• 

National Aeronautics and Space Administration 

FY 2020 Annual Performance Report 

www.nasa.gov 
 

 

 

 

 

NASA’s FY 2020 Annual Performance Report 

NASA published a summary of preliminary fiscal year performance ratings in the FY 2020 Agency Financial 

Report using available fourth quarter data. This FY 2020 Annual Performance Report provides NASA’s final, but 

incomplete, detailed performance progress for FY 2020 in accordance with the Government Performance and 

Results Act (GPRA) Modernization Act of 2010. The document includes: 

• 2020 Summary of Progress Update by strategic objective

• NASA’s performance towards achieving the performance goals and annual targets in the FY 2020 Annual

Performance Plan

• Explanations of annual performance

NASA’s FY 2022 Volume of Integrated Performance will include additional FY 2020 performance results, as well 

as its FY 2022 Annual Performance Plan, FY 2021 Annual Performance Plan Update, and Annual Evaluation Plan 

that describes the evaluation activities NASA plans to conduct during FY 2021 in support of the Foundations of 

Evidence-Based Policymaking Act of 2018. The FY 2022 Volume of Integrated Performance will be published 

concurrently with NASA’s FY 2022 President’s budget request (to be available on nasa.gov/budget/index.html). 

The FY 2020 Annual Performance Report performance content was provided by NASA’s mission directorates and 

mission support offices and was produced by NASA’s Office of the Chief Financial Officer, with support from 

Deloitte Consulting, LLP. 

NASA FY 2020 Annual Performance Report i 
 

 

 

 

Table of Contents 

WELCOME TO NASA ............................................................................................................................................................1 

NASA PERFORMANCE FOUNDATIONS .................................................................................................................................2 

Strategic Plan Framework.......................................................................................................................................3 

Annual Strategic Reviews .......................................................................................................................................4 

Annual Performance Assessments .........................................................................................................................4 

DETAILED PERFORMANCE INFORMATION ...........................................................................................................................6 

Strategic Goal 1: Expand human knowledge through new scientific discoveries..................................................6 

Strategic Objective 1.1: Understand the Sun, Earth, solar system, and universe................................................................6 

Strategic Objective 1.2: Understand the responses of physical and biological systems to spaceflight.............................17 

Strategic Goal 2: Extend human presence deeper into space and to the moon for sustainable long-term 

exploration and utilization. ................................................................................................................................. 19 

Strategic Objective 2.1: Lay the foundation for America to maintain a constant human presence in low Earth orbit 

enabled by a commercial market......................................................................................................................................19 

Strategic Objective 2.2: Conduct human exploration in deep space, including to the surface of the Moon.....................21 

Strategic Goal 3: Address societal challenges and catalyze economic growth. .................................................. 25 

Strategic Objective 3.1: Develop and transfer revolutionary space technologies to enable transformative capabilities for 

NASA and the Nation. .......................................................................................................................................................25 

Strategic Objective 3.2: Transform aviation through revolutionary technology research, development, and transfer. ..29 

Strategic Objective 3.3: Inspire and engage the public in aeronautics, space, and science..............................................34 

Strategic Goal 4: Optimize capabilities and operations. ..................................................................................... 39 

Strategic Objective 4.1: Engage in partnership strategies. ...............................................................................................39 

Strategic Objective 4.2: Enable space access and services................................................................................................41 

Strategic Objective 4.3: Assure safety and mission success. .............................................................................................44 

Strategic Objective 4.4: Strategically manage human capital. .........................................................................................46 

Strategic Objective 4.5: Ensure enterprise protection.......................................................................................................48 

Strategic Objective 4.6: Sustain infrastructure capabilities and operations. ....................................................................50 

NASA FY 2020 Annual Performance Report ii 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Welcome to NASA 

For six decades, NASA has led the peaceful exploration of space, advancing knowledge of Earth, while making 

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

develop the commercial space industry, and strengthened the U.S. economy. 

The NASA workforce of about 16,435 civil servants in 2020 is distributed among its centers, facilities, and 

Headquarters. NASA’s centers and facilities manage and execute the mission work—engineering, operations, 

science, and technology development—and mission-enabling activities. Each location is supported by a 

contractor workforce providing technical and business operations services. 

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

Headquarters offices lead the Agency’s budget development, execution, and organization-wide performance 

management activities. Mission directorates and mission support offices at Headquarters manage decisions on 

programmatic investments and guide operations of the centers. NASA’s organizational structure is set in NASA 

Policy Directive 1000.3E. Provided below are brief descriptions of NASA’s mission directorates and select offices. 

• The Administrator’s Staff Offices lead the Agency by providing guidance and direction that cuts across

all of NASA’s work. These offices represent the Administrator with respect to safety and mission

assurance, managing the workforce and its diversity, overseeing the acquisition and use of information

technology, conducting financial and procurement operations, as well as coordinating STEM [science,

technology, engineering, and mathematics] engagement activities, international partnerships, and

legislative affairs.

• The Aeronautics Research Mission Directorate (ARMD) designs, develops, and tests advanced

technologies that will make aviation much more environmentally friendly, maintain safety in increasingly

crowded skies, and ultimately transform the way the United States, air passengers, and these worldwide, travel between destinations. Research conducted by ARMD directly benefits today’s air

transportation system, the aviation industry, and the passengers and businesses who rely on aviation

every day.

• The Human Exploration and Operations Mission Directorate (HEOMD) leads and manages NASA space

operations related to human exploration in and beyond low Earth orbit. HEOMD oversees requirements

development, policy, and programmatic oversight across its numerous programs. HEOMD’s activities

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

spaceflight operations, deep space exploration systems, launch services, and space communications.

• The Science Mission Directorate (SMD) conducts scientific exploration enabled by observatories that

view Earth from space, observe and visit other bodies in the solar system, and gaze out into the galaxy

and beyond. NASA’s science programs focus on three interdisciplinary objectives: discovering the secrets

of the universe, searching for life in the solar system and beyond, and safeguarding and improving life

on Earth.

• The Space Technology Mission Directorate (STMD) invests in transformational technologies that may

offset future mission risk, reduce cost, and advance capabilities that enable exploration. STMD has used

merit-based competition to identify and promote research and technology development, demonstrate

applicability, and infuse these technologies into NASA’s exploration missions.

• The Mission Support Directorate (MSD) enables the Agency’s missions by managing institutional

services and capabilities. MSD is actively reducing institutional risk to NASA’s current and future

missions by improving processes, stimulating efficiency, and providing consistency and uniformity across

institutional standards and practices.

NASA FY 2020 Annual Performance Report 1 
 

 

 

 

 

 

GroupsNAC & ASAP , 

Inspector General 

Diversity & Equal 

Opportunity 

STEM Engagement 

International 

& lnteragency 

Relations 

-' 

Chief Financial 

Officer 

Chief Information 

Officer 

Small Business 

Programs 

Communications 

Legislative & 

Intergovernmental 

Affairs 

General Counsel 

Mission Support 

Directorate• 

Chief Human Capital Officer 

Strategic Infrastructure 

Procurement 

Protective Services 

NASA Shared services Center 

Headquarters Operations 

Reporting Structure 

Administrator 

Deputy Administrator 

Associate Administrator 

Deputy Associate Administrator 

Chief of Staff 

Associate Administrator for Strategic 

Engagement & Assessments 

Office of Strategic 

Engagement & 

Assessments 

Mission Directorate 

Science Mission 

Directorate 

Office of Agency 

Council Staff 

Human Exploration & 

Operations Mission 

Directorate 

Space Technology 

Mission Directorate 

NASA Management Office" 

Jet Propulsion Laboratory-• 

Chief Scientist 

Chief Technologist 

Chief Engineer Chief, Safety & 

Mission Assurance 

Chief, Health & 

Medical Officer 

Ames Research 

Center 

Armstrong Flight 

Research Center 

Glenn Research 

Center 

Goddard Flight 

Research Center 

Johnson Space 

Center 

Kennedy Space 

Center 

Langley Research 

Center 

Marshall Space 

FIi ht Center 

Stennis Space Center 

Note: Administrator may delegate reporting to Deputy Administrator 

Administrator Deputy Associate Administrator 

•Mission Support Directorate also oversees and provides Partnerships as an 

Agency-wide service 

Associate Administrator AA for Strategic Engagement 

& Assessments 

.. NASA Management Office oversees the Jet Propulsion Laboratory contract 

... Programmatic reporting to the Science Mission Directorate Associate 

Administrator 

• NASA’s Office of Inspector General (OIG) promotes economy, effectiveness, and efficiency within the

Agency by conducting independent and objective audits, investigations, and evaluations of Agency

programs and operations. The OIG safeguards taxpayer dollars and the integrity of the Agency by

detecting and preventing fraud, waste, and abuse.

NASA Performance Foundations 

NASA’s continued success is predicated on a solid foundation of performance. The Agency uses common 

business and development practices to proactively establish expectations and assess and improve performance 

on an ongoing basis. These practices are strengthened by the Agency’s diversity in technical and operational 

expertise. NASA uses data and evidence to inform investment decisions at all levels, from day-to-day operations 

to selecting major missions and establishing the necessary infrastructure to pursue goals that may take a 

generation, or longer, to realize. 

NASA is transparent in these efforts, complying fully with requirements on performance reporting and 

accountability, in accordance with the Government Performance and Results Act (GPRA) Modernization Act of 

2010. NASA’s commitment to performance reaches further than compliance. The Agency has an ingrained 

NASA FY 2020 Annual Performance Report 2 
 

 

 

 

 

 

 

 

Priority Goal 

2 years 

Strategic Goal 

Tim,ele-ss 

Strategic Objedive 

10 or more yrar~ 

Performance Goall 

2-Syean 

annual target 

milestone/activity 

11 _ Cross-Agency Priority Goal 

11 Mu'l'l!l:-year 

.. 

culture of self-evaluation and continuous improvement, using findings from these studies and assessments to 

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

The NASA 2018 Strategic Plan outlines NASA’s plans for the future, provides a clear and unified direction for all 

of its activities, and sets the foundation on which the Agency can build and measure the success of its programs 

and projects. This direction is captured in NASA’s Vision and Mission statements—why NASA exists, what it 

aspires to achieve, and how it expects to make a difference that benefits all Americans. 

Vision 

To discover and expand knowledge for the benefit of humanity. 

Mission 

Lead an innovative and sustainable program of exploration with commercial and 

international partners to enable human expansion across the solar system and bring new 

knowledge and opportunities back to Earth. Support growth of the Nation’s economy in 

space and aeronautics, increase understanding of the universe and our place in it, work 

with industry to improve America’s aerospace technologies, and advance American 

leadership. 

Strategic Plan Framework 

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

strategies for making progress toward these priorities at varying levels throughout the Agency (see the figure 

below). At the top of the framework are strategic goals that describe NASA’s Mission. Strategic objectives 

present the strategies for achieving these goals. Progress towards these strategic objectives is measured 

through performance goals. Annual targets allow NASA to measure and track incremental progress towards 

achieving the performance goals. A performance goal may also include key milestones or activities that are part 

of the annual target. 

NASA FY 2020 Annual Performance Report 3 
 

 

 

 

 

 

 

 

 

Green Yellow Red White 

I 11 11 

FY 2020 target 

achieved 

Below FY 2020 

target 

Significantly 

below FY 2020 

target 

Unable to assess 

for FY 2020 

Unrated 

Currently unrated 

11 due to delay inI data availability 

Annual Strategic Reviews 

The annual Strategic Review process encompasses a comprehensive analysis of each of NASA’s strategic 

objectives. Agency leaders assess progress on executing the strategies and goals stated in the NASA 2018 

Strategic Plan. The assessment considers different indicators the Agency tracks for each strategic objective, as 

well as challenges, risks, external factors, and other events that may have affected the outcomes. The review 

also looks at what current or future evaluations or evidence-building activities are needed to make better 

assessments of the Agency’s progress. 

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

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

the summary of the self-assessments and the crosscutting assessment, then decides on final ratings for the 

strategic objectives and next steps for the Agency. NASA uses Strategic Review inputs, findings, and results 

throughout the Agency’s budget process and as an input to the annual performance planning process. A

summary of progress and assessment results for each strategic objective is included in this report. 

This document includes the Summary of Progress Update for each of NASA’s 13 strategic objectives, describing 

the progress that programs and projects have made in support of their strategic objective since the 2020 

Strategic Review. 

Annual Performance Assessments 

During the third and fourth quarters of FY 2020, program officials assessed progress towards achieving the 

performance goals listed in the FY 2020 Annual Performance Plan. They determined whether targets or 

milestones were met as anticipated, assigned the appropriate color rating, and provided an explanation to 

support the rating. NASA’s Chief Operating Officer and the Performance Improvement Officer reviewed the 

performance assessment results and provided feedback and approved the final ratings. 

NASA uses a stoplight color rating system to indicate whether a performance goal’s target was achieved, and if

not, by how much based on internal success criteria. For FY 2020, NASA also has one performance goal that is

rated White, indicating that information was not available to assess progress for FY 2020. Three performance 

goals are unrated in the FY 2020 Annual Performance Report, due to late availability of the data needed to 

assess progress. 

Below is a summary of the FY 2020 ratings for NASA’s 48 performance goals organized by the 13 strategic 

objectives. Detailed performance information is provided in the next section. Additional information will be 

available in NASA’s FY 2022 Volume of Integrated Performance, to be published concurrently with NASA’s FY 

2022 President’s budget request (to be available on nasa.gov/budget/index.html). 

NASA FY 2020 Annual Performance Report 4 
FY 2020 Performance Goal Ratings by Strategic Objective 

1 2 4 5 1 2 

0% 

20% 

40% 

60% 

80% 

100% 

1.1 1.2 2.1 2.2 3.1 3.2 3.3 4.1 4.2 4.3 4.4 4.5 4.6 

9 

1 

4 

5 

2 

1 

2 

2 

1 

1 

1 

2 

1 

1 

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Detailed Performance Information 

Strategic Goal 1: Expand human knowledge through new scientific 

discoveries. 

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

LEAD OFFICE 

Science Mission Directorate (SMD) 

GOAL LEADER 

Karen Flynn, Deputy Associate Administrator for Management, SMD 

Since NASA’s inception, scientific discovery regarding Earth, the Sun, the solar system and the universe beyond 

has been an enduring purpose of the Agency. NASA conducts scientific exploration enabled by observatories 

that view Earth from space, observe and visit other bodies in the solar system, and gaze out into the galaxy and 

beyond. NASA’s science programs focus on three interdisciplinary objectives: discovering the secrets of the 

universe, searching for life in the solar system and beyond, and protecting and improving life on Earth. 

NASA uses the recommendations of the National Academies’ decadal surveys as an important input in planning 

and prioritizing the future of its science programs. For almost 50 years, decadal surveys have proven vital in 

establishing a broad consensus within the national science community on the state of science, the highest 

priority science questions to address, and actions that can be undertaken to answer those questions. NASA uses 

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

theoretical and suborbital supporting research. In determining the content of the science portfolio, NASA also 

considers national priorities and policies, appropriations, existing technological capabilities, partnership 

opportunities, and other programmatic factors. 

In spring 2020, NASA found that it continued to make satisfactory progress toward Strategic Objective 1.1, with 

clear strategies for achievement. NASA is conducting missions to maintain continuity of climate data records, 

explore the physical processes within our solar system’s space environment, advance our understanding of 

Earth’s natural exchanges of carbon between the land, atmosphere and ocean, study the dynamic zone high in 

our atmosphere where Earth weather and space weather meet, study the Sun’s poles, advance understanding of 

the potential for life on other worlds, and better understand the worlds in our solar system. 

Progress on near-term priorities includes the launch of the Mars 2020 Perseverance rover and the Solar Orbiter 

mission, a collaboration with the European Space Agency. Progress continued on several missions scheduled for 

launch in 2021, including Sentinel-6 Michael Freilich, Landsat 9, Lucy, and the James Webb Space Telescope 

(Webb). NASA also awarded contracts and task orders for deliveries of instruments and technology 

demonstrations to the lunar surface and selected four Discovery Program mission concepts. 

NASA announced the selection of Libera, a new space-based instrument that represents an innovative and costeffective approach to maintaining the 40-year data record of the balance between the solar radiation entering 

Earth’s atmosphere and the amount absorbed, reflected, and emitted. Libera is the first mission selected in 

response to the 2017 Earth Science decadal survey. Implementing a high-priority recommendation of the most 

recent Solar and Space Physics decadal survey, NASA also announced initial selections for its DRIVE (Diversity, 

Realize, Integrate, Venture, Educate) Science Centers, a Heliophysics program supporting science that cannot 

effectively be done by individual investigators or small teams, but instead requires the synergistic, coordinated 

efforts of a research center. 

NASA FY 2020 Annual Performance Report 6 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

While Strategic Objective 1.1 has a clear strategy for success, there have been impacts due to the COVID-19 

pandemic. NASA is experiencing disruptions to missions in this objective due to COVID-related restrictions, 

whether from reduced efficiency at work sites, travel restrictions, reduced availability of facilities, or disruptions 

to the supply chain for current and future procurements. The Agency has implemented a series of short- and 

medium-term actions to mitigate impacts in order to ensure mission success and the overall health of the 

portfolio and continues to consider others as circumstances warrant. For the James Webb Space Telescope, for 

which COVID-19 impacted the Northrop Grumman work schedule significantly from March to May, NASA 

performed a schedule assessment and established a new Launch Readiness Date (LRD) of October 31, 2021. The 

new LRD incorporates delays to date, anticipated impacts moving forward, and completion of additional riskreduction tasks/technology, as well as appropriate schedule margin. 

Below are the FY 2020 performance results for performance goals supporting Strategic Objective 1.1. 

Performance Goal 1.1.1: Demonstrate progress in exploring and advancing understanding of the 

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

solar system. 

Annual 

Measurement 

NASA portfolio assessment guided by an 

annual external expert review 

determination of contributing programs, 

missions, and research 

FY 2020 Target Significant progress demonstrated 

Achieved Significant progress demonstrated as 

determined 

Rating Green 

NASA’s Science Mission Directorate is organized 

into four areas of scientific study—Astrophysics, 

Earth Science, Heliophysics, and Planetary 

Science—to seek answers to profound questions, 

such as why Earth’s climate and the environment 

are changing, how and why the Sun varies and the 

affect it has on Earth and the solar system, how 

planets and life originate, how the universe works 

and what is its origins and destiny, and is there life 

elsewhere in the universe. 

NASA achieved the FY 2020 target for this multi-year performance goal, as determined by the assessment of 

progress led by the Heliophysics Advisory Committee in September 2020. Below are examples of scientific 

progress reported in FY 2020. 

