrastructure is appropriately modernized to adaNASA’s Future of Work objectives, and to suppoadoption of technological innovations.Provide training and guidance on all processes tawareness of accessibility requirements for mansupervisors, and those with responsibilities relatFacilities.Establish a centralized fund to improve accessibprovide reasonable accommodations. 

Strategic Objective 3.2: Reasonable Accommodation for Individuals with Disabilities3.2.1: Across the personnel lifecycle, assess reasonable accommodation program policies, processes, training programs, current assistive technology, and funding availability by 1QTR FY 2024.

3.2.1.1: Complete assessment by 1QTR FY 2024.

Assess and ensure timely average processing timreasonable accommodation requests and implemtices to improve efficiencies. Evaluate the need to establish an Agency-wide cfund for providing reasonable accommodation. Assess assistive technology available and approuse on NASA systems and networks and the tecdeployment process to effectively respond to emreasonable accommodation requests.

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 
Appendix B: Agency Implementation Action Plan

Strategic Goal 3: Accessibility and Accommodation

Performance Goals Performance Measures Actions 3.2.2: Continue to ensure timely and effective accommodations for people with disabilities in accordance with all Federal and NASA requirements and DEIA objectives.

3.2.2.1: Percentage of cases that meet the 30-day timeframe in NASA policy (NPR 3713.1C, 2019) for resolution of accommodation requests for individuals with disabilities and religious accommodations requests and implementing practices to improve efficiencies.3.2.2.2: Percentage of supervisors and managers trained in reasonable accommodation.3.2.2.3: Percentage of NASA employees training in reasonable accommodation.3.2.2.4: Number of RA provided during recruitment phase and all stages of employee lifecycle, 

including interviews, training, etc.

Implement an enterprise-wide Sign Language Intcontract vehicle. Provide reasonable accommodation training to supervisors. Ensure information regarding requesting reasonaaccommodation is consistently provided and thatent process is followed during the recruiting/hiriLeverage Government and industry best practicetechnology to ensure NASA employees have the 

sonable accommodation available for mission anassurance.

Strategic Objective 3.3: Religious Accommodation3.3.1: By 4QTR FY 2023, issue first-ever NPR on religious accommodation to ensure that all religious faith and practice at NASA is treated inclusively.

3.3.1.1: By 4QTR FY2023, issue NPR on religious accommodation. Develop and issue NPR on religious accommoda

3.3.2: Continue to ensure timely and effective religious accommodations in accordance with all Federal and NASA Requirements and DEIA objectives.

3.3.2.1: Establish that baseline average processing time meets the requirements set forth in the 

proposed NPR.

Establish baseline average processing time for reaccommodation requests. Provide training to managers and supervisors on religious accommodation. Identify and provide spaces so employees have ttunity for religious expression, including meditatireflection.

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 
Appendix B: Agency Implementation Action Plan 

Strategic Goal 4: DEIA Integration into the NASA Mission

Performance Goals Performance Measures Actions Strategic Objective 4.1: Strategic Communication4.1.1: Develop and Implement a strategic DEIA communications plan.

4.1.1.1: Delivery of a strategic DEIA communications plan by Q4 FY 2022.

4.1.1.2: Respond to pulse survey of workforce on 

DEIA awareness of Agency commitment.

Create and execute a NASA DEIA strategic comm

tions plan. 

4.1.2: Use NASA’s various media platforms to promote workforce and public awareness of NASA’s commitment to DEIA as a critical foundational element of successful organizational culture.

4.1.2.1: Evidence of use of social media (e.g., number of page views, followers, number of Tweets, number of Facebook posts, number of LinkedIn posts, number of Instagram posts, DEIA hashtags, ODEO Blog).

Execute a NASA-unique digital and media DEIA acampaign for internal and external audiences. Implement an intranet platform that enables ERGconnect, collaborate, and build relationships throthe Agency.Hold an Agency-wide DEIA activity, such as a, an DEIA Stand-down Day.

4.1.3: Review and update NASA public communications and outreach materials, including Agency directorate and major program communications plans, to ensure they reflect NASA’s commitment to and strategy for DEIA.

4.1.3.1: Provide evidence of review and update of materials.

