National Aeronautics and Space Administration

FY 2022 Annual Performance Report

FY 2023–2024 Agency Performance Plan

FY 2024 Annual Evaluation Plan

www.nasa.gov

National Aeronautics and Space Administration

FY 2022 Annual Performance Report

FY 2023–2024 Agency Performance Plan

FY 2024 Annual Evaluation Plan

FY 2024

Volume of 

Integrated Performance

National Aeronautics and Space Administration

FY 2024

Volume of 

Integrated Performance

National Aeronautics and Space Administration
Table of Contents

NASA’s FY 2024 Volume of Integrated Performance 2

Table of Contents

Above: NASA Administrator Bill Nelson delivers remarks during a news conference on NASA’s Sustainable Flight Demonstrator project, Wednesday, Jan. 

18, 2023, at the Mary W. Jackson NASA Headquarters building in Washington, DC. Through a Funded Space Act Agreement, The Boeing Company and 

its industry team will collaborate with NASA to develop and flight-test a full-scale Transonic Truss-Braced Wing demonstrator aircraft. Image Credit: NASA/

Joel Kowsky

Part 1 Performance Management at NASA . . . . . . . . . . . . . . . . . . . . . . . . 4

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

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

Organized for Success and Sustainability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Part 2 Performance Planning and Reporting . . . . . . . . . . . . . . . . . . . . . 27

Strategic Goal 1 Expand human knowledge through new scientific discoveries. . . . . . . . . . . . 28

Strategic Objective 1.1 Understand the Earth system and its climate.

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

Strategic Objective 1.3 Ensure NASA’s science data are accessible to all

and produce practical benefits to society. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  5
Table of Contents

NASA’s FY 2024 Volume of Integrated Performance 3

Strategic Goal 2 Extend Human Presence to the Moon and 

on towards Mars for Sustainable Long-term Exploration, Development, and Utilization. . 5

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

Strategic Objective 2.2 Develop a human spaceflight economy enabled by a commercial market. .  

Strategic Objective 2.3 Develop capabilities and perform research to safeguard explorers.

Strategic Objective 2.4 Enable space access and services  

Strategic Goal 3 Catalyze economic growth and 

drive innovation to address national challenges. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Strategic Objective 3.1 Innovate and advance transformational space technologies.

Strategic Objective 3.2 Drive efficient and sustainable aviation. 

Strategic Goal 4 Enhance capabilities and operations to catalyze current and 

future mission success. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

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

Strategic Objective 4.2 Transform mission support capabilities for the next era of aerospace.      

Strategic Objective 4.3 Build the next generation of explorers. .

Appendix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

FY 2024 Annual Evaluation Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129

The FY 2024 Volume of Integrated Performance was managed and produced by the Strategic Investments 

Division of the Office of the Chief Financial Officer at NASA Headquarters, with contractor support from 

Deloitte Consulting, LLP. Performance content is provided by Mission Directorates and Mission Support

Offices at NASA Headquarters.
Above: The Pillars of Creation are set off in a kaleidoscope of color in NASA’s James Webb Space Telescope’s near-infrared-light view. The pillars look like 

arches and spires rising out of a desert landscape, but are filled with semi-transparent gas and dust, and ever changing. This is a region where young stars 

are forming – or have barely burst from their dusty cocoons as they continue to form. Image Credit: NASA Images

Part 1

Performance Management at 

NASA
NASA Performance Foundations

NASA’s FY 2024 Volume of Integrated Performance 5

Vision

Exploring the secrets of the universe 

for the benefit of all.

Mission

NASA explores the unknown in air and space, 

innovates for the benefit of humanity, and 

inspires the world through discovery.

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

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

the commercial space industry, and strengthened the U.S. economy through innovative partnerships wit

American businesses. With the increasing threat of climate change, NASA’s efforts to study and understand 

the Earth system are of critical global significance. NASA’s partnerships with academic institutions support 

the development of a robust science, technology, engineering, and mathematics (STEM) workforce, and promote diversity, equity, and inclusion in the fields of science and technology. 

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

well as committed adherence to our five guiding Core Values.

NASA Performance Foundations

Above: The United Launch Alliance (ULA) Atlas V rocket with the Landsat 9 satellite onboard is seen on Sunday, Sept. 26, 2021, at Vandenberg Space Force 

Base in California. The Landsat 9 satellite, a joint NASA/U.S. Geological Survey mission that is continuing the legacy of monitoring Earth’s land and coastal 

regions, launched on September 27. Image Credit: NASA/Bill Ingalls
NASA Performance Foundations

NASA’s FY 2024 Volume of Integrated Performance 6

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

management discipline. We use best practices from

business and government to proactively establish 

expectations and assess and improve performance 

on an ongoing basis. We use data and evidence

to inform investment decisions at all levels, ranging 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