The selected results demonstrate significant progress in our understanding of the interconnections shaping the 

space environment. During break-up of the polar vortex in the Earth’s middle atmosphere, the Global-scale 

Observations of the Limb and Disk (GOLD) mission observed a change in the composition of the thermosphere 

hundreds of kilometers above. Numerical simulations demonstrate that acoustic waves at the interface between 

the ocean and the atmosphere produced by offshore earthquakes can reach as far as the upper atmosphere, 

potentially providing a new approach for tsunami early warning systems. In the Earth’s magnetosphere, data 

from the Van Allen Probes mission along with theoretical calculations provide further evidence that humangenerated radio waves from high-powered, ground-based transmitters propagate into space and scatter 

electrons out of the radiation belts. 

The Magnetospheric Multiscale (MMS) mission in conjunction with the Japanese Arase satellite showed that 

oxygen ions flowing out of the ionosphere reach the near-Earth plasma sheet during a geomagnetic storm main 

phase, intensifying the storm. Parker Solar Probe (PSP), which has gotten closer to the Sun than any previous 

human-made object, found a solar wind environment that is much more impulsive and unstable than what is 

seen closer to Earth. In this environment, the dynamic coupling between solar wind plasma and magnetic fields 

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

on itself until it is pointing almost directly back at the Sun. 

In other planetary environments, observations from the Mars Atmosphere and Volatile Evolution (MAVEN) 

mission showed that the most significant contribution to the loss of material from Mars’ moon Phobos came 

NASA FY 2020 Annual Performance Report 7 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

from ions that previously escaped the atmosphere of Mars. At Earth’s Moon, high reflectance regions called 

“lunar swirls” were found to be associated with plasma interacting with magnetic anomalies. Maps of the flow 

patterns of protons from the solar wind around lunar craters were produced, important for the study of 

weathering of the lunar surface. 

Performance Goal 1.1.2: Demonstrate progress in exploring and probing the origin, evolution, and 

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

Annual 

Measurement 

NASA portfolio assessment guided by an 

annual external expert review determination 

of contributing programs, missions, and 

research 

FY 2020 Target Significant progress demonstrated 

Achieved Significant progress demonstrated 

Rating Green 

NASA’s Science Mission Directorate is organized 

into four areas of scientific study—Astrophysics, 

Earth Science, Heliophysics, and Planetary 

Science—to seek answers to profound questions, 

such as why Earth’s climate and the environment 

are changing, how and why the Sun varies and 

the affect it has on Earth and the solar system, 

how planets and life originate, how the universe 

works and what is its origins and destiny, and is 

there life elsewhere in the universe. 

NASA achieved the FY 2020 target for this multi-year performance goal as determined by the assessment of 

progress led by the Astrophysics Advisory Committee in October 2020. Below are examples of scientific progress 

reported in FY 2020. 

Magnetic fields play a strong role in shaping spiral galaxies, according to research from the Stratospheric 

Observatory for Infrared Astronomy (SOFIA). Observing celestial dust grains, which align perpendicular to 

magnetic field lines, with SOFIA’s newest instrument using far infrared light, astronomers could infer the shape 

and direction of the otherwise-invisible magnetic field. 

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

boosting star birth in more than one galaxy at a time. 

Using Hubble Space Telescope, SOFIA, and the Solar and Terrestrial Relations Observatory (STEREO), scientists 

traced in real time how a dying star, Betelgeuse, loses its mass. 

In FY 2020, Voyager 2 left the solar system, traveling beyond the Sun’s sphere of influence, called the 

heliosphere. The Voyagers are the first spacecraft to leave the heliosphere, providing in-place observations of 

the interaction of a star—the Sun—with the interstellar medium. This is fundamentally important to 

understanding of how all stars interact with their environments and will inform future NASA ventures beyond 

the solar system. 

Planet formation is thought to happen within protoplanetary disks by aggregation of small solid particles of dust. 

This is expected to happen in the mid-region of the disk at the same time as surface regions are being 

evaporated by the radiation of the host star. At present, it is unclear how these millimeter-sized aggregates can 

turn into large 100 kilometer-sized planetesimals, and ultimately planets, before most of the disk dissipates. 

New high-resolution numerical computer simulations provide a detailed theoretical framework to understand 

how planetesimal formation occurs under globally turbulent disk conditions. This framework will be able to help 

researchers estimate how long it takes for planetesimals to grow, as well as enable more detailed numerical 

experiments in the future. 

NASA FY 2020 Annual Performance Report 8 
 

 

 

 

 

 

 

Performance Goal 1.1.3: Demonstrate progress in exploring, observing, and understanding objects in 

the solar system in order to understand how they formed, operate, interact, and evolve. 

Annual 

Measurement 

NASA portfolio assessment guided by an 

annual external expert review 

determination of contributing programs, 

missions, and research 

FY 2020 Target Significant progress demonstrated 

Achieved Significant progress demonstrated 

Rating Green 

NASA’s Science Mission Directorate is organized 

into four areas of scientific study—Astrophysics, 

Earth Science, Heliophysics, and Planetary 

Science—to seek answers to profound questions, 

such as why Earth’s climate and the environment 

are changing, how and why the Sun varies and the 

affect it has on Earth and the solar system, how 

planets and life originate, how the universe works 

and what is its origins and destiny, and is there life 

elsewhere in the universe. 

NASA achieved the FY 2020 target for this multi-year performance goal as determined by the assessment of 

progress led by the Planetary Science Advisory Committee in August 2020. Below are examples of scientific 

progress reported in FY 2020. 

The selected results represent a breadth of accomplishment in exploring, observing and understanding objects 

in the solar system and how they formed, operate, interact, and evolve. Analysis of fragments from Asteroid 

2008 TC3, which disintegrated in the atmosphere and landed as more than 700 individual stones, revealed 

contact between chondritic (meteorite material that has not been modified from its original, parent form) and 

achondritic (meteorite material that has melted and recrystallized) lithologies. The study provided new 

information about composition and formation of TC3, as well as information about surrounding asteroids and 

insight into asteroid Bennu, target of the Origins, Spectral Interpretation, Resource Identification, SecurityRegolith Explorer (OSIRIS-REx) mission. 

Meanwhile, in the outer planets, a simulation of icy crevasse and cycloid formation on Jupiter’s frozen moon, 

Europa, suggested that crevasses could evolve in a relatively short amount of time by a series of nearly 

instantaneous fracturing events (hundreds of meters per second), followed by long periods of 

dormancy/inactivity (hundreds of years). The modeled behavior provides better understanding of surface 

processes and will help improve knowledge about the rotation state of Europa and the secular motion of the 

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

Performance Goal 1.1.4: Demonstrate progress in discovering and studying planets around other 

stars. 

NASA’s Science Mission Directorate is organized 

Annual 

Measurement 

NASA portfolio assessment guided by an 

annual external expert review determination 

of contributing programs, missions, and 

research 

FY 2020 Target Significant progress demonstrated 

Achieved Significant progress demonstrated in 1 area 

Rating Green 

into four areas of scientific study—Astrophysics, 

Earth Science, Heliophysics, and Planetary 

Science—to seek answers to profound questions, 

such as why Earth’s climate and the environment 

are changing, how and why the Sun varies and 

the affect it has on Earth and the solar system, 

how planets and life originate, how the universe 

works and what is its origins and destiny, and is 

there life elsewhere in the universe. 

Area for external review panel determination in FY 2020 

1. Annual external expert review determination of programs, missions, and published, peer-reviewed research

contributing to Performance Goal 1.1.4.

NASA FY 2020 Annual Performance Report 9 
 

 

 

 

 

 

 

 

 

 

 

 

NASA achieved the FY 2020 target for this multi-year performance goal as determined by the assessment of 

progress led by the Astrophysics Advisory Committee in October 2020. Below are examples of scientific progress 

reported in FY 2020. 

Scientists have used data from NASA’s Transiting Exoplanet Survey Satellite (TESS) and Spitzer Space Telescope 

to report discoveries of extrasolar planets, including the first transiting planet candidate orbiting a white dwarf, 

the dense leftover of a Sun-like star. The Jupiter-sized object is about seven times larger than the white dwarf, 

named WD 1856+354, and at the end of its evolutionary path, posing many questions about how the planet 

candidate survived the white dwarf creation process, and how it came to be at its current location. Spitzer and 

TESS data also revealed a planet about as large as Neptune that circles the young star, AU Microscopii. The AU 

Mic system provides a one-of-a-kind laboratory for studying how planets and their atmospheres form, evolve 

and interact with their stars. 

A piping hot planet discovered by TESS has pointed the way to additional worlds orbiting the same star, one of 

which is located in the star’s habitable zone. If made of rock, this planet may be around twice Earth’s size. As 

one of the nearest transiting exoplanets known to date, it is a good target for transmission spectroscopy 

characterizing its atmosphere with the James Webb Space Telescope and other future NASA missions. 

Observations from the Kepler mission have revealed frequent superflares on young and active solar-like stars. 

Superflares result from the large-scale restructuring of stellar magnetic fields and are associated with the 

eruption of coronal material (a coronal mass ejection, CME) and energy release that can be orders of magnitude 

greater than those observed in the largest solar flares. There is growing appreciation that the space 

environment around exoplanets and the interaction with the stellar wind of the host star has a significant 

impact on planetary atmospheric chemistry, and even the retention of an atmosphere. This has led to a number 

of increasingly sophisticated modeling efforts, as the information they yield will help to redefine the extent of 

habitable zones around Sun-like stars. 

Performance Goal 1.1.5: Demonstrate progress in improving understanding of the origin and 

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

where life could have existed or could exist today, and exploring whether planets around other stars 

could harbor life. 

NASA’s Science Mission Directorate is organized 

into four areas of scientific study—Astrophysics, 

Annual 

Measurement 

NASA portfolio assessment guided by an 

annual external expert review determination 

of contributing programs, missions, and 

research 

FY 2020 Target Significant progress demonstrated 

Achieved Significant progress demonstrated 

Rating Green 

Earth Science, Heliophysics, and Planetary 

Science—to seek answers to profound questions, 

such as why Earth’s climate and the environment 

are changing, how and why the Sun varies and the 

affect it has on Earth and the solar system, how 

planets and life originate, how the universe works 

and what is its origins and destiny, and is there life 

elsewhere in the universe. 

NASA achieved the FY 2020 target for this multi-year performance goal as determined by the assessment of 

progress led by the Planetary Science Advisory Committee in August 2020. Below are examples of scientific 

progress reported in FY 2020. 

Samples taken by the Cosmic Dust Analyzer (CDA) on the Cassini spacecraft were used to study the chemistry 

and potential habitability of Saturn’s icy moon Enceladus by analyzing materials within icy plumes that were 

ejected from Enceladus. Researchers detected low-mass organic compounds within the ice grains, including 

oxygen-bearing, nitrogen-bearing, and aromatic compounds released through cracks in Enceladus’s crust. These 

compounds are important on Earth as precursors to amino acids and other organic molecules. Hydrothermal 

NASA FY 2020 Annual Performance Report 10 
 

 

 

 

 

 

 

 

 

 

 

 

activity in Enceladus’ subsurface ocean, similar to what takes place on Earth, is believed to be an abiotic source 

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

Closer to home, an analog study of lipids (a class of organic compounds that includes fats, oils, and hormones) in 

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

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

area actively undergoing the serpentinization process. The research team found lipids consistent with other 

serpentinite sites, indicating a common microbiome shared between areas containing sulfate-reducing and 

ammonia-oxidizing bacteria, methanogens (methane-producing bacteria), and methanotrophs (methane-using 

bacteria). This study provides more information on microbial habitability in analog environments on Earth to 

help with evaluating future rover landing sites and sample return from Mars. 

One possible biosignature on distant worlds is the presence of oxygen in an exoplanet’s atmosphere. In an 

astrophysics study, researchers identified a strong signal that oxygen molecules produce when they collide and 

developed a technique that could be used by NASA's James Webb Space Telescope to quickly identify promising 

nearby planets in the search for life. Researchers simulated this oxygen signature by modeling the atmospheric 

conditions of an exoplanet around an M dwarf, the most common type of star in the universe. The team 

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

component colors of the star's light would change when the planet would pass in front of it. The signal could 

help indicate the composition of M dwarf planets’ atmospheres and provide clues about habitability, while 

providing new knowledge about star-planet interactions around highly active M dwarf stars. 

Performance Goal 1.1.6: Demonstrate progress in developing the capability to detect and knowledge 

to predict extreme conditions in space to protect life and society and to safeguard human and 

robotic explorers beyond Earth. 

Annual 

Measurement 

NASA portfolio assessment guided by an 

annual external expert review determination 

of contributing programs, missions, and 

research 

FY 2020 Target Significant progress demonstrated 

Achieved Significant progress demonstrated for 2 

areas 

Rating Green 

The Heliophysics Division, part of the Science 

Mission Directorate, studies the nature of the 

Sun and how it influences the nature of space 

and, in turn, the atmospheres of planets and the 

technologies that exist there. 

Areas for external review panel determination in FY 2020 

1 Annual external expert review determination of programs, missions, and published, peer-reviewed research 

contributing to Performance Goal 1.1.6. 

2 External expert review panel determination indicating whether expectations for research program have been fully 

met or exceeded in advancing scientific understanding of background solar wind, solar wind structures, and 

coronal mass ejections, which can be integrated into key models used to predict the arrival time and impact of 

space storms at Earth. 

NASA achieved the FY 2020 target for this multi-year performance goal as determined by the assessment of 

progress performed by the Heliophysics Advisory Committee in September 2020. Below are examples of 

scientific progress reported in FY 2020. 

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

capabilities. Hinode and Solar Dynamics Observatory (SDO) observations provide strong evidence for the onset 

mechanism of flares. The intrusion of flux at the Sun’s surface leads to instabilities in the overlaying coronal 

NASA FY 2020 Annual Performance Report 11 
 

 

 

 

 

 

 

 

 

 

 

 

magnetic fields, resulting in a rapid release of energy through magnetic reconnection. A unique and creative 

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

Relations Observatory (STEREO) missions, as well as ground-based observations to infer far-side solar structures. 

This new technique enables far-side mapping of the Sun without the necessity of deploying satellites to that 

area, facilitating early detection of potential extreme events that impact Earth. There has also been a significant 

improvement in our ability to identify precursors to solar flares. By utilizing a deep neural network analysis of 

Interface Region Imaging Spectrograph (IRIS) high resolution spectral data, researchers are now able to identify 

pre-flare spectra approximately 35 minutes prior to the flare onset with 80 percent accuracy, a major step 

forward in forecasting flares. These results demonstrate significant progress in understanding drivers and 

sources and their influence on solar wind structures. 

Through observations from Time History of Events and Macroscale Interactions during Substorms (THEMIS), with 

support from Geostationary Operational Environmental Satellite(s) (GOES) and other observations from the 

NASA Heliophysics fleet, new insights were obtained into how and where energy is released during intense 

geomagnetic storms—closer to Earth with reconnection events more frequent than previously thought. 

Magnetic reconnection converts magnetic to particle energy and drives space currents, which in turn can disrupt 

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

Performance Goal 1.1.7: Demonstrate progress in identifying, characterizing, and predicting objects 

in the solar system that pose threats to Earth or offer resources for human exploration. 

Annual 

Measurement 

NASA portfolio assessment guided by an 

annual external expert review determination 

of contributing programs, missions, and 

research 

FY 2020 Target Significant progress demonstrated 

Achieved Significant progress demonstrated in 2 areas 

Rating Green 

The Planetary Science Division, part of the Science 

Mission Directorate, studies and explores the solar 

system to better understand its history, 

composition, and the distribution of life within it. 

The division also identifies and characterizes 

objects in the solar system that pose threats to 

Earth or offer resources for human exploration. 

Areas contributing to performance goal in FY 2020 

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

Performance Goal 1.1.7.

2. Identify and catalogue 9,250 near-Earth asteroids that are 140 meters in diameter or larger.

NASA achieved the FY 2020 target for this multi-year performance goal as determined by the assessment of 

progress performed by the Planetary Science Advisory Committee in August 2020. Below are examples of 

scientific progress reported in FY 2020. 

In FY 2020, asteroid search teams found another two near-Earth asteroids (NEAs) larger than one kilometer in 

size, 2,862 NEAs less than one kilometer in size, and three Earth-approaching comets. As of September 30, 2020, 

the total known population of near-Earth objects (NEOs) was 23,813 NEAs and 113 Earth-approaching comets. 

JPL’s Center for NEO Studies computes that none is likely to strike Earth in the next century. However, there 

were 2,124 NEAs (157 larger than one kilometer in size), with 113 found in FY 2020, in orbits that could become 

a hazard in the distant future and warrant monitoring. 

The Mission Accessible Near-Earth Object Survey (MANOS) team funded by the Near-Earth Object Observations 

Program studied the physical properties of near-Earth asteroids that could also be targets of spacecraft missions 

and reported in the literature on how spectral type depends on the sizes of near-Earth asteroids and identified a 

common origin for two separate pairs of near-Earth asteroids. 

NASA FY 2020 Annual Performance Report 12 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

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

Toroidal region in March 2020. Researchers utilized data from the Southern Argentina Agile MEteor Radar 

Orbital System (SAAMER-OS) to study the characteristics of this shower and to suggest a link to a parent body. 

The researchers noted after studying the orbital elements of the meteor shower that it appeared to resemble 

the β Tucanid and δ Mensid meteor showers (indicating a shared or common origin). The parent asteroid was

also predicted to be asteroid (248590) 2006 CS, which is a large NEO. The study of these meteor showers can be 

useful for modeling dust evolution within the Solar System, while additionally preparing for future meteor 

showers by supplying researchers the strength of meteor shower activity and how it might change annually. 

Performance Goal 1.1.8: Demonstrate progress in characterizing the behavior of the Earth system, 

including its various components and the naturally-occurring and human-induced forcings that act 

upon it. 

Annual 

Measurement 

NASA portfolio assessment guided by an 

annual external expert review determination 

of contributing programs, missions, and 

research 

FY 2020 Target Significant progress demonstrated 

Achieved Significant progress demonstrated in 2 areas 

Rating Green 

The Earth Science Division, part of NASA’s Science 

Mission Directorate, delivers the technology, 

expertise, and global observations that help 

researchers map the connections between Earth’s 

vital processes and the effects of ongoing natural 

and human-caused changes. 

Areas contributing to performance goal in FY 2020 

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

Performance Goal 1.1.8.

2. Complete the mission success criteria for Ice, Cloud and land Elevation Satellite (ICESat)-2.

NASA achieved the FY 2020 target for this multi-year performance goal as determined by the assessment of 

progress performed by the Earth Science Advisory Committee in October 2020. Below are examples of scientific 

progress reported in FY 2020. 