Facilitate internal and external public engagemennontraditional audiences, including participation principals to increase awareness of NASA’s DEIA 

4.1.4: Develop and disseminate consistent communication about the benefits of DEIA initiatives.

4.1.4.1: Provide evidence of consistent communication about the benefits of DEIA initiatives. Through focused collaboration with Agency cont

communicate internally and externally NASA’s stbusiness rationale for the DEIA value proposition

4.1.5: Publicize employee profiles and stories to demonstrate NASA diversity, including nontraditional media outlets and communities, using Agency communication tools and methodologies.

4.1.5.1: Provide evidence of publicized profiles.

Develop and highlight diverse employee profiles Agency communication tools, including televisiopodcasts, social media and public outreach opp

Strategic Objective 4.2: Accountability

4.2.1: Leaders visibly and vocally demonstrate their commitment to DEIA as a mission priority, helping to ensure EEO through proactive advocacy for the removal of barriers that impact opportunities for minorities, women, and individuals with disabilities.

4.2.1.1: TBD4.2.1.2: TBD4.2.1.3: TBD

TBD 

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 
Appendix B: Agency Implementation Action Plan 

Strategic Goal 4: DEIA Integration into the NASA Mission

Performance Goals Performance Measures Actions 4.2.2: Leader actions and expectations demonstrate NASA core values and are regularly communicated to all employees.

4.2.3.1: TBD4.2.3.2: TBD

DEIA perspectives and concepts are incorporatecurrent and future executive leadership programUpdate executive performance requirements to eDEIA is included. Provide leadership with multicultural and DEIA cogained through participation in formal training antion programs and sponsored activities. 

4.2.3: To ensure broad understanding of workplace concerns and offer equitable access to senior leadership, leaders engage employees beyond established employee groups, teams, clubs, and networks.

4.2.4.1: TBD4.2.4.2: TBD

Leaders engage employees beyond established groups, teams, clubs, and networks to ensure brunderstanding of workplace concerns and offer access to senior leadership (e.g., provide employand informal feedback vehicles, brown bags, focshadowing, panels).

Strategic Objective 4.3: Agency Systems and Operations

4.3.1: Ensure facilities and infrastructure are sufficient to enable DEIA principles and strategies, including Strategic Objective 3, Accessibility and Accommodation.

4.3.1.1: Completion of annual facilities report (to comply with the Americans with Disabilities Act and the Architectural Barriers Act) identifying the percentage of NASA buildings that are compliant with Federal accessibility standards.

Conduct annual review of NASA facilities to ensucompliance with the Americans with Disabilities Rehabilitation Act, and the Architectural Barriers 

Assess supplier diversity across the full spectrum curement and contracting. 

4.3.2: Ensure NASA directives, policies, and procedures incorporate DEIA principles. 4.3.2.1: Number of policies reviewed.

Review NASA Procedural Directives and Require(including NPR 1400.1h, “NASA Directives and CProcedural Requirements”) to ensure they reflect DEIA principles.

4.3.3: Develop a DEIA governance structure at the Agency and Center levels.

4.3.3.1: Number of DEIA councils held.4.3.3.2: Number of DEIA council decisions.

Conduct regular meetings between the Agency aDEIA councils. 

4.3.4: Strategic Management — ensure synchronization of strategic plans, DEIA plans, 

human capital operating plans, and related plans across the Agency.

4.3.4.1: Number of plans incorporating DEIA principles.

Regularly review strategic plans, operating, planaction plans to ensure DEIA principles are incorpand that plans are synced to one another.

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 
Appendix B: Agency Implementation Action Plan 

Strategic Goal 4: DEIA Integration into the NASA Mission

Performance Goals Performance Measures Actions Strategic Objective 4.4: DEIA Data Analytics Capability4.4.1: Execute a data acquisition, ingestion, and cataloging blitz of critical data sources into NASA’s Enterprise Data Platform (EDP) to address data gaps preventing DEIA analytics needed to ensure mission success and safety.

4.4.1.1: Number of critical internal NASA data sources identified.4.4.1.2: Number of critical internal NASA data sources acquired, ingested, catalogued, and in a production-ready state in EDP.4.4.1.3: Number of critical external NASA data sources identified.4.4.1.4: Number of critical external NASA data sources acquired, ingested, catalogued, and in a production-ready state in EDP.