During FY 2022, NASA implemented several efforts 

described in the “2022 High Risk Corrective Action 

Plan” (see page 18 in “Strategies for Improvement” 

for more information) to strengthen our program and acquisition management. For example, 

we established a Chief Program Management 

Officer (CPMO) function, located in the Office of 

the Administrator, to enact measurable, enduring 

improvement in program and project performance 

through cross-enterprise coordination. Additionally,

NASA elevated the role of Chief Acquisition Officer 

to the Deputy Administrator, who, among other 

initiatives, released a memorandum of intent to 

Agency leaders detailing acquisition priorities for 

enabling our Moon to Mars Objectives

NASA aims to comply fully with the 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, however, embedding 

our workforce culture with monitoring and 

improvement at the core. We are conducting

evidence-building activities and making evidence-based decisions in accordance with the 

Foundations for Evidence-Based Policymaking Act 

of 2018 (Public Law 115–435, also known as the 

Evidence Act). We have an ingrained culture of

self-evaluation, using findings from studies and 
NASA Performance Foundations

NASA’s FY 2024 Volume of Integrated Performance 7

NASA’s 2022 Strategic-Performance-Evidence 

Framework
NASA Performance Foundations

NASA’s FY 2024 Volume of Integrated Performance 8

assessments to improve the Agency in the shortterm and position NASA for long-term success

The NASA 2022 Strategic Plan outlines our plans for 

human and robotic space exploration, aeronautics, 

technology development, and Agency operations, 

providing a clear and unified direction for our 

programs and projects. This direction is captured in

NASA’s Vision and Mission statements—why NASA 

exists, what we aspire to explore, and how we 

expect to achieve societal benefits.

The information reported in this document is 

aligned with the NASA 2022 Strategic Plan and the 

FY 2024 Congressional Justification, in accordance 

with the requirements of the GPRA Modernization 

Act, as described below

Performance-Evidence Framework 

Our quadrennial Strategic Plan outlines a framework that consists of Strategic Goals aligned to our 

Mission; Strategic Objectives describing our longterm strategies for achieving the Strategic Goals; 

and multiyear, outcome-oriented Performance 

Goals. Annual targets and milestones allow NASA to

measure and track incremental progress towards 

achieving the Performance Goals

Learning Agenda, Capacity 

Assessment, and Annual Evaluation 

Plan

Congress signed the Evidence Act into law in 

January of 2019. The Evidence Act establishes 

a framework for agencies to organize evidence 

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

and evidence in decision making. The NASA 2022

Strategic Plan includes NASA’s first-ever Learning 

Agenda and Capacity Assessment, supporting this 

new requirement.

The Learning Agenda is a roadmap for NASA to 

systematically plan evidence-building activities that 

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

of broad questions NASA sees as urgent to moving 

our operations and Mission forward over the next 

four years. When answered, these questions will 

help us work more effectively and efficiently, using 

evidence to make decisions relating to missions, 

programs, and investments

The Capacity Assessment reviews NASA’s ability 

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

improve our capacity. Led by NASA’s Evaluation

Officer, in conjunction with the Statistical Officer 

and Chief Data Officer, five criteria guide NASA’s 

evidence culture: coverage, quality, methods, effectiveness, and independence. This process supports

the Agency’s needs for learning and management, 

performance and strategic management, interagency and private sector coordination, and oversight and accountability

The Annual Evaluation Plan (see Appendix A: FY 

2024 Annual Evaluation Plan) identifies specific 

evaluations that the Agency plans to undertake 

over the next fiscal year. This plan cultivates data 

sharing and resources between NASA organizations 

and provides information to help support our evidence-driven culture

Agency Performance Plan

NASA’s Agency Performance Plan describes our 

multiyear Performance Goals (including annual 

targets consistent with program and project budget 

requests) and which Strategic Goals and Objectives 

they support. Every fiscal year, NASA reevaluates 

and updates, as needed, the existing Performance 

Goals and targets to ensure they accurately reflect 

NASA’s budget, priorities, strategies, and programmatic plans

Agency Priority Goals are a selected subset of 

Performance Goals that highlight high-priority, 

high-profile activities we plan to accomplish within 

a two-year timeframe. Agency Priority Goals highlight challenging, high-risk areas with the potential

for major technical, scientific, and societal benefit.

Performance Assessment Criteria

NASA’s Performance Goals consist of outcome-based performance statements and the 

measurable performance targets to be achieved 

each fiscal year.

To indicate progress based on targets, we assign 

one of the color ratings described below. A Green

rating indicates that NASA achieved the targeted 

level of performance for the fiscal year and is on 

track to complete the Performance Goal by the 

end of its timeframe. A Yellow rating indicates that

NASA is slightly below the target but is still on track 

to complete the Performance Goal by the end of 

its timeframe. We assign a Red rating when performance is significantly below the target, affecting
NASA Performance Foundations

NASA’s FY 2024 Volume of Integrated Performance 9

the overall progress for the Performance Goal. We use internal success criteria for each Performance Goal

to determine the thresholds for a Yellow or Red rating

The ratings discussed in Part 2 of this volume (Performance Planning and Reporting) are the final ratings 

assigned to each Performance Goal, and have been updated from the preliminary ratings summarized in 

NASA’s FY 2022 Agency Financial Report, published before the ratings were submitted and approved

1

Agency Priority Goals

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

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

At the end of FY 2022, NASA was at the halfway point for our two-year Agency Priority Goals. A summary of

the results is provided below. Detailed progress is discussed in Part 

Agency Priority Goal Statements FY 2022 Rating Responsible Program

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

Earth system, its processes, and changing climate. By September 30, 2023, NASA will 

advance climate change research by delivering two new observing systems and an 

upgrade to NASA’s primary global Earth systems model.