Leveraging a time series of Landsat satellite data, researchers mapped deforestation and natural disturbance in 

the Amazon rainforest from 1995 to 2017. They found that the area of disturbed forest is 44–60 percent more 

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

damage to forest ecosystems. 

Another study used Landsat time series to map the drivers of mangrove forest loss, one of the most carbon 

dense ecosystems. The scientists estimated that 62 percent of global mangrove losses between 2000 and 2016 

resulted from land-use change, primarily through conversion to aquaculture and agriculture, and that up to 80 

percent of these human-driven losses occurred within six Southeast Asian nations, reflecting regional policy of 

enhancing aquaculture to support economic development. 

Researchers used Ice, Cloud and land Elevation Satellite (ICESat)-2 data for insight into trends of ice sheets, such 

as unified estimates of grounded and floating ice mass change from 2003 to 2019. Their analysis reveals patterns 

likely linked to competing climate processes: ice loss from coastal Greenland (increased surface melt), Antarctic 

ice shelves (increased ocean melting), and Greenland and Antarctic outlet glaciers (dynamic response to ocean 

melting) was partially compensated by mass gains over ice sheet interiors (increased snow accumulation). Losses 

outpaced gains, with grounded-ice loss from Greenland (200 billion tons per year) and Antarctica (118 billion 

tons per year) contributing 14 millimeters to sea level. Mass lost from West Antarctica’s ice shelves accounted 

NASA FY 2020 Annual Performance Report 13 
 

 

 

 

 

 

 

 

 

 

 

for more than 30 percent of that region’s total. Quantifying changes in ice sheets and identifying the climate 

drivers is central to improving sea level projections. 

Researchers showed reductions in satellite measurements of nitrogen dioxide pollution over China before and 

after the Lunar New Year. The observed reduction in 2020 was approximately 20 percent larger than the typical 

holiday-related reduction and was related to changes in human behavior due to the outbreak of COVID-19. 

Nitrogen dioxide is a measure of economic activity, as nitrogen dioxide is primarily emitted from fossil fuel 

consumption, and the authors related this nitrogen dioxide reduction not only to the imposition of provincial 

lockdowns, but also to the reporting of the first of COVID-19 cases in each province that preceded the 

lockdowns. Both actions were associated with nearly the same magnitude of reductions. 

Performance Goal 1.1.9: Demonstrate progress in enhancing understanding of the interacting 

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

improve predictive capability. 

Annual 

Measurement 

NASA portfolio assessment guided by an 

annual external expert review determination 

of contributing programs, missions, and 

research 

FY 2020 Target Significant progress demonstrated 

Achieved Significant progress demonstrated in 3 areas 

Rating Green 

The Earth Science Division, part of NASA’s 

Science Mission Directorate, delivers the 

technology, expertise, and global observations 

that help researchers map the connections 

between Earth’s vital processes and the effects 

of ongoing natural and human-caused changes. 

List of areas for external review panel determination in FY 2020 

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

Performance Goal 1.1.9.

2. 40% of Earth science applications projects advance one Applications Readiness Level (ARL) with 3 projects advance

to ARL 8 or 9.

3. Customer satisfaction rating for the Earth Observing System Data and Information System (EOSDIS) exceeds the

most recently available Federal Government average rating of the American Customer Satisfaction Index.

NASA achieved the FY 2020 target for this multi-year performance goal as determined by the assessment of 

progress performed by the Earth Science Advisory Committee on October 22, 2020. Below are examples of 

scientific progress reported in FY 2020. 

The increase in high-tide flooding has been attributed to both global warming tendencies and sea level rise, as 

well as inter-annual and decadal climate and ocean fluctuations. Scientists developed a probabilistic projection 

model, which formed the basis of the NASA Flooding Days Projection Tool ,to allow decision makers to assess 

how sea level rise and other factors will affect the frequency of high-tide flooding in coming decades on a 

location-specific basis. The projections are based on an analysis of astronomical tides and other natural 

fluctuations in tide gauge data in combination with sea level rise projections based on climate models and 

climate assessments. The tool is designed to be flexible and adapt to the user’s needs by allowing for results to 

be viewed for multiple sea level rise projections across a range of flooding thresholds. 

Nitrogen oxide (NOx) are a family of gases that play a major role in air pollution. They are emitted by vehicle 

engines and industrial processes. Scientists used Aura Ozone Monitoring Instrument (OMI) observations of 

nitrogen dioxide (NO2) from a new high-resolution product to show that NOx lifetime in approximately 30 North 

American cities has changed between 2005 and 2014. They saw significant changes in NOx lifetime in North 

NASA FY 2020 Annual Performance Report 14 
 

 

 

 

 

 

 

 

 

 

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

of these changes suggests that NOx-limited chemistry dominates North American urban plumes and also 

demonstrates that the change in NOx lifetime must be accounted for when relating NOx emissions and 

concentrations. 

A new study applied machine learning—in particular, a clustering algorithm that filtered through a vast quantity 

of data—to identify patterns in the ocean that have similar physics. The results show that there are five clusters 

that compose 93.7 percent of the global ocean, such as those driven by the balance between the wind pressure 

on the surface of the ocean and the bottom torques. This consistency allowed guiding and testing of the 

machine learning algorithm using classical ocean physics principles, building a helpful bridge between machine 

learning and oceanography. 

Performance Goal 1.1.10: Achieve critical milestones of Science Mission Directorate major projects. 

Annual 

Measurement 

Number of critical milestones completed 

FY 2020 Target 10-12

Achieved 8 

Rating Yellow 

NASA’s Science Mission Directorate conducts 

scientific exploration that is enabled by observatories 

in Earth orbit and deep space, spacecraft visiting the 

Moon and other planetary bodies, and sample return 

missions. 

Major projects critical milestones FY 2020 

1. Complete Interstellar Mapping and Acceleration Probe (IMAP) Key Decision Point (KDP)-B review.

2. Complete the 2016 Medium Explorer (SPHEREx) Announcement of Opportunity Key Decision Point (KDP)-C review.

3. Complete the Europa Clipper mission Critical Design Review (CDR).

4. Complete the Lucy mission Critical Design Review (CDR).

5. Launch the Mars 2020 mission.

6. Complete the Psyche mission Critical Design Review (CDR).

7. Complete the Double Asteroid Redirection Test (DART) mission Key Decision Point (KDP)-D review.

8. Award the second Commercial Lunar Payload Services (CLPS) mission task order.

9. Complete the Landsat 9 Key Decision Point (KDP)-D review.

10. Complete the Sentinel-6A satellite Flight Acceptance Review.

11. Complete the Surface Water and Ocean Topography (SWOT) System Integration Review (SIR).

12. Complete the NASA-Indian Space Research Organization (ISRO) Synthetic Aperture Radar (NISAR) System

Integration Review (SIR).

NASA achieved 8 of the 12 milestones planned for FY 2020. Beginning in April 2020, NASA and its partners 

limited hands-on work to prioritized projects, following health guidance from the Centers for Disease Control 

and Prevention, to help protect the workforce from COVID-19 impacts. As a result of the change of operations, 

some projects did not achieve their milestones. NASA delayed the SPHEREx KDP-C review to the first quarter of 

FY 2021 due to COVID-19 impacts and the loss of the originally selected telescope vendor. The SIRs for SWOT 

and NISAR also were delayed until FY 2021 due to COVID-19 impacts. In addition, the Europa Clipper CDR was 

postponed to December 2020 due to delays in finalization of the launch vehicle selection for the mission and the 

associated uncertainties in the design of launch vehicle-specific mission elements. 

The Lucy CDR was completed in October 2019 and the KDP-B review for IMAP was completed in January 2020. 

NASA awarded the second CLPS mission task order in April. The Psyche CDR and Landsat-9 KDP-D review were 

completed in May, and the KDP-D review for the DART mission and the Flight Acceptance Review, now referred 

to as the Qualification and Acceptance Review, for Sentinal-6 Michael Freilich were in July. Mars 2020 

Perseverance launched on July 2020 on its way to the Red Planet. (Watch the launch on YouTube.) 

NASA FY 2020 Annual Performance Report 15 
 

 

 

 

 

 

 

 

 

Performance Goal 1.1.11: Launch the James Webb Space Telescope, complete on-orbit checkout, and 

initiate observatory commissioning. (Agency Priority Goal) 

Annual 

Measurement 

Complete development milestone 

FY 2020 Target 4 

Achieved 3 

Progress Yellow 

The James Webb Space Telescope, a program under 

the Science Mission Directorate, will be the premier 

observatory of the next decade. The large infrared 

telescope is an international collaboration between 

NASA, the European Space Agency (ESA), and the 

Canadian Space Agency (CSA). 

List of development milestones for FY 2020 

1. Complete second sunshield membrane deployment and folding.

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

3. Complete observatory pre-environmental test review.

4. Complete observatory vibration and acoustics testing.

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

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

preparations continued for the replacement of the spacecraft Traveling Wave Tube Amplifier (TWTA), the 

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

COVID-19 impacted the Northrop Grumman work schedule, causing delays to observatory testing in March 

2020. The work schedule was limited to one shift per day for integration and test (I&T) touch labor and one shift 

for planning and documentation. Several key observatory tests, including a second test deployment of the 

telescope deployable tower assembly, were delayed. In June 2020, the work schedule returned to two full shifts 

and the team was able to complete key milestones. NASA then completed the observatory environmental 

testing, consisting of acoustics and sine-vibration testing on October 2, 2020. 

NASA planned to assess the program’s progress in April 2020 as Webb schedule margins grew tighter in fall 

2019. However, NASA postponed the April assessment due to the COVID-19 pandemic. Based on a risk 

assessment completed in July, NASA determined that—due to facility closures, reduced shifts to protect the 

workforce, and the ongoing impacts of COVID-19—a launch during the second quarter in FY 2021 was no longer 

feasible and moved the launch readiness date to the first quarter in FY 2022, with no requirement for additional 

funds. (Read NASA’s July 16, 2020, announcement.) NASA has revised the goal statement and the FY 2021 

milestones to reflect this new launch readiness date. On-orbit checkout and observatory commissioning, part of 

the original goal statement, will take place in FY 2022. 

More information about NASA’s progress toward achieving this agency priority goal is available at 

Performance.gov/NASA/APG_nasa_4.html. 

NASA FY 2020 Annual Performance Report 16 
 

 

 

 

 

 

 

 

Strategic Objective 1.2: Understand the responses of physical and biological systems to 

spaceflight. 

LEAD OFFICE 

Human Exploration and Operations Mission Directorate (HEOMD) with support from the Science Mission 

Directorate (SMD) 

GOAL LEADER 

Altonell (Toni) Mumford, Deputy Associate Administrator, HEOMD 

The International Space Station (ISS), a laboratory in low Earth orbit that has been crewed for almost 20 

continuous years, allows for research on the role of gravity in physical and biological systems, Earth and space 

observation, and technology development. As a research and technology development facility, the ISS provides 

the capability for human-tended, long-duration space-based research, which is critical to the research and 

development of technologies supporting Artemis and future deep space exploration. ISS research also supports 

investigations in human physiology and biotechnology. As NASA’s only current long-duration, crewed orbital 

testbed, the ISS is used by researchers to study the effects of long-duration exposure to the space environment 

on the crew and devise and test countermeasures to offset health risks. NASA’s strategy for prioritizing and 

enabling fundamental physical and biological systems research is guided by several studies released by the 

National Academies over the past two decades, including the 2011 Decadal survey. 

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

objective. In the near term, NASA has funded and is performing research studies that address the known risks as 

defined by the current human exploration plan. The Agency has well established outreach to industry, academia, 

and international agencies and will continue to leverage these partnerships to advance physical and biological 

studies. This fiscal year, NASA will establish nearly a dozen broad-based partnerships with other U.S. 

government agencies, private industry, and international partners to advance scientific research. NASA 

continues to develop the parameters of the next Decadal study on physical and life sciences; the outcome of the 

Decadal report will inform future research priorities. 

NASA’s future strategy for this objective will be informed and based on the new Decadal survey, as well as the 

remaining known risks to human spaceflight and technology demonstration needs for human spaceflight 

missions beyond low Earth orbit including life support and biological systems and will be prioritized and 

executed as supported by the budget. These will include commercialization of low Earth orbit and new Space Act 

Agreements for testing the marketplace for commercially viable low Earth orbital platforms to advance human 

subject, biological, and physical science research beyond the ISS program. NASA's plans for human exploration 

beyond low-Earth orbit include investigating biological responses of living organisms (yeast) to the increased 

radiation environment of deep space with the BioSentinel cubesat launch on Artemis 1. Once established, the 

cislunar Gateway will provide a deep space platform to complement limited research with ground-based and ISS 

studies. 

Strategic Objective 1.2 activities have been impacted due to the COVID-19 pandemic, including delays in 

development of hardware scheduled to launch to ISS, with associated cost impacts. Extensions of grant funding 

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

ISS. 

Below is the FY 2020 performance result for the performance goal supporting Strategic Objective 1.2. 

NASA FY 2020 Annual Performance Report 17 
 

 

 

Performance Goal 1.2.1: Advance scientific research with the potential to understand the responses 

of physical and biological systems to spaceflight. 

Annual 

Measurement 

Number of peer reviewed published 

studies 

Fiscal Year FY 2020 

Target 500 

Actual To be determined 

Rating Red 

The Division of Biological and Physical Sciences, part of 

the Science Mission Directorate, administers the Space 

Biology Program and Physical Sciences Program. The 

Human Research Program, part of the Human Exploration 

and Operations Mission Directorate, studies the best 

methods and technologies to support safe, productive 

human space travel. 

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

accepted for publication in peer-reviewed journals. The pace of research slowed starting in April as facilities 

closed and institutions shifted to remote operations to protect staff during the COVID-19 pandemic. Research 

dependent on laboratory access was stopped or delayed. As a result, investigators submitted fewer studies to 

peer-reviewed journals. 

NASA FY 2020 Annual Performance Report 18 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Strategic Goal 2: Extend human presence deeper into space and to the moon 

for sustainable long-term exploration and utilization. 

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

presence in low Earth orbit enabled by a commercial market. 

LEAD OFFICE 

Human Exploration and Operations Mission Directorate (HEOMD) 

GOAL LEADER 

Altonell (Toni) Mumford, Deputy Associate Administrator, HEOMD 

NASA is enabling the development of a space-based low Earth orbit economy by establishing the infrastructure 

necessary for a transition from operations aboard the International Space Station (ISS) to one or more future 

commercial platforms, while continuing to leverage ISS for research and technology development. NASA is 

maximizing ISS utilization and throughput, using diverse commercial acquisition strategies, and offering 

customers research capacity in both space and Earth-similar laboratories. NASA is also working to develop a

healthy commercial supplier base for low Earth orbit activities and looking for ways to eliminate barriers to 

commercialization. All aspects of crew health are comprehensively managed, including implementation of a

comprehensive health care program for astronauts, and the prevention and mitigation of negative, long-term 

health consequences of space flight. 

In spring 2020, NASA determined that there was satisfactory progress for this strategic objective. NASA’s

strategy for this objective is to implement an ISS commercial use and pricing policy; quantify NASA’s long-term 

needs for activities in low Earth orbit; encourage and accommodate private astronaut missions to the ISS; 

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

capabilities; and stimulate the growth of sustainable demand for products and services in the low Earth orbit 

economy. NASA will also continue providing cargo and crew transportation capabilities that support ISS 

operations and the establishment of a commercial low Earth orbit economy. In FY 2020, NASA completed 

activities against each of these strategy elements. 

In support of NASA’s strategy to open the ISS for commercial use, NASA selected a commercial partner to 

provide at least one habitable commercial module. The module will attach to the ISS and will demonstrate the 

beginning of the ability to provide products and services that are purchased by NASA and other customers. 

NASA is providing seed money to eight proposals with the potential to stimulate sustainable demand for low 

Earth orbit products and services and has allocated five percent of NASA’s ISS resources for commercial use. 

There have been impacts to Strategic Objective 2.1 due to the COVID-19 pandemic. While NASA’s response to 

COVID-19 restricted access to some NASA and contractor facilities, mission specific work continued to be 

performed in support of the successful SpaceX Demo-2 launch, mission operations, and safe return of the crew. 

(Watch highlights of Demo-2 on YouTube.) 

Below are the FY 2020 performance results for the performance goal supporting Strategic Objective 2.1. 

NASA FY 2020 Annual Performance Report 19 
 

 

 

 

 

 

 

 

Performance Goal 2.1.1: Initiate technology demonstrations on the International Space Station to 

advance deep space exploration. 

Annual 

Measurement 

Number of research and technology 

demonstrations conducted 

FY 2020 Target 5 

Achieved 5 

Rating Green 

The International Space Station (ISS) Program, part 

of NASA’s Human Exploration and Operations 

Mission Directorate, plans, develops, and manages 

the capabilities that support the expanding 

commercial use of the ISS. 

NASA met the FY 2020 target by demonstrating five technologies aboard the ISS: 

• Spacecraft Fire Safety IV (Saffire IV) studied how fires spread in space

• Charcoal HEPA Integrated Particle Scrubber (CHIPS) filters tested to scrub the air in Node 3

• Urine Transfer System, which is part of a new toilet system, helps automate waste management and

storage

• BioMole Facility tested a possible replacement for current microbial monitory systems

• Water Processor Assembly (WPA)—part of the Environmental Control and Life Support System—MultiFilter (MF) single bed operation

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

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

customers. (Agency Priority Goal) 

Annual 

Measurement 

Number of milestones met 

FY 2020 Target 4 

Achieved 2 

Rating Red 

The International Space Station (ISS), Commercial 

Crew, and Low Earth Orbit Commercialization, 

programs under Human Exploration and Operations 

Mission Directorate, are committed to continuing the 

sustained human presence in low Earth orbit by 

through a robust low Earth orbit economy. 

List of development milestones for FY 2020 

1. Make awards for the port solicitation – NextStep 2 Broad Agency Announcement (Appendix I).

2. Make awards for the free-flyer solicitation – NextStep 2 Broad Agency Announcement (Appendix K).

3. Initiate astronaut training for initial private astronaut mission under a reimbursable space act agreement.

4. Both commercial crew industry partners complete demonstration missions.

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

In January 2020, NASA awarded a contract through the Next Space Technologies for Exploration Partnerships 

(NextSTEP)-2 Broad Agency Announcement (Appendix I) to Axiom Space to provide at least one habitable 

commercial module to be attached to the International Space Station (ISS). The module will be attached to the 

ISS’s Node 2 forward port to demonstrate its ability to provide products and services as NASA transitions the ISS 

to commercial and marketing opportunities. 