Identify key data sources new data collection, boand external to NASA, to support DEIA analytics reporting requirements.Create a DEIA data architecture that links data rements to analytic questions and strategic and opdecisions. Identify gaps in data elements and dastandards that NASA can mitigate internally as wcommunicate data gaps to OMB, OPM, and othedata stewards who can help address.

4.4.2: Develop and implement automated, analytic products centered around measuring demographic representation and trends, employee and customer feedback, promoting paid internships, partnerships and recruitment, professional development and advancement, training and learning, advancing equity for employees with disabilities, advancing equity for LGBTQIA+ employees, and pay equity.

4.4.2.1: Number of Enterprise Data Platform analytic products at prototype stage.4.4.2.2: Number of Enterprise Data Platform analytic products at initial operating capability.4.4.2.3: Number of Enterprise Data Platform analytic products at final operating capability.

4.4.2.4: Average number of frequent users per application.4.4.2.5: Average usage (hours/month) per application.

Establish a technical infrastructure and implemebest-practice analytic tools to be able to exploit 

fits of cloud-based, big-data analytics. 

Implement meaningful analytic products, dashbomodels aligned to NASA’s internal and external sand customer needs to improve decision-makingage data sharing, and improve accountability. 

4.4.3: Enable routine use of DEIA analytic products in key NASA governance bodies to evaluate root causes, enable performance assessments, and inform evidence-based discussions, decisions, and policy making.

4.4.3.1: Number of internal NASA governance bodies where DEIA analytics products are routinely used.4.4.3.2: Number of external NASA governance bodies where DEIA analytics products are routinely used.4.4.3.3: Stakeholder satisfaction with access and usefulness of analytic products.

TBD

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 
Appendix B: Agency Implementation Action Plan

Strategic Goal 4: DEIA Integration into the NASA Mission

Performance Goals Performance Measures Actions 4.4.4: Maximize Enterprise Data Platform automation of end-to-end data acquisition and ingestion of internal and external data sources to eliminate manual data collection and improve data quality.

4.4.4.1: Number of fully automated internal required NASA data sources.4.4.4.2: Number of internal required NASA data sources capable of full automation.4.4.4.3: Number of fully automated external required NASA data sources.4.4.4.4: Number of external required NASA data sources capable of full automation.

Identify and acquire additional resources througFederal Government and NASA’s budget processuccessfully implement an effective analytics caaligned with the new requirements extended by tAdministration’s priorities as well as NASA’s interequirements.

4.4.5: Implement a data quality framework, automate data quality assessment processes, and translate data quality to confidence levels for key performance metrics to better inform decision-makers.

4.4.5.1: Develop a data quality framework and methodology by 1QTR FY2023.4.4.5.2: Number of data pipelines with automated data quality assessments of at least one 

data quality dimension (e.g., completeness, timeliness, accuracy, validity, etc.).4.4.5.3: Number of data pipelines with automated data quality assessments of at least three 

data quality dimensions (e.g., completeness, timeliness, accuracy, validity, etc.).4.4.5.4: Number of data sources with current data dictionaries with adequate fidelity to enable data quality assessments.

Assess current data governance and related poliensure effective data management, stewardshipsecurity.

4.4.6: Enhance data science and analytic skills capacity across NASA’s DEIA workforce and develop DEIA perspective among NASA’s data science and analytics communities.

4.4.6.1: Number of new civilian data scientists hired within the DEIA enterprise under the new OPM Data Scientist Occupational Series 1560.4.4.6.2: Number of current civilian DEIA enterprise analysts with a completed data science 

certificate from an accredited institution.4.4.6.3: Number of DEIA enterprise civilian employees who completed NASA Project Management Training.

Hire new talent and train current employees in cuskillsets such as data engineering, data science, tion development, and user interface and user exdesign.