During the second quarter of FY 2020, NASA selected eight awards to stimulate demand under the ISS Utilization 

NASA Research Announcement and NextSTEP-2 Appendix J. The awards are designed to help the selected 

companies raise the technological readiness level of their products and move them to market, enabling U.S. 

industry to develop sustainable, scalable, and profitable non-NASA demand for services and products in low 

Earth orbit. The awards for the free-flyer solicitation (NextSTEP-2 Appendix K), the third milestone for this 

agency priority goal, has been delayed until FY 2021. 

NASA FY 2020 Annual Performance Report 20 
 

 

 

 

 

 

 

 

 

 

 

 

NASA signed a reimbursable Space Act Agreement with a commercial company that will provide astronaut 

training for private astronaut missions. 

In May 2020, the SpaceX Crew Dragon Endeavor spacecraft successfully delivered astronauts Doug Hurley and 

Bob Behnken to the ISS. In August, the spacecraft carrying the two astronauts safely splashed down into the Gulf 

of Mexico. (Watch highlights of Demo-2 on YouTube.) While SpaceX successfully completed their commercial 

crewed demonstration flight to the ISS, Boeing did not complete a crewed demonstration of their CST-100 

Starliner spacecraft. During an uncrewed orbital test flight conducted in December 2019, the spacecraft 

experienced some anomalies, including intermittent space-to-ground communication issues. A joint NASABoeing independent review team recommended corrective and preventive actions to address in preparation for 

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

crewed orbital flight test in summer 2021. 

For more information about NASA’s progress toward achieving this agency priority goal is available at 

Performance.gov/NASA/APG_nasa_1.html. 

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

surface of the Moon. 

LEAD OFFICE 

Human Exploration and Operations Mission Directorate (HEOMD) 

GOAL LEADER 

Altonell (Toni) Mumford, Deputy Associate Administrator, HEOMD 

NASA’s Artemis program has a goal to return American astronauts to the South Pole of the Moon by 2024. Using 

innovative technologies, the landing will include first woman and next man on the lunar surface to explore larger 

areas of the Moon and for longer durations than ever before. Artemis is a collaborative effort with commercial 

and international partners to establish a sustainable lunar exploration capability for long term exploration of the 

Moon, followed by human missions to Mars and other destinations. NASA is designing mission capabilities that 

will support this objective in deep space and enable increasingly complex missions to build knowledge and gain a 

lasting foothold onto Earth's nearest celestial body. Current planned capabilities in this architecture include 

exploration ground systems, a launch system for crew transportation, a deep-space human-rated crew module, 

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

and U.S. commercial launch vehicles for cargo transportation and to deploy other capabilities in the 

architecture. NASA will leverage these technical, operational and human physiology lessons learned on and 

around the Moon to prepare for the next giant leap—sending astronauts to Mars. 

In spring 2020, NASA’s Strategic Review determined that, overall, this was a focus area for improvement. NASA 

has made significant progress in developing future lunar and deep space systems; however, the programs 

developing the Space Launch System (SLS), Orion, and Exploration Ground Systems (EGS) have experienced 

challenges with cost and schedule. NASA continues to make progress on Artemis and to execute the required 

design, development, and testing of technologies and systems necessary for deep space activities. NASA has also 

made progress on the Artemis programs required to support a 2024 human lunar landing and lunar surface 

operations for long-term exploration and utilization necessary to enable future human missions to Mars. The 

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

design reviews and the Human Landing System (HLS) procurement milestones have been completed as 

scheduled. 

NASA FY 2020 Annual Performance Report 21 
 

 

 

 

 

 

 

 

 

 

 

 

The Artemis I crew and service module continued final assembly, integration, and test operations at Kennedy 

Space Center, while the EGS utilized technology/new approaches to enable Launch Control Center firing room 

testing to accomplish critical work utilizing appropriate COVID-19 protocols. The HLS Program completed 

execution of 11 NextSTEP-2 contracts with industry. These contracts were designed to inform HLS lunar lander 

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

cryogenic fluid management, precision landing, and using technologies. In May 2020, NASA awarded 10-month 

base period firm-fixed price contracts to three companies. HLS worked with the three companies to finalize 

requirements and standards for design, construction, and safety for the proposed human lander systems. NASA 

will review each of the HLS partners designs through the end of 2021 as the next step toward refining the 

human landing system returning Americans to the lunar surface in 2024. 

There have been impacts to Strategic Objective 2.2 due to the COVID-19 pandemic. Development activities with 

hardware at the Kennedy Space Center and Michoud Assembly Facility continued, with appropriate COVID-19 

protocols in place. The delay of the Core Stage Green Run Hot Fire Test, currently until early 2021, is later than 

anticipated principally due to COVID-19 stand-down and subsequent work constraints, schedule impacts due to 

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

Below are the FY 2020 performance results for the performance goal supporting Strategic Objective 2.2. 

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

Moon by 2024 by demonstrating the necessary capabilities that advance lunar exploration. (Agency 

Priority Goal) 

Annual 

Measurement 

Number of milestones met 

FY 2020 Target 4 

Achieved 3 

Rating Yellow 

Artemis is led by the Human Exploration and 

Operations Mission Directorate and includes programs 

under Explorations Systems Development (see HEO 

Programs) and Advanced Exploration Systems. It is 

supported by the Science Mission Directorate and the 

Space Technology Mission Directorate. 

FY 2020 milestones: 

1. Ship the Artemis I Orion spacecraft to Plum Brook Station for testing

2. Integrated Human Landing System contract awards (NextSTEP-2, Appendix H)

3. Award Gateway Logistics Contract

4. Perform Green Run Hot Fire test

During FY 2020, NASA made notable progress towards the Artemis I, Artemis II, and Artemis III missions despite 

challenges associated with COVID-19. (Find out more about the Artemis program.) 

In November 2019, NASA shipped the Orion Artemis I Crew and Service Module to Plum Brook in Sandunsky, 

Ohio, to undergo testing in the Thermal Vacuum Chamber, which simulates the space environment. When 

completed, Orion was transported to Kennedy Space Center, Florida, and prepared for final assembly and test 

operations. 

NASA awarded the first Gateway Logistics Service contract to SpaceX on March 25, 2020, designating the 

company as a U.S. commercial provider to deliver cargo, experiments, and other supplies to lunar orbit. On April 

30, NASA announced that it had selected three U.S. companies—Blue Origin, Dynetics, and SpaceX—to design 

and develop human landing systems for the Artemis program, one of which will be selected to land the first 

NASA FY 2020 Annual Performance Report 22 
 

 

 

 

 

 

 

 

woman and next man on the surface of the Moon. The HLS awards were made under the NextSTEP-2 

partnership with industry. 

NASA began the fiscal year on track to complete the Space Launch System (SLS) Core Stage Green Run testing, 

an eight-part test to ensure that all components operate together to power the 212-foot tall core stage. 

Although testing was halted by more than two months due to COVID-19, NASA completed six out of eight test 

objectives by the end of the fiscal year. However, due to the impacts of COVID-19, as well as an unprecedented 

hurricane season, NASA did not achieve the fourth quarter milestone of conducting the Hot Fire test of the four 

RS-25 engines. The final two Green Run tests were delayed until early FY 2021. 

For more information about NASA’s progress toward achieving this agency priority goal is available at 

Performance.gov/NASA/APG_nasa_2.html. 

Performance Goal 2.2.2: Commence lunar surface science investigations, technology, and 

exploration demonstrations to enable a sustainable lunar surface exploration strategy. (Agency 

Priority Goal) 

Annual 

Measurement 

Number of critical milestones met 

Fiscal Year FY 2020 

Target 4 

Achieved 3 

Rating Yellow 

This agency priority goal is jointly led by the Space 

Technology Mission Directorate (STMD) and the Science 

Mission Directorate (SMD), with support from the 

Human Exploration and Operations Mission Directorate 

(HEOMD). 

List of development milestones for FY 2020 

1. Plan strategy for APG coordinated with the President’s Budget Release.

2. Complete on-ramp of additional CLPS providers to enhance lunar delivery capability.

3. Complete Autonomous Mobility Field Test.

4. Conduct Exploration Extravehicular Mobility Unit (xEMU) Systems Requirements Review.

NASA fell short of achieving the FY 2020 target for this two-year agency priority goal, completing three of the 

four milestones due to the impacts of the COVID-19 pandemic. 

In November 2019, NASA added five companies to the Commercial Lunar Payload Services (CLPS) contract to 

perform commercial deliveries of payloads to the surface of the Moon, bringing the total number of companies 

on the CLPS contract to 14. All 14 companies are now eligible to compete on future task orders for the delivery 

of payloads to the lunar surface. This on-ramp to CLPS no only expanded the competitive pool, but also 

enhanced the landing performance capabilities. 

In December, the NASA Executive Council approved the Agency’s strategy for meeting this agency priority goal, 

in coordination with the President’s Budget Release. The approval included NASA’s approach to managing and 

coordinating across three mission directorates—the Space Technology Mission Directorate, Science Mission 

Directorate, and Human Exploration and Operations Mission Directorate—and three strategic elements: gradual 

capability buildup, scientific exploration, and commercial partnerships. 

On December 19-20, NASA also conducted the Systems Requirements Review (SRR) for the xEMU, a nextgeneration spacesuit to support the Artemis program. 

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

Robot (A-PUFFER) during FY 2020. The A-PUFFER team conducted the first set of field tests during the second 

quarter of the fiscal year. Additional testing was scheduled for May 2020, but was delayed due to the pandemicNASA FY 2020 Annual Performance Report 23 
 

 

 

 

related closure of the Jet Propulsion Laboratory (JPL), in Pasadena, California. When JPL began partial reopening, 

the team submitted a request to conduct additional testing in July, with an operations safety plan describing 

how the testing could be conducted outside while maintaining social distance. The team remained on a waiting 

list, however additional COVID restrictions have been put in place at JPL which has further delayed the final 

A-PUFFER demo. The project has been granted a no-cost extension and hopes to have the final demo completed

by early next year.

For more information about NASA’s progress toward achieving this agency priority goal is available at 

Performance.gov/NASA/APG_nasa_3.html. 

NASA FY 2020 Annual Performance Report 24 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

Strategic Goal 3: Address societal challenges and catalyze economic growth. 

Strategic Objective 3.1: Develop and transfer revolutionary space technologies to enable 

transformative capabilities for NASA and the Nation. 

LEAD OFFICE 

Space Technology Mission Directorate (STMD) 

GOAL LEADER 

Mike Green, Deputy Associate Administrator for Management, STMD 

Technology drives exploration to the Moon, Mars and beyond. As NASA embarks on its next era of exploration, 

the Agency is advancing technologies and testing new capabilities at the Moon that will be critical for crewed 

missions to Mars. Investments in revolutionary, American-made space technologies also provide solutions on 

Earth. NASA makes its space tech available to commercial companies to generate real world benefits. NASA’s 

success strategy for this strategic objective includes partnership, engaging and inspiring thousands of 

entrepreneurs, researchers and innovators. The Agency fosters a community of America’s best and brightest 

working on the Nation’s toughest challenges and closing technology gaps in multiple mission architectures. 

Additionally, NASA’s strategy for this strategic objective, with guidance from external groups, includes a meritbased competition model with a portfolio approach spanning a range of discipline areas and technology 

readiness levels. 

NASA’s 2020 Strategic Review resulted in a continued rating of satisfactory performance. NASA continued to 

develop and transfer technologies, with a greater focus on supporting lunar landing goals. These technology 

investments continue to serve as a catalyst for the new technology required for the varied mission architecture 

needs of multiple stakeholders. NASA remains focused on building partnerships to identify and close technology 

gaps in multiple mission architectures as well as to establish public-private partnerships with the U.S. aerospace 

industry to leverage private investment. NASA continues to invest in a portfolio approach to space technology, 

spanning a range of discipline areas and technology readiness levels. Specific examples of recent 

accomplishments under this strategic objective include three on-orbit technology demonstrations (i.e., Deep 

Space Atomic Clock (DSAC), Green Propellant Infusion Mission (GPIM), and Robotic Refueling Mission 3 (RRM3)); 

four more technology demonstrations successfully launched on the Mars 2020 mission (i.e., Mars Oxygen In-Situ 

Resource Utilization Experiment (MOXIE), Terrain Relative Navigation (TRN), Mars Entry, Descent, and Landing 

Instrumentation 2 (MEDLI2) and Mars Environmental Dynamics Analyzer (MEDA)); 14 Tipping Point partnerships 

for Moon and Mars technologies, with more planned; and ongoing development of lunar surface capabilities, 

including tests of Autonomous Pop-Up Flat Folding Explorer Robot (A-PUFFER). 

While Strategic Objective 3.1 has a clear strategy for success, there have been impacts due to the COVID-19 

pandemic. Some technology maturation and demonstration projects are experiencing cost and schedule impacts 

due to facility closures, supply chain disruptions, and testing delays. Some early stage projects, as well as 

commercial sector partnerships, have experienced disruptions due to the inability to access research facilities. 

Also, NASA’s small business partners find it increasingly difficult to secure matching funds, further adding strains 

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

partnerships with industry and academia, as well as partnerships for the Oxygen Generation Assembly (OGA), 

thereby further eroding schedule and deliveries. 

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

overall NASA’s space technology portfolio is on track and includes several technology demonstrations planned 

for the next few years. Examples include Laser Communications Relay Demonstration (LCRD)and the Pathfinder 

NASA FY 2020 Annual Performance Report 25 
 

 

 

 

 

 

 

Technology Demonstrator (PTD)-1, CubeSat Proximity Operations Demonstration (CPOD), and Cislunar 

Autonomous Positioning System Technology Operations and Navigation Experiment (CAPSTONE) small 

spacecraft demonstrations. In the mid- to long-term, NASA has identified 12 technology capabilities as priorities 

for development, each of which addresses anticipated technology gaps across multiple stakeholder 

architectures. 

Below are the FY 2020 performance results for the performance goal supporting Strategic Objective 3.1. 

Performance Goal 3.1.1: Encourage creative and innovative solutions to space technology challenges 

by investing in early stage technologies and concepts from U.S. innovators. 

Annual 

Measurement 

Number of new early stage technologies and 

concepts invested in 

FY 2020 Target 210 

Achieved 253 

Rating Green 

NASA’s Space Technology Mission Directorate 

nurtures innovative and high-risk/high-payoff 

technologies and concepts, including early stage 

ideas, that could transform future NASA 

missions, as well as the aerospace industry. 

NASA achieved the FY 2020 target for this multi-year performance goal as the Agency continues to advance early 

stage innovation. In FY 2020, NASA invested in 253 new early stage technologies and concepts, exceeding the 

target of 210. These investments ensure a healthy base of promising early stage solutions for further future 

development by other programs and organizations. 

NASA leveraged the country’s spectrum of academic researchers to foster groundbreaking research in advanced 

space technology. This included selecting nine Early Career Faculty awards, 14 Early Stage Innovation awards, 

and 63 NASA Space Technology Graduate Research Opportunities. 

The Agency continued to engage America’s innovators and entrepreneurs to nurture visionary ideas with the 

goal of transforming future NASA missions with the creation of breakthroughs through NASA Innovative 

Advanced Concepts (NIAC). The Agency selected 23 new concept studies in FY 2020, comprised of 16 Phase I 

projects, six Phase II projects, and one Phase III project. 

NASA encouraged creativity and innovation within NASA centers by supporting emerging technologies and 

creative initiatives, selecting 137 Center Innovation Fund (CIF) projects. The Agency also encouraged its brightest 

early career technologists to experience hands-on technology development opportunities through seven Early 

Career Initiative awards. 

Performance Goal 3.1.2: Mature technology projects that offer significant improvement to existing 

solutions or enable new space exploration capabilities. 

Annual 

Measurement 

Percentage of key performance parameters 

completed for Technology Maturation 

projects 

FY 2020 Target 60% 

Actual 64% 

Rating Green 

NASA’s Game Changing Development program, 

part of the Space Technology Mission 

Directorate, guides innovative, high-impact 

technologies and capabilities from proof of 

concept through component or breadboard 

testing in a relevant environment. 

NASA FY 2020 Annual Performance Report 26 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

NASA achieved the FY 2020 target for this multi-year performance goal by completing 64 percent of planned key 

performance parameter (KPP) events for Technology Maturation projects, exceeding the 60 percent target. 

These completed KPPs represent technology advancement that may lead to entirely new mission approaches 

and provide solutions to national needs. 

The Agency met KPPs in projects such as Astrobee, Extreme Environment Solar Power (EESP), and Autonomous 

Medical Operations (AMO). Astrobee is a new free-flying robotic system that will work alongside International 

Space Station astronauts to assist in routine duties, both autonomously and via remote control. EESP 

technologies will benefit missions to destinations with low sunlight intensity, low temperature, and high 

radiation (e.g. general vicinity of Jupiter). The AMO project is developing an onboard software system to enable 

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

In addition, NASA launched Mars Entry, Descent, and Landing Instrumentation 2 (MEDLI2) and Mars 

Environmental Dynamics Analyzer (MEDA) with the 2020 Mars Perseverance Rover in July 2020 and both 

technologies are currently on their way to Mars. MEDLI2 will allow investigators to study the safety and 

reliability of current entry vehicles, helping to ensure the safety of future Mars missions. MEDA will provide 

information about Mars’ dust cycle and its impact on the planet’s weather. This work could lead to daily Mars 

weather reports, as NASA prepares for human exploration of the Red Planet. 

NASA also selected 15 Tipping Point partnerships whose technologies will help enable the Agency’s Moon to 

Mars exploration approach. This investment of over $40 million in the U.S. space industry, including small 

businesses, will help bring these technologies to market and ready them for NASA use. 

Performance Goal 3.1.3: Demonstrate new technology and capabilities for space exploration. 

Annual 

Measurement 

Critical milestones achieved for two 

programs supporting the performance goal 

FY 2020 Target 6 milestones for each of two contributing 

programs 

Achieved Small Spacecraft Technology: 13 

Technology Demonstration Missions: 8 

Rating Green 

Small Spacecraft Technology develops and 

demonstrates new small spacecraft technologies 

for NASA’s missions in science, exploration, and 

space operations. Technology Demonstration 

Missions bridge the gap between laboratoryproven and final infusion by providing ground and 

flight test for promising technologies. Both 

programs are part of the Space Technology 

Mission Directorate. 

FY 2020 critical milestones 

1. Achieve 6 key milestones for the Small Spacecraft program.

2. Achieve 6 key milestones for the Technology Demonstration program.

NASA achieved the FY 2020 target for this multi-year performance goal by exceeding its target for milestones in 

demonstrating new technology and capabilities. NASA completed a total of 21 targeted milestones and key 

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

foster and mature for demonstration new crosscutting space technology capabilities that meet NASA and 

industry needs by enabling new missions or greatly enhancing existing ones. 

NASA’s FY 2020 achievements in small spacecraft technology included two milestones towards launch of the 

Cislunar Autonomous Positioning System Technology Operations and Navigation Experiment (CAPSTONE) lunar 

mission. CAPSTONE will reduce risk for future spacecraft by validating innovative navigation technologies and 

verifying the dynamics of a halo-shaped orbit. NASA also met milestones for Lunar Flashlight, Pathfinder 

Technology Demonstrator (PTD) 2, PTD 3, PTD 4, CubeSat Laser Infrared Crosslink (CLICK) A, CLICK B/C, 

Advanced Composites Based Solar Sail (ACS3), and the Starling distributed mission demonstration. 

NASA FY 2020 Annual Performance Report 27 
 

 

 

 

 

 

 

 

 

 

 

The technology demonstration mission On-Orbit Servicing, Assembly and Manufacturing (OSAM)-2 mission 

(formerly called Archinaut One) completed three milestones including its Preliminary Design Review (PDR). In 

addition, other technology demonstration achievements included: completion of a KDP for the Laser 

Communications Relay Demonstration (LCRD) and delivery to Northrop Grumman; completion of the Critical 

Design Review (CDR) for the Deep Space Optical Communications (DSOC); and KDP completion for OSAM-1 

(satellite servicing and in-space robotic assembly technologies). 

NASA also conducted three on-orbit technology demonstrations—the Deep Space Atomic Clock (DSAC), Green 

Propellant Infusion Mission (GPIM), and Robotic Refueling Mission 3 (RRM3)—and launched the Mars Oxygen InSitu Resource Utilization Experiment (MOXIE) and the Terrain Relative Navigation (TRN) to Mars. MOXIE will 

demonstrate a way that future explorers might produce oxygen from the Martian atmosphere for propellant 

and for breathing, and TRN will enable the Mars 2020 Perseverance Rover to avoid large scale landing hazards 

during entry, descent, and landing on the Red Planet. 

Performance Goal 3.1.4: Spur technology development through engagement with the commercial 

sector and the general public. 

Annual 

Measurement 

Critical activities completed for three 

programs supporting the performance goal 

FY 2020 Target 3 

Achieved 3 

Rating Green 

NASA’s Space Technology Mission Directorate 

(STMD) offers prizes for meeting key technology 

challenges, while reaching out to non-traditional 

NASA partners. STMD also provides an opportunity 

for researcher institutes and small businesses to 

participate in government-sponsored research and 

development efforts in key technology areas. 

FY 2020 critical activities 

1. Conduct 42 NASA challenges, prize competitions, and crowdsourcing activities.

2. Advance 45 Small Business Innovation Research/Small Business Technology Transfer (SBIR/STTR) technologies

beyond Phase II.

3. Manifest 16 payloads on commercial suborbital flights for testing.

NASA achieved the FY 2020 target for this multi-year performance goal by exceeding its targets for all three 

critical activities including conducting prize and challenge competitions, advancing technologies with small 

businesses and research institutions, and selecting of flight opportunity payloads. 

NASA provided opportunities for small, highly innovative companies and research institutions through the 

SBIR/STTR program. NASA created 125 post-Phase II opportunities (the prototype development phase), 

compared to the targeted 45 opportunities, including 32 Phase II-E/X (which requires matching funds), eight 

Civilian Commercialization Readiness Pilot Program opportunities, four Phase II Sequential awards, and 81 Phase 

III awards (preparing the technology for infusion/commercialization). The Agency’s SBIR program also funded 

eight technologies that are represented on the Mars 2020 Perseverance Rover. 

NASA started 61 new prize challenges in FY 2020, as well as continuing six prize challenges that started prior to 

FY 2020. Of the new challenges started, 25 of them were through the NASA@WORK platform, which provides 

NASA employees an unconventional and inventive way to share knowledge and advance projects. Other exciting 

public challenges started in FY 2020 include Exploring Hell: Avoiding Obstacles on a Clockwork Rover, the Lunar 

Loo Challenge, as well as the Watts on the Moon Challenge. 

NASA also competitively selected 50 payloads, exceeding the target of 16, from industry and academia for flight 

on commercial flight vehicles to achieve agency priorities. 

NASA FY 2020 Annual Performance Report 28 
 

 

 

 

 

 

 

 

 

 

 

Strategic Objective 3.2: Transform aviation through revolutionary technology research, 

development, and transfer. 

LEAD OFFICE 

Aeronautics Research Mission Directorate (ARMD) 

GOAL LEADER 

William Harrison, Director, Portfolio Analysis & Management Office, ARMD 

NASA is advancing U.S. global leadership in aviation through the application of new concepts and technologies 

throughout aviation design, development, production, and operations. Technologies pioneered by NASA and 

developed in partnership with U.S. industry have led and will continue to lead to transformative improvements

in mobility, efficiency, sustainability, and safety. NASA focuses its high-risk, high-reward aviation research and 

technology development in areas identified by its trend and gap analyses. In understanding fundamentals and 

delivering solutions, the Agency applies a strategy of convergent research, integrating multi-disciplinary work 

across its focus areas of research and development. NASA leverages its in-house aeronautics resources with 

partners in other government agencies, industry, and academia to support innovative concepts and 

technologies, and with international counterparts to leverage complementary investments. 

NASA’s 2020 Strategic Review determined that progress for the strategic objective is noteworthy. NASA’s 

strategy for this objective is focused on strategic thrusts that address aeronautic global trends/drivers. The six 

strategic thrusts are: Thrust 1–Safe, Efficient Growth in Global Operations to achieve safe, scalable, routine high 

tempo airspace access for all users, Thrust 2–Innovation in Commercial Supersonic Aircraft to achieve practical, 

affordable commercial supersonic air transport, Thrust 3–Ultra-Efficient Subsonic Transports to realize 

revolutionary improvements in economics and environmental performance for subsonic transports with 

opportunities to transition to alternative propulsion and energy, Thrust 4–Safe, Quiet, and Affordable Vertical 

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

missions and markets, Thrust 5–In-Time System-Wide Safety Assurance to predict, detect and mitigate emerging 

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

Transformation to Safely implement autonomy in aviation applications. (See the NASA Aeronautics Strategic 

Implementation Plan 2019 Update for more information on the six strategic thrusts.) 

NASA continues to make progress on its near-term success criteria completing 7 out of 23 of its near-term 

criteria by end of FY 2020. The agency is also demonstrating progress against its mid- and long-term measures. 

NASA continues to strategically focus on its six thrusts while continuing to seek feedback from the aviation 

community. Historically, from FY 2014–FY 2019, NASA successfully met 67–100 percent of its aeronauticsfocused performance metrics. 

While Strategic Objective 3.2 has a clear strategy for success, there have been impacts due to the COVID-19 

pandemic. Impacts include the following: 

• Wind tunnel and other test facility closures have delayed schedules (including significant milestones).

• Computational research is slowed due to reduced remote connection speeds, access restrictions, and

software licensing issues.

• Due to limitations on facility access and decreased levels of air traffic in the National Airspace System,

the projects of the Airspace Operations and Safety Program have been unable to conduct demonstration

of their technologies in relevant environments.

• The Boeing ecoDemonstrator flight trial is delayed at least one month resulting in minimum schedule

reserves.

NASA FY 2020 Annual Performance Report 29 
 

 

 

 

 

 

 

 

 

 

 

 

• In the Low Boom Flight Demonstrator (LBFD) project, facility closures/production shutdowns have

contributed to assembly/first flight delays. While COVID-19 is not the primary contributor to LBFD risk,

COVID-19-related manufacturing delays have exacerbated pre-existing cost and schedule overruns.

• In the X-57 Maxwell focus area, NASA has experienced delays in Modification (Mod) II development,

ground test, and flight test. As with the LBFD project, delays attributable to COVID-19 compounded preexisting cost and schedule overruns. As a result, Mods III and IV schedules are also slipping.

• In the University Innovation project, limited access to campus buildings and experimental facilities has

impacted some activities. However, work involving modeling/simulations is being performed remotely

off-site.

Below are the FY 2020 performance results for the performance goal supporting Strategic Objective 3.2. 

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

air traffic management to accommodate future growth in air travel, and for increasing aviation 

safety under hazardous conditions. 

Annual 

Measurement 

Development milestone(s) completed 

FY 2020 Target 2 

Achieved 1 

Rating Yellow 

The Airspace Operations and Safety Program, part of 

the Aeronautics Research Mission Directorate, is 

working with partners to conceive and develop the Next 

Generation Air Transportation, or NextGen, 

technologies to further improve safety, capacity, and 

efficiency in the national airspace. 

Development milestones for FY 2020 

1. Evaluate a service-oriented architecture, intended to improve safety and efficiency, for traditional operations in a

relevant airspace.

2. Conduct an operational assessment of the Integrated Arrival/Departure/Surface (IADS) metroplex departure

management prototype.

NASA partially achieved this performance goal for FY 2020 by demonstrating, through simulation, the use of 

service-oriented technologies for improving operations for high complexity airspace. 

NASA is developing advanced decision-making capabilities for improving air traffic management to 

accommodate future growth in air travel. In FY 2020, NASA successfully completed a simulation that modeled 

airline decision support tools that would allow airline dispatchers to easily propose in-flight reroutes by selecting 

from a set of system-generated options. Once accepted by air traffic control, the reroute would be issued via the 

Federal Aviation Administration’s (FAA’s) Airborne Reroute system. The demonstration was conducted as a 

remote cognitive walk-through due to restrictions to NASA laboratory usage during the COVID-19 pandemic. 

The IADS Metroplex Coordinator is a tool designed to provide benefits when the aircraft demand exceeds the 

capacity of an airport. An operational field evaluation of this tool was scheduled for April–August 2020. Despite 

COVID-19 constraints, NASA and field demonstration partners were prepared to conduct the evaluation in April: 

the software development was completed on schedule, the system was deployed, training was conducted, and 

airline as well as FAA partners were committed to participating in the evaluation. However, the COVID-19 

pandemic dramatically reduced air traffic volume such that the number of scheduled flights seldom exceeded 

capacity during the evaluation period. Thus, insufficient data was collected to fully satisfy this portion of the 

success criteria during FY 2020. 

NASA FY 2020 Annual Performance Report 30 
 

 

 

 

 

Performance Goal 3.2.2: Demonstrate the ability to reduce sonic booms, enabling future industry 

innovation in commercial supersonic aircraft. 

Annual 

Measurement 

Development milestone(s) completed 

FY 2020 Target 1 

Achieved 0 

Rating Green 

The Integrated Aviation Systems and Advanced Air 

Vehicle programs, part of the Aeronautics Research 

Mission Directorate, are working together to validate 

design approaches for quiet supersonic aircraft and 

develop data to support the definition of standard 

for acceptable noise. 

Development milestone for FY 2020 

1. Complete final assembly of the Low Boom Flight Demonstrator (LBFD) aircraft.

NASA achieved this performance goal by continuing progress toward the LBFD aircraft acceptance and acoustic 

validation, and Community Response Test Plan approval. While the final assembly of the LBFD aircraft will be 

delayed beyond the first quarter of FY 2021, there is still margin in the schedule for aircraft acceptance and 

completion of acoustic validation before the end of FY 2024. 

Delays for the final assembly were largely due to prime contractor manufacturing and performance issues 

ultimately resulting in the approved baseline to be non-reflective of actual execution. Consequently, NASA and 

the prime contractor agreed to collaboratively re-plan tasks and schedules required to complete final assembly 

and checkouts of the X-59 Quiet SuperSonic Technology (QueSST) aircraft. Thereafter, the project conducted a 

schedule risk assessment to re-establish key milestone dates and needed reserves. 

Additional delays from the COVID-19 pandemic have also impacted schedules and progress. The prime 

contractor has also experienced multiple production shutdowns, critical parts shortages, as well as delays from 

critical subcontractors. 

Based on schedule risk assessment results, re-plan adjustments, and known COVID-19 impacts have been 

incorporated into a new integrated master schedule to facilitate a more accurate assessment of programmatic 

performance of the X-59 aircraft fabrication and assembly effort. In addition, NASA conducts Low Boom Flight 

Demonstration Mission quarterly meetings to ensure ongoing integration of contributing Mission activities. This 

ensures readiness to fully conduct the Low Boom Flight Demonstration Mission to inform a certification 

standard for supersonic overland flight. 

Performance Goal 3.2.3: Advance airframe and engine technologies to enable the development of 

future generations of ultra efficient air vehicles that minimize environmental impact including 

electric aircraft propulsion concepts. 

Annual 

Measurement 

Development milestone(s) completed 

FY 2020 Target 5 

Achieved 2 

Progress Yellow 

The Advanced Air Vehicles, Integrated Aviation 

Systems, and Transformative Aeronautics Concepts 

programs, part of NASA’s Aeronautics Research Mission 

Directorate, evaluate, develop, and test technologies 

and capabilities for ultra-efficient aircraft. 

Development milestones for FY 2020 

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

concept engine, intended to improve operational efficiency.

NASA FY 2020 Annual Performance Report 31 
 

 

 

 

 

 

 

 

 

 

2. Develop and flight test a flexible, deployable vortex generator system for cost-effective fuel reduction on transport

aircraft using passive-shape, low-temperature shape memory alloys.

3. Complete detailed analysis of turbulent heat flux data obtained from NASA’s Turbulent Heat Flux (THX) experiment

to enable better computational tools for prediction and design of future air vehicle propulsion systems.

4. Provide test capability for MW-scale powertrain (electrical) at altitude.

5. Complete system integration and verification and validation testing and begin flight testing of the X-57 Maxwell

electric aircraft (Mod II).

NASA partially achieved this performance goal for FY 2020 by advancing airframe and engine technologies 

through specific research activities. 

In FY 2020, NASA investigated Transonic Truss-Braced Wing and other ultra efficient wing technologies and 

completed a multi-year Technical Challenge on Higher Aspect Ratio Optimal Wing. This effort has promoted 

technologies to Technology Readiness Level 4 that offer significant fuel burn reduction relative to existing 

aircraft technology. Also in FY 2020, NASA continued to advance both High Overall Pressure Ratio Compressor 

technology and Megawatt-Class Electrified Aircraft Powertrain technology despite delays in testing in both areas 

due to COVID-19. Both technologies areas offer reduced aircraft fuel burn and progress continues toward the 

ultimate objectives with a 6 month slip in testing. 

NASA also demonstrated a deployable vortex generator system using low temperature shape memory alloys 

which was flight tested on a Boeing 777 EcoDemonstrator aircraft. Four dedicated flight test days were 

conducted demonstrating successful deployment and retraction of the vortex generator system developed with 

a partnership between NASA, Boeing and Aerotec. Drag reduction analysis of shape memory actuators was 

performed and quantified as expected up to 42,000 feet. 

Performance Goal 3.2.4: Advance airframe and propulsion technologies to enable the development 

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

Annual 

Measurement 

Development milestone completed 

FY 2020 Target 1 

Achieved 1 

Rating Green 

The Advanced Air Vehicles, Integrated Aviation 

Systems, and Transformative Aeronautics Concepts 

programs, part of NASA’s Aeronautics Research Mission 

Directorate, demonstrate and deliver tools, 

technologies, and flight operations methods for safe, 

quiet, and affordable vertical lift air vehicles. 

Development milestone for FY 2020 

1. Develop the theory for, and implement and assess the functionality of, Broadband Acoustic Rotor Codes for

application to VTOL Urban Air Mobility (UAM) vehicles.

In FY 2020, NASA investigated propeller and rotor broadband noise prediction for Urban Air Mobility vehicles, 

identified gaps in validation data and methodology for prediction of broadband self-noise, and executed 

improvements to the capability of existing analysis tools. A new module to capture this unique noise was 

developed and implemented in NASA’s Aircraft Noise Prediction Program 2 (ANOPP2). The capability was 

validated through comparison to experimental data and was released to users as part of the production release 

of ANOPP2v1.3.0.21586 in April 2020. Over 200 industry, academia, and government users have downloaded 

the updated analysis to date. This improvement is a significant advancement in the ability to design for minimal 

noise for VTOL future configurations. 

NASA FY 2020 Annual Performance Report 32 
 

 

 

Performance Goal 3.2.5: Significantly increase the ability to anticipate and resolve potential safety 

issues, and to predict the health and robustness of aviation systems. 

Annual 

Measurement 

Development milestone(s) completed 

FY 2020 Target 2 

Achieved 2 

Rating Green 

The Airspace Operations and Safety Program, part of 

the Aeronautics Research Mission Directorate, 

develops real-time safety monitoring and assurance 

system technologies and capabilities to enhance air 

transportation safety, capacity, and efficiency. 

Development milestones for FY 2020 

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

and validation data, and mitigate safety risks.

2. Assess performance of initial safety-related monitoring services, protocols, and supporting architecture as tested

in simulations and in flight.

NASA achieved the FY 2020 targets for this performance goal, which focuses on developing tools to support intime terminal area risk identification, notification, and hazard mitigation. For FY 2020, NASA conducted 

demonstrations of the use of formalizable requirements in order to reduce errors, mitigate safety risks, and 

improve traceability to verification and validation data. 

Errors in requirements have been identified by industry and regulatory partners as one of our largest overall 

safety risks. NASA is conducting research on how formalizable requirements can impact verification and 

validation during the entire product lifecycle. NASA has successfully developed and demonstrated the 

integration of the NASA-developed Formalized Requirement Elicitation Toolset with the CoCoSim, a tool that 

performs model checking of formal safety properties on Simulink models. 

NASA also delivered a prototype for corrections and improvement to the Automatic Dependent SurveillanceBroadcast (ADS-B) Compact Position Reporting algorithm. The algorithm is a safety-critical function that enables 

aircraft to share their current position and speed with other aircraft in their vicinity. All of NASA’s recommended 

changes were adopted and are intended to be incorporated in revision C of the RTCA DO-260 Minimum 

Operational Performance Standards. 

Performance Goal 3.2.6: Support transformation of civil aircraft operations and air traffic 

management through the development, application, and validation of advanced autonomy and 

automation technologies, including addressing critical barriers to enabling urban on-demand air 

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

Annual 

Measurement 

Development milestones completed 

FY 2020 Target 1 

Achieved 1 

Rating Green 

The Integrated Aviation Systems and Advanced Air 

Vehicles programs, part of NASA’s Aeronautics 

Research Mission Directorate, are developing 

technologies and capabilities to enable autonomous 

aircraft and urban air mobility. 

Development milestone for FY 2020 

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

support transformation of civil aircraft operations and air traffic management and address critical barriers to

enabling on-demand urban air mobility operations in low-altitude airspace.

NASA FY 2020 Annual Performance Report 33 
 

 

 

 

 

 

 

 

 

 

 

 

 

NASA achieved the FY 2020 target for this multi-year performance goal by completing analysis of the 

performance data of the UAS traffic management (UTM) system and related technologies, which demonstrated 

that a highly automated, cloud-based architecture that safely enables low-altitude UAS operations is feasible. 