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 
 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 

Appendix C:NASA Workplace Safety and Harassment Preventioand Response Implementation Plan

Committed and Engaged LeadershipGoal: Implement a second NASA-wide Anti-Harassment Campaign, with strategic communication from senior leadership and education and awareness opportunities for the entire workforce. (See DEIA Strategic Plan Performance Goal 2.3.1)

Strategies Actions Operational Activities Measures n Provide regular Agency 

communications at the highest level of the Agency on the Agency’s commitment to antiharassment, safe and inclusive workplaces.

n Maintain a comprehensive 

Agency anti-harassment policy and procedures that ensures fair, impartial, timely resolution of harassment allegations.

n Ensure the Agency practitioners and the workforce 

are provided with interactive, comprehensive training opportunities on the Agency anti-harassment program.

n Issue video message and 

memorandum from the Administrator.

n Conduct regular briefings of 

the anti-harassment practitioner community Agencywide to ensure optimal skill sets.

n Provide interactive training 

opportunities for the workforce on the anti-harassment program.

n Provide continuous evaluation of all NASA Center 

anti-harassment programs using the anti-harassment program tracking system for real-time program assessment.

n Issue video message and memorandum from the 

Administrator.

n Implement promising practices with specific milestones 

for attainment, including but not limited to: embedding an anti-harassment and safety emphasis at every level and ensuring leadership engagement in harassment prevention and response efforts and conducting preliminary climate surveys to assess harassment and safety issues.

n Messages from Officials in Charge (OIC) and other 

leaders, reinforcing message and information sent by the Administrator to all NASA personnel.

n All-hands meetings or Town Halls to reinforce commitment 

and prioritization of OICs and other leaders to preventing and promptly correcting harassment, and to engage employees in dialogues relating to their experiences, concerns, or ideas regarding harassment.

n Organization-specific training or other proactive efforts 

(e.g., additional information-sharing, climate surveys, email/phone hotlines) to prevent harassment.

n Continual communication of expectations, including in performance management discussions and evaluations, and 

holding individuals accountable for reasonably preventing and correcting harassment and for misconduct.

n Positive respon

agency-specific proactive steps harassment

n Responses on a

ment survey toothe anti-harasssystem
Appendix C: NASA Workplace Safety and Harassment Prevention and Response Implementation Plan

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 

Consistent and Demonstrated AccountabilityGoal: Demonstrated commitment of senior leaders to create and maintain a culture and workplace environment both physical and virtual in which harassment is not tolerated

Strategies Actions Operational Activities MeAgency leaders:n Clearly, frequently, and unequivocally state that 

harassment is prohibited at all levels of the Agency.

n Allocate sufficient resources for effective harassment prevention program.n Provide appropriate authority to individuals responsible for creating, implementing, and managing 

harassment prevention strategies.

n Regularly and effectively train all employees about the 

harassment policy and complaint system.

n Regularly and effectively train supervisors and managers about how to prevent, recognize, and respond 

to objectionable conduct that, if left unchecked, may rise to the level of prohibited harassment.

n Acknowledge employees, supervisors, and managers, 

as appropriate, for creating and maintaining a culture in which harassment is not tolerated and promptly reporting, investigating, and resolving harassment complaints.

n Impose discipline that is prompt, consistent, and 

proportionate to the severity of the harassment and/or related conduct, such as retaliation, when it determines that such conduct has occurred.

Analyze complaints data to assess timeliness and efficiency in the process.

n n 

Strong, Comprehensive, and Consistently Applied PoliciesGoal: Continue to implement NASA’s Agency Anti-Harassment policy and procedures embodied in NASA Procedural Requirement 3713.3 to ensure prompt and effective handling of harassment allegations

Strategies Actions Operational Activities MeMaintain an Agency anti-harassment policy that is based on the following:n Clear explanation of prohibited conduct;n Assurance that employees who make complaints of 

harassment or provide information related to such complaints will be protected against retaliation;

n Clearly described complaint process that provides 

accessible avenues of complaint;

n Assurance the employer will protect the confidentiality of harassment complaints to the extent possible;n A complaint process that provides a prompt, thorough, and impartial investigation; andn Assurance the employer will take immediate and 

appropriate corrective action when it determines harassment has occurred.