Over the previous four years, the project followed a risk-based approach to develop and test the UTM system 

and matured it through successively more capable Technical Capability Levels (TCLs). This culminated in the 

TCL 4 testing in the highly complex urban environments of Reno, Nevada, and Corpus Christi, Texas, as well as 

focused in-board technology evaluations at NASA centers in FY 2019. 

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

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

integrate into the traditional air traffic management infrastructure. Through technology transfers, the UTM 

results are now informing the FAA in their testing in this year’s UTM Pilot Program, as well as the longer-term 

UTM implementation plan for the Nation. Industry standards bodies, such as American Society for Testing and 

Materials (ASTM) and Joint Authorities for UAS Rulemaking on Unmanned Systems (JARUS), are also 

incorporating the UTM results. Additionally, the UTM service-based architecture is serving as the foundation for 

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

As part of project closeout, the UTM project has completed an extensive lessons-learned collection and archived 

key documentation that will benefit current and future projects and research efforts. 

Strategic Objective 3.3: Inspire and engage the public in aeronautics, space, and science. 

LEAD OFFICES 

Missions Support Directorate and Office of Communications 

GOAL LEADER 

Bettina Inclán, Associate Administrator, Office of Communications 

NASA’s multi-faceted approach to this goal is to inspire and engage the public and provide unique science, 

technology, engineering, and math (STEM) opportunities for diverse audiences. By increasing public knowledge 

about NASA’s work, the Agency can contribute to science literacy and an improved national understanding and 

appreciation of the value of STEM work and careers. The Agency also believes that it can help strengthen 

diversity in STEM fields by ensuring that grantee universities comply with Federal requirements for minimizing 

and addressing issues related to discrimination and harassment. NASA is employing a strategy that seeks to 

inspire, engage, educate, and employ the next generation of explorers through NASA-unique STEM learning 

opportunities. NASA engages the public and students in its mission by creating unique opportunities that: 

provide authentic learning experiences with NASA’s people, content, and facilities; build a diverse future 

workforce; and contribute to exploration missions. NASA’s education and outreach functions each play a critical 

role in increasing public knowledge of NASA’s work, fostering an understanding and appreciation of the value of 

STEM, and enhancing opportunities to teach and learn. 

The 2020 Strategic Review determined that NASA’s progress continued to be satisfactory for this strategic 

objective. NASA is integrating metrics and using data to inform decisions on better reaching the public, engaging 

stakeholders, evaluate outcomes, and safeguard against unlawful practices. NASA continues to use data to 

refine content and social media distribution platforms, targeted to audience preferences. The Agency is also 

assessing its higher education challenges, competitions, and internships. This will enable NASA leaders to 

understand how and to what extent these activities are contributing to NASA’s missions and result in participant 

engagement and achieving programmatic outcomes. 

NASA FY 2020 Annual Performance Report 34 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

NASA is designing and implementing an integrated Agency communications team through the Mission Support 

Future Architecture Program (MAP). Under this program, the Agency is successfully realigning communications 

resources to enable the communications enterprise to operate more efficiently and sustainably. The newly 

established communications enterprise management office is instituting business process improvements that 

will better enable the enterprise to keep the public informed about NASA’s activities. The Agency also partners 

with public universities and non-profit institutions to advance equal opportunity in NASA-funded programs and 

activities. NASA also is rolling out an Agency Unity Campaign for employees emphasizing mission success 

through increased collaboration, connection and communication. NASA also continues using performance 

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

The pandemic has limited the execution of planned STEM engagement activities. The modification or 

cancellation of NASA STEM engagement in-person student opportunities at NASA centers, in public settings, and 

at universities affects OSTEM’s ability to reach participants. Institutional closures and transitions to virtual 

instruction limit partner’s abilities to execute planned programs and contribute to mission-driven research, 

which in turn affects their ability to generate peer-reviewed publications and paper presentations. Because 

performance data is reported one year in arrears, the full impacts of the reduction in both student participants 

and the production of mission-driven research products will not be fully realized until FY 2021 performance 

reports and beyond. Despite these challenges, the NASA STEM engagement community rallied together to 

rapidly develop and implement innovative virtual opportunities for students, training experiences for educators 

and parents/caregivers, and conduct performance assessment and evaluation activities to reveal evidence to 

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

and educational institutions. OSTEM executed a performance assessment strategy, an evaluation strategy, and a 

learning agenda in order to: monitor performance accomplishments; assess program and project effectiveness 

and outcomes; and systematically identify data to collect and evidence-building activities to facilitate the use of 

evidence in programmatic decisions and policymaking. 

Notwithstanding the current challenges the nation is facing as a result of the global health crisis, NASA forges 

forward in its efforts to strengthen diversity in the STEM fields through assessment of NASA grant recipients’ 

compliance with Federal civil rights laws and efforts to ensure that grantees are addressing discrimination, 

harassment, and accessibility issues, as well as reporting on grantee promising practices. COVID-19 has a 

significant impact not only on grantees’ efforts to execute NASA’s corrective actions and recommendations, but 

also on the Agency’s capability to execute external civil rights requirements. The current environment poses a 

challenge in monitoring corrective actions and recommendations as well as in conducting new compliance 

reviews because many of the reviewed grantees, such as science centers and museums, have had to reduce 

their operations and, in some cases, cease operations completely and place staff on leave. Nonetheless, NASA 

continues to conduct and monitor civil rights compliance efforts to ensure that grantees are advancing equal 

opportunity and diversity in their programs and activities by adjusting current compliance models making NASA 

processes responsive to our current environment and limited capabilities. During FY 2020, NASA conducted 

reviews of four university STEM programs and two science centers, located in various regions across the country 

and U.S. territories. In the program on which NASA has been able to conduct monitoring on civil rights corrective 

actions and recommendations despite COVID-19 challenges, the grantee, a science center, has completed 80 

percent of corrective actions within six months of review, and is expected to complete the other 20 percent 

within nine months. 

Restrictions on person-to-person interaction during the pandemic challenged the communications enterprise to 

devise a new strategy for engaging with NASA’s stakeholders and the public. The Office of Communications met 

the challenge quickly and expertly by increasing digital engagement on social media and the internet. New 

content includes virtual exhibits and participation in online events with NASA speakers as well as the NASA at 

Home section of NASA.gov, which features family-focused content to entertain and educate the Agency’s 

audiences in quarantine. Additionally, NASA created a virtual guest experience for the recent launch that 

NASA FY 2020 Annual Performance Report 35 
 

 

 

 

 

 

 

 

 

 

 

 

allowed members of the public to participate via a calendar of mission information, mission highlights, and 

virtual tours. Amid the pandemic and simultaneous civil unrest, the Office of Communications also has expanded 

its role in internal communications, providing NASA’s work force with more frequent and more in-depth 

leadership messages regarding agency operating status and renewed emphasis on diversity and inclusion. 

Below are the FY 2020 performance results for the performance goals supporting Strategic Objective 3.3. 

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

Annual 

Measurement 

Percentage of annual social media audience 

growth across all flagship platforms 

FY 2020 Target 10% 

Achieved 19.5% 

Rating Green 

NASA’s Office of Communications develops and 

implements outreach strategies to communicate 

NASA’s activities, priorities, and achievements to 

a wide audience. The Office of Communications 

is an Administrator Staff Office. 

Throughout the course of FY 2020, NASA’s flagship social media accounts for Facebook, Instagram, Twitter, 

Tumblr, YouTube, and LinkedIn showed robust growth. Overall, NASA’s flagship social media followers increased 

by 19.5 percent during FY 2020, exceeding the FY 2020 target growth of 10 percent for this multi-year 

performance goal. 

Large, popular events and major activities—including the all-woman spacewalk (watch the video on YouTube), 

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

launch—continue to drive the flagship account growth. Additionally, digital consumption of virtual events has 

increased growth. This rise in followers across the majority of the Agency’s social platforms may not be a 

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

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

• Facebook – 24.9 million

• Instagram – 60.8 million

• Twitter – 40.8 million

• Tumblr – 952.7 thousand

• YouTube – 7.5 million

• LinkedIn – 4.9 million

Performance Goal 3.3.2: Promote equal opportunity and encourage best practices among NASA 

grant recipient institutions. 

Annual 

Measurement 

Percentage of Agency civil rights 

recommendations/ corrective actions to grant 

recipient institutions reviewed for compliance 

that are implemented within one year 

FY 2020 Target 90% 

Achieved 90% 

Rating Green 

The Office of Diversity and Equal Opportunity 

(ODEO) leads diversity and civil rights policies, 

programs, and services, enabling the universe 

of available talent to contribute inclusively and 

equitably to NASA. ODEO is an Administrator 

Staff Office. 

NASA FY 2020 Annual Performance Report 36 
 

 

 

 

 

 

 

 

NASA achieved its FY 2020 target for this performance goal. NASA reviewed the Virginia Air and Space Center, a 

grant recipient institution, and determined that it was 90 percent compliant with NASA’s equal opportunity 

recommendations and corrective actions. 

In addition, NASA has been working to improve complaints processing procedures and timeliness. It has 

decreased average processing times from 353 days in FY 2019 to less than 92 days in FY 2020 for Final Agency 

Actions for procedural dismissals, Final Agency Dismissals based on merits, and Final Agency Actions. This 

FY 2020 average processing time for Final Agency Actions includes the closure of backlog of old complaints 

awaiting adjudication. NASA also decreased the average processing time for FAAs for complaints in which a 

hearing was not requested from 468.3 days in FY 2019 to just over 143.8 days in FY 2020. 

Performance Goal 3.3.3: Provide opportunities for students, especially those underrepresented in 

STEM fields, to engage with NASA’s aeronautics, space, and science people, content, and facilities in 

support of a diverse future NASA and aerospace industry workforce. 

Annual 

Measurement 

Percentage of higher education significant 

awards in four categories of student diversity for 

NASA STEM enrollees compared to the national 

average* 

FY 2020 Target At least 2 of 4 categories meet or exceed 

national average 

Achieved 2 categories met or exceeded national average 

Rating Green 

NASA STEM Engagement encompasses all 

endeavors Agency-wide to attract, engage 

and educate K-12 and higher education 

students and to support educators, 

educational institutions and professional 

organizations in STEM fields. 

NASA achieved the FY 2020 target for this performance goal by providing higher education significant awards in 

two of four categories, meeting or exceeding national STEM higher education enrollment target percentages for 

racial and ethnic categories underrepresented in STEM. Of the total 6,412 awards made during the during the 

2018–2019 academic year**, NASA provided awards to 6,066 higher education students. 

Some students received multiple awards, resulting in 6,412 significant awards and over $35 million in direct 

financial support to higher education students. Awards were provided by the National Space Grant College and 

Fellowship Project (68.8 percent/4,413 awards), Minority University Research and Education Project (MUREP) 

(10.2 percent/653 awards), Next Gen STEM (0.7 percent/7 awards), and NASA’s mission directorates and 

mission support offices (20.9 percent/ 1,339 awards). Significant awards were provided to students across all 

institution categories defined by the U.S. Department of Education (i.e., Asian American and Native American 

Pacific Islander-Serving Institutions, Alaskan Native-Serving and Native Hawaiian-Serving Institutions, Historically 

Black Colleges and Universities, Hispanic-Serving Institutions, Native American-Serving Nontribal Institutions, 

Predominantly Black Institutions, Predominantly White Institutions, and Tribal Colleges and Universities) and 

levels (at least two but less than four years, and four or more years). 

*Based on national averages obtained from the U.S. Department of Education’s Center for Education Statistics Integrated Postsecondary 

Education Database for the most recent academic year available.

**Note: NASA rates this performance goal using data reported on the academic calendar. The FY 2020 rating is based on data from the 

2018–2019 academic calendar. 

NASA FY 2020 Annual Performance Report 37 
 

 

 

 

 

 

 

 

 

 

Performance Goal 3.3.4: Enhance the effectiveness of education investments using performance 

assessment and evaluation-driven processes. 

Annual 

Measurement 

Milestone achieved in the implementation of 

performance assessment and evaluation of 

STEM engagement investments 

FY 2020 Target 1 met or exceeded 

Achieved 1 met 

Rating Green 

NASA STEM Engagement encompasses all 

endeavors Agency-wide to attract, engage and 

educate K-12 and higher education students 

and to support educators, educational 

institutions and professional organizations in 

STEM fields. 

Milestone for FY 2020 

1. Award a competitive agreement to conduct a multi-year, third-party, project-level evaluation of the National Space

Grant College and Fellowship Project.

NASA achieved this performance goal by completing the FY 2020 milestone. The NASA Office of STEM 

Engagement National Space Grant College and Fellowship (Space Grant) Program: Program-Level Independent 

Evaluation Opportunity Solicitation (NNH20ZHA006C) was released on April 29, 2020. A pre-proposal webinar 

was held for interested proposers on May 28, 2020. Proposers were asked to submit Notices of Intent by June 5, 

2020, and proposals were due on July 16, 2020. Through this competitive solicitation, NASA successfully 

awarded two cooperative agreements to Space Grant Consortia to conduct two-year, independent programlevel evaluation pilots of the NASA Office of STEM Engagement Space Grant. These pilot evaluations will be 

representative of the Space Grant Program offerings across multiple states that can be scaled to assess the 

entire Space Grant Program (based upon the findings and recommendations of the pilot studies). 

Performance Goal 3.3.5: Provide opportunities for students to contribute to NASA’s aeronautics, 

space, and science missions and to work in exploration and discovery. 

Annual 

Measurement 

Number of paper presentations, peer-reviewed 

research publications, and (beginning in FY 2021 

to include student-proposed solutions and 

products) resulting from STEM engagement 

investments 

FY 2020 Target 1,300 

Achieved 2,015 

Rating Green 

NASA STEM Engagement encompasses all 

endeavors Agency-wide to attract, engage and 

educate K-12 and higher education students 

and to support educators, educational 

institutions and professional organizations in 

STEM fields. 

NASA achieved this performance goal by reporting a total 2,015 peer-reviewed publications and technical papers 

and presentations, exceeding the FY 2020 target. NASA’s performance in providing opportunities for students to 

contribute to NASA’s aeronautics, space, and science missions and work was assessed across peer-reviewed 

publications and technical paper presentations directly resulting from research funded by NASA STEM 

Engagement grants and awards to higher education institutions. As a direct result of NASA STEM Engagement 

investments, the Establish Program to Stimulate Competitive Research (EPSCoR), Space Grant, and MUREP 

grantee and awardee institutions published 550 peer-reviewed papers and 6 books, delivered 282 invited paper 

presentations, and published or presented 1,177 technical papers. Notably, 50 percent of the peer-reviewed 

publications were authored or coauthored by students. Additionally, nine patents were awarded to higher 

education institutions as a direct result of their NASA STEM Engagement grants or cooperative agreements. 

*Note: NASA rates this performance goal using data reported on the academic calendar. The FY 2020 rating is based on data from the 

2018–2019 academic calendar.

NASA FY 2020 Annual Performance Report 38 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Strategic Goal 4: Optimize capabilities and operations. 

Strategic Objective 4.1: Engage in partnership strategies. 

LEAD OFFICE 

Mission Support Directorate (MSD) 

GOAL LEADER 

Robert Gibbs, Associate Administrator, MSD 

NASA is establishing appropriate partnerships to achieve the Agency’s Mission using contracts to acquire 

property or services and/or partnership agreements using other statutory authorities to implement mutually 

beneficial activities to NASA and its partner. The strategy for the success of this objective focuses in four areas: 

1) Execute innovative, effective, and efficient procurement solutions and contracts that enable NASA’s mission;

2) Education and outreach to small businesses on how to partner with NASA and its commercial partners; 3)

Enable NASA’s international and interagency partnerships through identification of strategic opportunities and

management of agreements, engagements, guidance on the applicability of U.S. regulations, and policies; and 4)

Enable partnerships that are strategic and beneficial for NASA through transparency, education, awareness, and

outreach opportunities, and identify partnership resources and capabilities for the public.

NASA’s 2020 Strategic Review determined that this strategic objective shows satisfactory progress. NASA 

continues to establish appropriate collaborations and acquisitions to achieve the Agency’s Mission. Innovative 

procurement strategies jointly developed with mission directorates have led to acquisition efficiencies by 

consolidating mission requirements under fewer contracts. NASA has several control measures in place to 

ensure that the Agency receives value from its partnerships and that these activities align to NASA’s Mission. 

NASA provides standardized guidance and training to stakeholders, and potential partnerships are reviewed at 

several levels in advance of being finalized. Once completed, the Agency assesses those partnerships that used 

NASA resources to determine how beneficial the agreement was to advancing the Agency’s objectives. Results 

inform future partnership decisions. 

NASA annually spends approximately 81 percent of its budget on acquiring goods and services and 

procurements totaled over $19.5 billion with over 36,000 procurement actions. Additionally, NASA’s Office of 

Procurement conceptualized, designed, and implemented the Enterprise Service Delivery Model that embraces 

concepts of Category Management principles by actively managing spending and utilizing Office of Management 

and Budget (OMB)-identified Best in Class Contracts (BICs) through the creation of 25 Product Service Lines, with 

specific procurement assignments, for institutional and a subset of program/project (e.g., engineering, 

propellants) lines of business. Procuring increasingly more goods/services using enterprise approaches will 

enable the Agency to reduce redundancies and meet or exceed the annual targets (i.e., Spend Under 

Management, Spend Using BIC, etc.) established by OMB. The Agency expanded its strategic (non-procurement) 

partnerships by increasing the number of new partners with whom NASA does business. In FY 2020, the Agency 

established 80 international agreements and partnerships with 43 new domestic, non-Federal partners— 

partners with whom the Agency has not had previous agreements. NASA’s small business outreach program has 

evolved to target industry sectors rather than socioeconomic categories. The total agency dollars obligated to 

small business, as a sum of prime and subcontract dollars, increased an average of five percent annually. 

In 2020, some partners were reluctant to enter into new non-procurement partnership agreements with NASA 

given the Agency’s inability to commit to firm milestone schedules for on-site activities that do not qualify as 

“essential work.” Concerns with meeting milestones for existing agreements will require extensions to complete 

work. A number of major meetings and events where international collaboration is formed were cancelled held 

NASA FY 2020 Annual Performance Report 39 
 

 

 

 

 

 

 

 

 

 

 

virtually or postponed until 2021. The virtual meetings and events have been successful, although not optimal, 

and caused delayed rollout of major initiatives to foster international partnerships in support of Artemis, 

Gateway, and other Agency programs. 

Impacts from COVID included the cancelation of all scheduled small business outreach events for the remainder 

of the fiscal year and were replaced with several virtual outreach events have already taken place. These have 

included the participation of various U.S. senators and congressmen along with the NASA Administrator. While 

these events have been successful thus far, the nature of a virtual platform limits the two-way exchange of 

information. Additionally, businesses are not able to network with each other in a virtual format. This is a key 

component of in-person events, particularly as it pertains to NASA’s small business subcontracting program. 

Below is the FY 2020 performance result for the performance goal supporting Strategic Objective 4.1. 

Performance Goal 4.1.1: Maintain the number of active partnership agreements with domestic, 

interagency, and international partners that support and enable NASA's mission. 

Annual 

Measurement 

Number of active partnership 

agreements with domestic, interagency, 

and international partners 

Target 2,671 

Achieved 2,872 

Rating Green 

NASA’s Partnership Office and the Office of 

International and Interagency Relations (OIIR) engage 

in non-procurement partnerships with international, 

intergovernmental, academic, industrial, and 

entrepreneurial entities, recognizing them as 

important contributors of skill and creativity to NASA 

missions. The Mission Support Directorate (MSD) 

oversees services provided by the Partnership Office. 

NASA achieved the FY 2020 target for this multi-year performance goal for partnership agreements. NASA 

managed 2,183 domestic and 689 international active partnership agreements, for a total of 2,872 agreements. 

To facilitate strategic partnerships and mission objectives, NASA focused on outreach efforts to attract new, 

non-traditional organizations, while continuing to expand partnerships with existing partners. NASA personnel 

across the Agency conducted numerous outreach meetings and participated in external forums and conferences 

identifying and engaging with potential partners. Before COVID-19-related restrictions were in place in the 

United States, NASA partnerships and OIIR representatives met with potential partners at the 70th International 

Astronautical Congress and SpaceCom. Under COVID-19 health guidelines, NASA expanded outreach using 

webinars by teaming with the Office of Small Business Programs to reach the small business community and the 

Technology Transfer Office to identify partners at the SmallSat Conference. 

Due largely to these and other similar outreach initiatives, NASA entered into partnership agreements with 43 

new (first-time) non-Federal partners during FY 2020. Further, the number of page views/hits to the NASA 

Partnerships website during FY 2020 were up 33 percent over FY 2019. Reaching new audiences regarding NASA 

partnership opportunities and increasing the number and types of new partners benefits the Agency by 

cultivating new and innovative collaboration opportunities to help advance NASA’s missions. 

NASA FY 2020 Annual Performance Report 40 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

Strategic Objective 4.2: Enable space access and services. 

LEAD OFFICE 

Human Exploration and Operations Mission Directorate (HEOMD) 

GOAL LEADER 

Altonell (Toni) Mumford, Deputy Associate Administrator, HEOMD 

NASA uses private and government capabilities to ensure that people, payloads, and data can be delivered to 

and from space. NASA achieves this through a portfolio of services and strategic capabilities, including launch 

services for robotic missions, commercial space transportation for crew and cargo, ground- and space-based 

communications, and specialized test facilities. 

The 2020 Strategic Review determined that NASA’s progress for this strategic objective was satisfactory. NASA’s 

strategy is to maintain a minimum capability to achieve mission requirements for all space access and services 

elements where NASA continues to serve as the launch agent for the civil space sector. This includes satellite 

and robotic planetary mission launches, access to space for human exploration and cargo to and from the 

International Space Station (ISS) and other low Earth orbit destinations, providing access to responsive and 

reliable space communication and tracking services for NASA missions, and maintaining the capabilities 

necessary to execute customer requirements. 

NASA’s partners for commercial crew have achieved significant milestones with the first launch into orbit from 

American soil with a crew since the Space Shuttle Orbiters were retired in 2011. The May 30 launch of the 

SpaceX Demo-2 test flight carried two NASA astronauts to the ISS. The subsequent successful docking operations 

and splashdown completed many of the test objectives of the SpaceX Demo-2 mission. Boeing’s December 2019 

Orbital Flight Test encountered several anomalies that, among other things, prevented it from demonstrating it 

could dock with the ISS. On April 6, Boeing announced that it has decided to re-fly the uncrewed test flight of its 

CST-100 Starliner commercial crew spacecraft. The Boeing CST-100 Starliner re-flight is expected in FY 2021. 

NASA provided launch services, test services, and communications support to internal and external customers 

throughout FY 2020. NASA is successfully managing launch service capabilities across the civil space sector and 

acquired three launches in FY 2020. The Mars 2020 Perseverance launch campaign was conducted during the 

COVID-19 pandemic (watch the launch on YouTube), and NASA also managed multiple commercial launch 

services contract awards, and conducted additional launch service acquisitions for NASA and other civil sector 

customers. The NASA communications networks continued to perform well above their 95 percent requirement 

in FY 2020. The Space Communications and Navigation (SCaN) program is aligning upgrades and development 

activities with both the new SCaN Architecture Study and the Artemis program plans. SCaN is preparing an

acquisition strategy that will allow future NASA missions to rely on end-to-end communications services provide 

by the commercial communications industry. Finally, prior to the COVID-19 pandemic, the rocket propulsion 

testing capability was successfully utilized at multiple test sites throughout FY 2020, performing nearly 400 tests 

with a 100 percent facility readiness rating. In early FY 2020, NASA supported over 650 hours of Thermal 

Vacuum tests on the Artemis I Capsule at the Glenn Research Centers’ Plum Brook Station. 

Strategic Objective 4.2 programs are implementing their strategies while managing COVID-19 pandemic impacts. 

Within the portfolio, SCAN’s communications networks have maintained nominal operations during the COVID19 pandemic, with reduced staff; to keep site staff safe, on-site development projects stopped until safety plans 

and procedures were created, reviewed and implemented. Schedule impacts to NASA FY 2021 launch campaigns 

remain under evaluation. Finally, five of NASA’s rocket propulsion testing facilities were either partially or 

completely closed in response to localized COVID-19 outbreaks; however, specific mission-essential work was 

performed with added COVID safety requirements. 

NASA FY 2020 Annual Performance Report 41 
 

 

 

 

 

Below are the FY 2020 performance results for the performance goals supporting Strategic Objective 4.2. 

Performance Goal 4.2.1: Provide cargo transportation through commercial partners to support the 

International Space Station (ISS). 

Annual 

Measurement 

Number of commercial cargo missions 

launched/ delivered to ISS 

FY 2020 Target 4 

Achieved 4 

Rating Green 

The International Space Station (ISS) Program, part 

of NASA’s Human Exploration and Operations 

Mission Directorate, plans, develops, and manages 

the capabilities that support the expanding 

commercial use of the ISS. 

During FY 2020, NASA executed four Commercial Resupply Services (CRS) missions to support the ISS: Northrop 

Grumman (NG)-12 berthed to ISS on November 4, 2019; SpaceX (SpX-19) berthed on December 8, 2019; NG-13 

berthed on February 18, 2020; and SpX-20 berthed March 9, 2020. 

Performance Goal 4.2.2: Provide NASA crew transportation through commercial partners to low 

Earth orbit. 

Annual 

Measurement 

Number of commercial crew missions 

launched 

FY 2020 Target 2 

Achieved 1 

Rating Yellow 

The Commercial Crew Program, part of the 

Human Exploration and Operations Mission 

Directorate, is partnering with U.S. industry to fly 

human space transportation systems. 

In May 2020, for the first time in history, NASA astronauts launched from American soil in a commercially built 

and operated American crew spacecraft on its way to the ISS on NASA’s SpaceX Demo-2 mission. The SpaceX 

Crew Dragon Endeavor spacecraft successfully delivered astronauts Doug Hurley and Bob Behnken to the ISS 19 

hours later. In August, the spacecraft carrying the two astronauts safely splashed down into the Gulf of Mexico. 

Successful completion of the FY 2020 target for this performance goal called for both commercial partners 

conducting their crewed demonstration flight during the fiscal year. While SpaceX successfully completed their 

crewed flight to the ISS, Boeing did not complete a crewed demonstration of their CST-100 Starliner spacecraft. 

During an uncrewed orbital test flight conducted in December 2019, the spacecraft experienced some 

anomalies, including intermittent space-to-ground communication issues. A joint NASA-Boeing independent 

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

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

in summer 2021. 

NASA FY 2020 Annual Performance Report 42 
 

 

 

 

Performance Goal 4.2.3: Maximize the availability of propulsion test facilities that support NASA’s 

planned test requirements. 

Annual Percent availability 

Measurement 

FY 2020 Target 90% 

Achieved 99.7% 

Rating Green 

NASA’s Rocket Propulsion Test program, part of 

the Human Exploration and Operations Mission 

Directorate, manages rocket propulsion test 

facilities, activities, and resources. 

NASA exceeded the FY 2020 target of 90 percent availability for this performance goal, with over 700 tests 

conducted. Only two facility delays occurred, resulting in 99.7 percent availability for the fiscal year. All on-site 

work was conducted according to health and safety guidance. 

Performance Goal 4.2.4: Complete Launch Services Program (LSP) objectives for all NASA-managed 

expendable launches. 

Annual 

Measurement 

Percentage of expendable launch 

objectives successfully completed 

FY 2020 Target 100% 

Achieved 100% 

Rating Green 

NASA’s Launch Services Program, part of the 

Human Exploration and Operations Mission 

Directorate, is responsible for acquiring and 

launching expendable launch vehicles. 

NASA effectively managed launch service capabilities across the civil space sector, as evidenced by three 

successful launches from Cape Canaveral Air Force Station, Florida, in FY 2020: 

• The Ionospheric Connection Explorer (ICON) mission on October 10, 2019, on a Pegasus XL rocket

• The Solar Orbiter spacecraft on February 10, 2020, on an Atlas V rocket

• The Mars 2020 Perseverance Rover mission on July 30, 2020, on an Atlas V rocket, during the COVID-19

pandemic

NASA is also managing multiple awarded commercial launch services and conducting additional launch service 

acquisitions for NASA and other civil sector customers. 

Performance Goal 4.2.5: Maintain the delivery of Space Communications network services. 

Annual Percent of delivery 

Measurement 

FY 2020 Target 96% 

Achieved 96% 

Rating Green 

Space Communications and Navigation, part of 

the Human Exploration and Operations Mission 

Directorate, manages NASA’s ground-based 

communications facilities and services and the 

Tracking and Data Relay Satellites. 

NASA’s communications networks—the Deep Space Network, the Space Network, and the Near Earth 

Network—have maintained nominal operations during the COVID-19 pandemic, despite reduced staff. NASA 

stopped on-site development projects until safety plans and procedures were created, reviewed, and 

implemented. 

NASA FY 2020 Annual Performance Report 43 
 

 

 

 

 

 

 

 

 

 

 

Performance Goal 4.2.6: Maximize the availability of the Space Environments Testing Management 

Office (SETMO) portfolio of assets to meet NASA's current and future test facility needs. 

Annual 

Measurement 

Percent overall availability of SETMO 

portfolio assets 

FY 2020 Target 90% 

Achieved 98% 

Rating Green 

The Space Environments Testing Management 

Office, part of the Mission Support Directorate, 

manages NASA’s shared capabilities and assets 

used to conduct testing in a simulated space 

environment. 

NASA accomplished 98.2 percent overall availability of its SETMO portfolio assets, exceeding the FY 2020 target 

of 90 percent. NASA’s workforce performs essential preventive maintenance to ensure that its key capabilities 

and critical assets will continue to be available in the future to support the missions that require them. Core 

capabilities include thermal vacuum chambers, simulators, and the Arc Jet Complex, located at NASA’s Ames 

Research Center in California. NASA implements strategic investment decisions to sustain, enhance, replace, 

modify, or dispose of facilities based on NASA’s and national needs. 

Strategic Objective 4.3: Assure safety and mission success. 

LEAD OFFICE 

Office of the Chief Health and Medical Officer 

Technical Authorities: Office of the Chief Health and Medical Officer (OCHMO), and Office of Safety and Mission 

Assurance (OSMA), Office of the Chief Engineer (OCE) 

GOAL LEADER 

Mark Weyland, Director, Medical Policy and Ethics/Office of the Chief Health and Medical Officer 

NASA uses discipline experts, known as Technical Authorities, to provide authoritative and independent 

decisions on application of requirements across the Agency’s programs and projects. This includes evaluating 

hardware, software, environmental conditions, and human performance expectations. Technical Authorities 

identify hazards, including the impacts of new requirements and departures from existing requirements, and 

evaluate risk acceptability. NASA uses these decisions to assure that risks are addressed or mitigated to an 

acceptable level, improving the likelihood that missions, programs, and operations will be completed safely and 

successfully. NASA’s Technical Authorities are increasing awareness and reducing risk across the Agency through 

their roles and are at a satisfactory performance rating. 

In 2019, NASA rated this strategic objective as a Focus Area for Improvement. The 2020 Strategic Review 

determined that NASA’s performance in this area was satisfactory. The technical authorities continued to 

provide sound, relevant, and independent advice to NASA’s programs, projects, and leadership. 

NASA’s Technical Authorities increased awareness and reduced risk across the agency through their roles and 

are at a satisfactory performance rating. During 2019, NASA established applicable safety, engineering, and 

health policy directives and procedural requirements, and assured that the directives and requirements were 

appropriately implemented. NASA continued to enhance training programs, knowledge sharing events, and 

communications to expand Safety and Mission Assurance awareness and technical expertise, while updating 

NASA guidance on orbital debris mitigation, planetary protection, and nuclear safety in accordance with 

presidential direction and advisory panel recommendations. The Agency also continued to establish early, 

NASA FY 2020 Annual Performance Report 44 
 

 

 

 

 

 

consistent and proper level of engagement (Standards Development, Requirements Definition, Design, 

Development, Test and Evaluation) with NASA programs and commercial space industry to advise, advocate, and 

ensure the health and performance of astronauts and pilots. 

Below are the FY 2020 performance results for the performance goals supporting Strategic Objective 4.3. 

Performance Goal 4.3.1: Achieve zero fatalities or permanent disabling injuries to the public 

resulting from NASA activities. 

Annual 

Measurement 

Number of Fatalities or permanent 

disabling injuries 

FY 2020 Target 0 

Achieved 0 

Rating Green 

The Office of Safety and Mission Assurance, Office of 

the Chief Health and Medical Officer, and Office of the 

Chief Engineer ensure safety and mission success by 

providing independent oversight of NASA’s programs 

and projects. They are supported by the NASA Safety 

Center and the Katherine Johnson IV&V Facility. 

There were zero fatalities or disabling injuries to the public or NASA employees during FY 2020 as a result of 

NASA activities. There was extensive planning and execution of risk mitigation controls prior to all aerospace 

flight operations and potentially hazardous operations to achieve this performance goal. 

Performance Goal 4.3.2: Reduce damage to NASA assets (excluding launched flight hardware. 

Annual 

Measurement 

Level less than 5-year running 

average 

FY 2020 Target 3.85 million 

Achieved 4.73 million 

Rating Red 

The Office of Safety and Mission Assurance, Office of 

the Chief Health and Medical Officer, and Office of the 

Chief Engineer ensure safety and mission success by 

providing independent oversight of NASA’s programs 

and projects. They are supported by the NASA Safety 

Center and the Katherine Johnson IV&V Facility. 

In FY 2020, NASA’s non-mission-related damage costs were $4.727 million, primarily due to a transformer fire at 

Glenn Research Center in May 2020. This was above the historical average of $3.8 million. 

NASA FY 2020 Annual Performance Report 45 
 

 

 

 

 

 

 

 

 

Performance Goal 4.3.3: Ensure the health, safety and performance of NASA astronauts and pilots. 

Annual 

Measurement 

Number of non-concurrence 

determinations and percentage of 

program variances 

FY 2020 Target Zero non-concurrence 

determinations and five percent 

or fewer program variances 

Achieved Zero non-concurrence 

determinations; zero program 

variances 

Rating Green 

The Office of Safety and Mission Assurance, Office of 

the Chief Health and Medical Officer, and Office of the 

Chief Engineer ensure safety and mission success by 

providing independent oversight of NASA’s programs 

and projects. They are supported by the NASA Safety 

Center and the Katherine Johnson IV&V Facility. 

In FY 2020, the Health and Medical Technical Authority (HMTA) issued no non-concurrences with respect to 

major program milestones. In addition, the HMTA issued no program variances from the technical standards. 

Meeting these targets enables NASA to accomplish all of its missions safely and in the most cost-effective ways. 

Given the cadence of NASA’s human spaceflight missions, the FY 2021 budget increases resources for the HMTA 

to improve its ability to develop the appropriate standards, assess and advise programs on implementation, 

prioritize amongst and between programs, or evaluate requests for waiver or risk mitigations for all NASA 

programs that are in development, in a time-critical manner. 

In addition, all measures to prevent COVID-19 infection as directed by NASA’s Office of the Chief Health and 

Medical Officer were carefully implemented by essential center civil service and contractor employees. 

Strategic Objective 4.4: Strategically manage human capital. 

LEAD OFFICE 

Mission Support Directorate (MSD) and Office of the Chief Human Capital Officer (OCHCO) 

GOAL LEADER 

Robert Gibbs, Associate Administrator, MSD; Jane Datta, Assistant Administrator, OCHCO; and Steve Shih, 

Associate Administrator, ODEO 

NASA is cultivating a diverse and innovative workforce with the right balance of skills and experience to provide 

an inclusive work environment in which employees that possess varying perspectives, life experiences, and 

backgrounds can work together and remain fully engaged in the Mission. NASA strategy for this objective is to 

equip NASA for mission success by supporting mission workforce planning, acquiring top talent quickly, 

enhancing how people work, and growing employees and leaders, and to create an inclusive environment for all 

NASA employees to feel engaged and safe to raise concerns. 

The 2020 Strategic Review determined that NASA made satisfactory progress. In July 2020, NASA announced 

that Inclusion would be added as one of its core values. NASA is rolling out its strategy on creating an inclusive 

environment for all employees through its Unity Campaign. A survey was conducted to assess how the roll-out is 

going. Over 50 percent of responding employees were familiar with the campaign and 45 percent stated that 

their supervisor supported the campaign. Overall, NASA views the results positive at this stage of the early 

campaign rollout. NASA also had over 10,000 employees participate in over 500 facilitated Diversity Dialogues. 

NASA FY 2020 Annual Performance Report 46 
 

 

 

 

 

 

 

 

 

They allowed candid discussion of social issues, and a safe place for employees to express themselves and 

increase collaboration, connection and communication. 

Beginning in 2019, NASA experienced an increase in the average “time to hire,” and the number of open hiring 

requests that had not issued a certificate. These increases occurred during a migration of staffing services to the 

NASA Shared Services Center, a temporary pause in new hiring requests, and a large increase in demand. In 

2020, the Agency was at a five-year low in the Human Capital Customer Satisfaction rating (as measured by the 

General Services Administration’s Mission Support Survey). NASA took steps to reduce the “time to hire” and 

hiring backlog by taking advantage of several new hiring authorities. These measures, along with process 

improvements, helped eliminate its hiring backlog. By the end of 2020, NASA was exceeding staffing production 

targets and issuing certificates within 25 days of receipt on a consistent basis. 