Ensure that policies and communications materials on the policies such as brochures and guides are:n Provided to employees upon hire and during harassment trainings, and posted centrally, such as on the 

Agency’s internal website, near employee time clocks, in employee break rooms, and in other commonly used areas or locations.

n Periodically reviewed and updated as needed, and 

re-translated, disseminated to staff, and posted in central locations and online.

Analyze complaints data to assess timeliness and efficiency in the process.

n n 
Appendix C: NASA Workplace Safety and Harassment Prevention and Response Implementation Plan

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 

Trusted and Accessible Complaint ProceduresGoal: Maintain an anti-harassment policy and program that operates promptly, thoroughly, and impartially; and imposes appropriate consequences for harassment or related misconduct, such as retaliation

Strategies Actions Operational Activities Measun Is fully resourced, enabling the organization to respond 

promptly, thoroughly, and effectively to complaints.

n Provides prompt, thorough, and neutral investigations.n Protects the privacy of alleged victims, individuals who report 

harassment, witnesses, alleged harassers, and other relevant individuals to the greatest extent possible, consistent with a thorough and impartial investigation and with relevant legal requirements.

n Includes processes to convey the resolution of the complaint 

to the complainant and the alleged harasser and, where appropriate and consistent with relevant legal requirements, the preventative and corrective action taken.

n Finalize development of and launch 

tracking system for anti-harassment cases to drive continuous improvement.

n Collect data on EEO complaints of 

discrimination, harassment (including sexual harassment), and retaliation.

Analyze complaints data to assess the extent and impact of workplace safety and harassment prevention issues.

n Posit

FEVS quessteps haras

n Resp

rassmas paharassyste

Regular, Interactive and Tailored TrainingGoal: Conduct regular, interactive, comprehensive training of all employees to help ensure that the workforce understands Aganti-harassment and safety rules, policies, procedures, and expectations, as well as the consequences of misconduct

Strategies Actions Operational Activities MeasuProvide training that is:n Championed by senior leaders;n Repeated and reinforced regularly;n Provided to employees at every level and location of the 

Agency;

n Provided in a clear, easy to understand style and format;n Provided in all languages commonly used by employees;n Tailored to the specific workplace and workforce;n Conducted by qualified, live, interactive trainers, or, if live 

training is not feasible, designed to include active engagement by participants; and

n Routinely evaluated by participants and revised as necessary.

n Provide training new employees as part 

of their onboarding process and to all employees on a regular basis.

n Provide tailored training to managers 

and supervisors on a regular basis.

Assess training evaluation forms to determine whether or to what extent participants view the training as successful.

n Posit

FEVS quessteps haras

n Resp

anti-hsurveto unabouof the as thtraini
Appendix C: NASA Workplace Safety and Harassment Prevention and Response Implementation Plan

 FY 2022–26 NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility 

Provide Support and Assistance to Federal Employees Whose Working Lives are Affected by DVSASGoal: Enforce NASA Procedural Requirement 3790.1, “Domestic Violence, Sexual Assault, and Stalking Response Plan,”to ensure appropriate response to domestic violence, including sexual assault and stalking

Strategies Actions Operational Activities Men Establish and coordinate policy direction and guidance to promote a safe and healthy work environment, increase awareness among employees and 

supervisors of the options available for assistance.

n Establish the Agency’s OCHCO to be responsible 

for overall program accountability, serve as the Agency-level point of contact for the Agency’s domestic violence response plan, and identify training resources for Center use.

n Ensure that NASA Centers’ policies address appropriate response and promote awareness.

n Appoint and publicize a primary point of contact for 

the Center’s domestic violence response program.

n Ensure the EAP counselor’s roles and responsibilities 

include the capability to support employees who request assistance and the capability to advise supervisors who are responding to the needs of employees affected by domestic violence.

n Provide and publicize resources, technical expertise 

and consultation to supervisors and/or employees who disclose incidents of domestic violence both in and out of the workplace.

n Make training available for employees and 

supervisors.

Conduct periodic reviews consistent with NPR 3790.1 to ensure program effectiveness.

Resuto gepeeffpro
National Aeronautics and Space Administration

Office of Diversity and Equal Opportunity

Mary W. Jackson NASA Headquarters Building

300 Hidden Figures Way

Washington, DC 20546

www.nasa.gov

NP-2021-06-2947-HQ