In October 2019, NASA established a new Agency Position Description classification process, reducing the time 

required to classify positions by more than 90 percent. NASA’s new strategic workforce planning process 

emphasized the development of center strategic workforce plans to improve workforce agility. 

While Strategic Objective 4.4 has a clear strategy for success, there were adverse impacts due to the COVID-19 

pandemic. NASA’s learning and development strategy required a large-scale transition from in person classes to 

virtual learning. The Federal Employee Viewpoint Survey was delayed six months and shortened, affecting 

OCHCO’s ability to evaluate several performance metrics. OCHCO experienced a large increase in requests for 

virtual collaboration, organizational development support, and training for supervisors on managing a virtual 

workforce. There was also an increased workload in data analytics, including COVID-19 dashboards and 

employee surveys. Virtual onboarding for new NASA employees was successful and allowed NASA to continue 

regular hiring activities for critical positions. 

Below are the FY 2020 performance results for the performance goals supporting Strategic Objective 4.4. 

Performance Goal 4.4.1: Sustain NASA employees’ perceptions of innovation climate, as measured 

by the Innovation-related questions on the Federal Employee Viewpoint Survey (FEVS), through 

Human Capital programs and tools that support NASA employees. 

Annual 

Measurement 

Agency FEVS Innovation score 

FY 2020 Target 84% 

Achieved N/A 

Rating White 

The Office of the Chief Human Capital Officer, part of 

the Mission Support Directorate, helps NASA maintain 

an adaptable and skilled workforce through strategic 

workforce planning, management services, and staff 

training and development. Visit NASAPeople for more 

information about the Human Capital Program, 

careers at NASA, and other workforce information. 

NASA was unable to assess progress toward achieving this performance goal in FY 2020 due to lack of data 

resulting from changes to the 2020 FEVS. In June 2020, the Office of Personnel Management (OPM), which 

conducts the survey, announced that it had reworked the survey—a measurement of Federal employees’ 

perceptions of workplace experiences, leadership, and culture—to cut some of the standard questions and add 

questions related to the COVID pandemic. Among the questions cut were the innovation-related questions used 

to assess this performance goal. 

NASA FY 2020 Annual Performance Report 47 
 

 

 

 

 

 

 

Performance Goal 4.4.2: Sustain NASA employees’ perceptions of inclusion, as measured by the New 

Inclusion Quotient (New IQ) index scores on the annual Federal Employee Viewpoint Survey (FEVS), 

through Diversity and Equal Opportunity programs and tools that support NASA employees. 

Annual 

Measurement 

Agency FEVS New IQ Index score 

FY 2020 Target 70% 

Achieved To be determined 

Rating Unrated 

The Office of Diversity and Equal Opportunity (ODEO) 

leads diversity and civil rights policies, programs, and 

services, enabling the universe of available talent to 

contribute inclusively and equitably to NASA. ODEO is 

an Administrator Staff Office. 

The FEVS—a government-wide survey used by NASA to gauge employees’ perceptions of their workplace 

experiences, leadership, and culture—was delayed from May 2020 to September 2020. OPM delayed the survey 

to allow agencies to focus on mission-critical work during the COVID-19 pandemic. OPM used the delay to revise 

the survey to incorporate questions specifically about the pandemic and shorten the overall length. Of the 20 

questions that normally comprise the New IQ index score, only 9 questions were included in the shortened 2020 

survey. 

OPM has collected the data for the 2020 FEVS and is compiling the results. NASA’s anticipates receiving the 

results in January 2021. 

Strategic Objective 4.5: Ensure enterprise protection. 

LEAD OFFICE 

Office of the Chief Information Officer (OCIO) and Enterprise Protection Program (EPP) 

GOAL LEADER 

Jeff Seaton, Chief Information Officer, and David Adams, Acting Principal Advisor for Enterprise Protection 

NASA’s enterprise protection approach requires collaboration across all parts of the Agency as well as with 

NASA’s Federal and commercial partners. NASA is conducting comprehensive vulnerability, susceptibility, and 

mitigation assessments of existing and planned architectures, requirements and policies, technology, systems, 

workforce, and other relevant factors. Analysis of these assessments will result in strategic, actionable 

recommendations to reduce protection risk. NASA is partnering with the Department of Homeland Security to 

modernize, and consolidate where appropriate, the Agency’s cybersecurity infrastructure in alignment with the 

National Institute of Standards and Technology (NIST) cybersecurity framework. 

The 2020 Strategic Review determined that NASA made satisfactory progress on this strategic objective. NASA 

continued implementing a strategy to increase visibility into the security posture of NASA’s enterprise systems 

and data, manage enterprise protection risk by maintaining a comprehensive risk management process, and to 

enable an adaptable resilience process that proactively ensures enterprise protection requirements are 

addressed throughout the life cycle of NASA’s programs, projects, and activities. 

NASA continued to ensure Agency-wide resilience. EPP implemented new policies and updated existing ones, 

chartered the Enterprise Protection Board, and issued standards for space system protection. Four classified 

meetings enabled raising threats and risks from malicious sources and determined cross-Agency mitigation 

approaches. A classified threat portal provided a single location for curated threat information from other 

agencies. NASA established a cross-Agency Cybersecurity Task Team that benchmarked four external space 

NASA FY 2020 Annual Performance Report 48 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

organizations, and seven internal organizations. The Team made recommendations to the Enterprise Protection 

Board to improve mission cybersecurity culture and risk posture by instilling cybersecurity risk management into 

all aspects of mission work to support mission success, safety, and security. 

The Agency strengthened its operational technology security posture and closed all Office of Inspector General 

recommendations. By the end of FY 2020, 80 percent of operational technology systems that are part of NCI 

were assessed and granted an Authorization to Operate (ATO) in accordance with the Risk Management 

Framework (RMF) as outlined in NIST 800-37 and NASA policies and requirements. 

To manage assets and cybersecurity vulnerabilities, NASA deployed Continuous Diagnostic and Mitigation 

technologies across the Agency. By the end of FY 2020, NASA increased its software asset management to 100 

percent and hardware asset management remained at 67 percent, increasing central visibility into all assets on 

NASA’s network. OCIO is working with mission directorates and the Jet Propulsion Laboratory to consistently 

deploy sensors that detect and alert on unauthorized hardware and software on NASA’s networks. OCIO 

partnered with the Human Exploration and Operations Mission Directorate to embed a cybersecurity executive 

in the Artemis program to evaluate applicable cybersecurity requirements. 

While Strategic Objective 4.5 has a clear strategy for success, there have been impacts due to the COVID-19 

pandemic. In response to the pandemic, NASA expanded its collaborative work environment to enable secure, 

remote work. Cybersecurity threats and risks increased across the Agency, necessitating fortification of 

enterprise protection methods while delaying some of the planned 2020 efforts to increase cybersecurity 

resiliency. 

Below are the FY 2020 performance results for the performance goals supporting Strategic Objective 4.5. 

Performance Goal 4.5.1: Safeguard NASA’s data and IT assets by implementing cybersecurity and 

privacy capabilities. 

Annual 

Measurement 

Percentage of cybersecurity capability 

Cross-Agency Priority (CAP) goals met from 

performance.gov 

FY 2020 Target 100% 

Achieved 70% 

Rating Green 

The Office of the Chief Information Officer (OCIO) 

manages the information technology (IT) and data 

that enable NASA’s missions. Through strategic 

partnering across NASA and with the Department 

of Homeland Security (DHS), the OCIO is ensuring 

that critical mission and infrastructure systems 

have resilient cybersecurity, back-up, and disaster 

recovery capabilities. 

NASA achieved the incremental progress expected in FY 2020 for the multi-year performance goal target of 100 

percent of CAP goals met. NASA currently meets seven of ten (70 percent) of cybersecurity CAP goal targets on 

Performance.gov, exceeding its target of meeting at least 60 percent in FY 2020. NASA achieved this 

performance through 100 percent deployment of Department of Homeland Security (DHS) continuous 

diagnostics and monitoring (CDM) tools on the corporate network, as well as significantly increasing coverage on 

mission networks. These changes provide a holistic view of NASA’s vulnerability profile and enterprise 

capabilities to secure its assets. Additionally, CDM tools and Agency initiatives enabled NASA to increase 

enforcement of personal identity verification (PIV) authentication and develop a variety of PIV solutions for 

unique Agency systems. 

NASA is below target in Hardware Asset Management, High Value Asset (HVA) System Access Management, and 

Data Protection. The Agency’s implementation of an enterprise-wide network access control solution, selected 

NASA FY 2020 Annual Performance Report 49 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

in 2020, will increase NASA’s Hardware Asset Management score. Additionally, the Agency executed an HVA 

education initiative in 2020, which led to an increase in HVA System Access Management to 58 percent. NASA 

met the Data Protection target in FY 2019 but is below the FY 2020 target due to a reporting change by DHS and 

challenges related to cybersecurity tool implementation and the HVA documentation process. 

Performance Goal: 4.5.2: Improve the security of the NASA operational technology (OT) systems that 

are part of NASA Critical Infrastructure (NCI) in order to ensure they operate safely and securely in 

the face of the changing threat environment. 

Annual 

Measurement 

Percentage of OT systems that are part of NCI that have 

been assessed and granted an Authorization to Operate 

(ATO) in accordance with the Risk Management 

Framework (RMF), as outlined in National Institute of 

Standards and Technology (NIST) 800-37 and NASA 

policies and requirements 

FY 2020 Target 100% 

Achieved 80% 

Rating Green 

The Enterprise Protection Program 

works with the Office of the Chief 

Information Officer and offices across 

the Agency to ensure the security of 

NASA’s operational technology. 

NASA achieved the incremental progress expected in FY 2020 for the multi-year performance goal 

target of 100 percent operational technology systems receiving an ATO. NASA made progress on 

improving the security and resiliency of the Agency’s operational technology systems, but has not yet achieved 

the target for this multi-year performance goal to ensure safe and secure operation of NCI. The Agency 

completed a policy compliance data call for operational technology systems that are part of NCI assets to ensure 

that these types of systems have been assessed and granted an ATO in accordance with the Risk Management 

Framework as outlined in NIST 800-37 and NASA policies and requirements. 

By the end of FY 2020, 80 percent of operational technology systems that are part of NCI were assessed and 

granted an ATO in accordance with RMF as outlined in NIST 800-37 and NASA policies and requirements. 

Strategic Objective 4.6: Sustain infrastructure capabilities and operations. 

LEAD OFFICE 

Mission Support Directorate (MSD) 

GOAL LEADER 

Robert Gibbs, Associate Administrator, MSD 

NASA is providing the facilities, tools, and services required to efficiently manage, operate, and sustain the 

infrastructure necessary to meet mission objectives. NASA has adopted a facilities maintenance and operation 

philosophy that proactively pursues and adopts the safest, most cost-effective blend of reliability-centered 

maintenance techniques, sustainability practices, and safety procedures. An Agency facilities master plan 

establishes priorities (over a 20-year projection) for construction, demolition, and maintenance. NASA uses a 

centralized approach in providing standardized, timely, and accurate business support for services. 

In spring 2020, NASA’s Strategic Review assessed this to be a focus area for improvement for the second year. 

While NASA has made significant improvement over the past year and continues to address issues and 

NASA FY 2020 Annual Performance Report 50 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

challenges related to its aging infrastructure, the Strategic Review still found that work needs to be done. NASA 

is working to make improvements for this objective through implementing a strategy to ensure NASA’s 

infrastructure is available and affordable, guide Agency investments to mission critical assets to increase the 

facility condition, increase availability and reduce the risk of unplanned failures, and improve NASA’s ability to 

operate facilities sustainably and reduce overall resource demands through sustained (year-over-year) reduction 

of Agency energy/water use intensity. 

NASA has made progress towards meeting its near-term success criteria for this objective which are essential for 

developing an Agency-wide infrastructure modernization plan, but the Agency continues to face looming issues 

and challenges with its extremely aging infrastructure and unplanned maintenance. Budget challenges have 

impacted the Agencies ability to meet its performance goals. NASA is currently striving to improve its ratio of 

unscheduled maintenance versus total maintenance. In an effort to increase facility reliability, NASA has 

implemented practices to help drive its ratio of unscheduled maintenance to total maintenance to 25 percent or 

lower and continue its goal to reduce its overall cost of ownership through the Agency’s reduction of aging and 

unneeded infrastructure. 

NASA is making progress towards updating its Mission Dependency Index (MDI) score for all of its facilities in an 

effort to identify the high MDI facilities and correlate them to the Facility Condition Index (FCI). MDI and FCI 

correlation will guide prioritization for capital repair and renewal projects. The Agency continues to demolish 

facilities with low MDI and low FCI and NASA’s midterm goal is to use this information to inform repair and 

renewal investments, prioritize maintenance through a tiered maintenance system, and leverage ConditionBased Maintenance and Reliability Centered Maintenance. 

NASA has had a challenge in meeting its energy and water reduction goals. In order to meet this challenge, the 

Agency will analyze Significant Energy Users that have not traditionally been included in energy conservation 

measures analyses due to their unique mission applications (e.g., wind tunnels, high pressure compressed air 

plants, etc.). The analysis will identify and prioritize energy/water consumption reduction investments. 

While Strategic Objective 4.6 has a clear strategy for success, the following are impacts due to the COVID-19 

pandemic. Energy and water consumption reporting has been delayed in FY 2020, as some centers do not have 

access to metering data when non-essential energy/utility management personnel are restricted from accessing 

the site. These delays may delay external reporting of energy/water performance metrics. While energy and 

water use initially decreased at most centers due to closures during the beginning of the COVID-19 pandemic, 

NASA is expecting an increase in consumption as NASA personnel return to work. This increase is primarily 

caused by changes in facility heating, ventilation, and air conditioning (HVAC) operations. Centers are following 

Centers for Disease Control and Prevention and industry best practices for ensuring adequate ventilation, 

filtration and air changes to prevent the airborne spread of the novel coronavirus causing COVID-19. Increased 

HVAC run times, use of 100 percent outside air, and more efficient air filtration all increase energy and water 

use. 

COVID-19 closures have reduced scheduled and preventative maintenance at all NASA centers; majority of 

routine inspections not performed. It is anticipated that maintenance backlog will persist beyond full reopening. 

Upon closure of the NASA centers due to the Coronavirus pandemic, a great majority of the ongoing NASA 

Construction of Facilities (CoF) projects were halted. To date, a large number of these CoF projects have yet to 

restart. Only a small number of projects that were deemed to be “mission essential” continued without 

interruption. However, expenses continue to accrue for the halted CoF projects without corresponding progress 

toward project completion. In addition, these delays will impact annual progress on Sustainable Facilities, as well 

as implementation of projects improving energy/water efficiency. 

Below are the FY 2020 performance results for the performance goals supporting Strategic Objective 4.6. 

NASA FY 2020 Annual Performance Report 51 
 

 

 

 

 

 

Performance Goal 4.6.1: Demolish and eliminate obsolete and unneeded facilities to reduce the 

Agency’s overall footprint. 

Annual 

Measurement 

Square footage or facilities reduced 

FY 2020 Target 100,000 square feet or 20 facilities 

Achieved 51 facilities (total 68,250 square feet) 

Rating Green 

The Office of Strategic Infrastructure, part of the 

Mission Support Directorate, strategically 

manages NASA’s assets and capabilities to meet 

mission needs and support Agency operations. 

NASA demolished 51 facilities or structures (a total reduction of 68,250 square feet) during FY 2020, exceeding 

the target of 20 facilities or structures, but representing less than the targeted reduction for square footage. For 

FY 2020, NASA’s operating budget was reduced to $13 million from an initial plan of $25 million for demolition. 

This reduction resulted in fewer building demolished. 

NASA’s demolition program eliminates inactive and obsolete facilities, improves energy efficiency, reduces the 

Agency footprint, and eliminates safety and environmental liabilities. Demolishing these facilities also eliminates 

the deferred maintenance on assets in these facilities and saves operations and maintenance expenses. The 

constrained demolition plan for FY 2020 limited NASA’s ability to further reduce operations and maintenance 

expenses by a proportional margin. 

Performance Goal 4.6.2: Improve NASA’s ability to operate facilities sustainably and reduce overall 

resource demands. 

Annual 

Measurement 

Percentage of sustainability goals met 

annually in the OMB Scorecard for Efficient 

Federal Operations/Management 

FY 2020 Target 100% 

Achieved To be determined 

Rating Unrated 

The Office of Strategic Infrastructure, part of 

the Mission Support Directorate, strategically 

manages NASA’s assets and capabilities to meet 

mission needs and support Agency operations. 

Performance towards achieving this performance goal is determined using the results of the annual OMB 

Scorecard for Efficient Federal Operations/Management. (Please note that the criteria for FY 2020 have been 

revised.) The FY 2020 results will not be available until approximately March 2021. 

Performance Goal 4.6.3: Demonstrate increased facility reliability. 

Annual 

Measurement 

Percent reduction in unscheduled 

maintenance from previous year’s actual 

unscheduled maintenance 

FY 2020 Target 1% below FY 2019 actual unscheduled 

maintenance 

Achieved To be determined 

Rating Unrated 

The Office of Strategic Infrastructure, part of 

the Mission Support Directorate, strategically 

manages NASA’s assets and capabilities to meet 

mission needs and support Agency operations. 

NASA FY 2020 Annual Performance Report 52 
 

 

 

 

 

 

For the first half of FY 2020, the ratio of unscheduled maintenance to total maintenance was 23.1 percent, 

which exceeded the targeted 1 percent reduction (23.7 percent*) from FY 2019 to the first half FY 2020— 

despite the greatly reduced workforce at centers due to the COVID-19 pandemic—and met the long-term goal 

set by the Agency in 2015. The final FY 2020 data will be available in mid-January of 2021. 

NASA performs scheduled maintenance on its equipment to keep it in good operating condition. When 

equipment fails, NASA must perform unscheduled maintenance to repair it. The percentage of unscheduled 

maintenance spending to total maintenance spending is an indicator of the overall condition of the equipment. 

More unscheduled maintenance indicates that the equipment has become unreliable, and unplanned failures 

and outages become more frequent, which can delay mission activities, such as manufacturing and testing. 

*Note: The 2019 actual ratio of unscheduled maintenance was updated from 24.2 percent, reported in the FY 2021 Volume of Integrated

Performance, to 24.7 percent to account for delayed data received. Therefore, the FY 2020 target was 23.7 percent, 1 percent from 2019

actual unscheduled maintenance. 

NASA FY 2020 Annual Performance Report 53