Yellow

(4 of 5 milestones 

completed)

Science Mission 

Directorate (Earth 

Science Division)

1 In the FY 2022 Agency Financial Report, 8 of NASA’s 51 Performance Goals (2 under Strategic Objective 1.1 and 6 under Strategic 

Objective 1.2) were unrated because data needed to assess progress was not available before publication. The ratings for those Performance Goals are included in this document.

Green

Achieved Annual Target and on Track for 

completion

NASA achieved the annual target and is on track to 

achieve the Performance Goal/Agency Priority Goal

Yellow

Missed Annual Target

NASA missed the annual target but was in a middle 

performance range according to established success criteria. NASA remains on track to achieve the Performance

Goal/Agency Priority Goal

Red

Significantly Missed Target/ At Risk

NASA significantly missed the annual target and is at risk 

of not achieving the Performance Goal/Agency Priority 

Goal

White

Cannot be Assessed

NASA was unable to assess the Performance Goal/

Agency Priority Goal due to lack of data or changes to 

the associated work
NASA Performance Foundations

NASA’s FY 2024 Volume of Integrated Performance 10

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

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

first luminous glows after the Big Bang, to the formation of other stellar systems capable 

of supporting life on planets like Earth, to the evolution of our own solar system. By 

September 30, 2023, NASA will complete commissioning of the James Webb Space 

Telescope, the most powerful and complex space telescope ever built, and begin 

Webb’s Cycle 2 observations.

Green

(4 of 4 milestones 

completed)

Science Mission 

Directorate (Cosmic 

Origins)

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

the Moon and pursue a sustainable program of exploration by demonstrating capabilities that advance lunar exploration. By September 30, 2023, NASA will launch Artemis 

I, deliver the Core Stage for Artemis II to Kennedy Space Center for processing, and 

have multiple companies under contract to develop systems for sustainable human 

lunar exploration.

Yellow

(3 of 4 

milestones 

completed)

Exploration Systems 

Development Mission 

Directorate (Common 

Exploration Systems 

Development and 

Artemis Campaign 

Development)

3.1.5: Ensure American global leadership in space technology innovations through 

increased partnering with industry and demonstrating key lunar surface and deep space 

technologies. By September 30, 2023: NASA will demonstrate leadership in space 

technology by: 

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

Tipping Point opportunities, and at least 3 critical small business technology transitions to develop 

capabilities that support NASA and commercial needs; 

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

and

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

space.

Yellow

(3 of 4 

milestones 

completed)

Space Technology 

Mission Directorate 

(Early Stage 

Innovation and 

Partnerships, 

Technology 

Demonstrations, 

Technology 

Maturation, and Small 

Business Innovation 

Research/Small 

Business Technology 

Transfer)

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

President’s Management Agenda

The President’s Management Agenda (PMA) defines Government-wide management priorities for improving how Federal agencies operate and perform. The Biden Administration PMA, issued in November 2021, 

focuses on strategies to advance three core priorities: 1) Strengthening and empowering the Federal 

workforce; 2) Delivering excellent, equitable, and secure federal services and customer experience; and 3) 

Managing the business of Government to build back better

The work of the PMA comprises sustained, multiyear, Federal government-wide efforts to advance each of 

the three PMA priorities, their supporting strategies, and Cross-Agency Priority Goals. Through the PMA,

cross-agency teams seek stakeholder input, define workstreams, set work plans and measures, advance 

collaborative efforts, and assess and measure progress across Government organizations.

To ensure effective leadership and accountability across the ederal government, each priority has one 

senior leader within the Executive Office of the President, and another sitting within one or more of the key 

delivery agencies. Per the GPRA Modernization Act’s requirement to address Cross-Agency Priority Goals in 

the Strategic Plan, the Agency Performance Plan, and the Annual Performance Report, please refer to www

Performance.gov for our contributions to those goals and progress, where applicable. NASA is not a ke

delivery agency but currently contributes to Priority 1 and 3.

Performance Management in Action

Following the passing of the Evidence Act, the Biden Administration published the inaugural PMA Learning 

Agenda in September 2022, identifying government-wide evidence gaps related to advancing PMA priorities

It not only reinforces a focus on learning, but also serves to bridge silos and catalyze innovation to stimulate 

coordination of evidence building across Federal agencies, state and local governments, tribal governing 
NASA Performance Foundations

NASA’s FY 2024 Volume of Integrated Performance 11

bodies, researchers, and practitioners from across 

the country

The PMA Learning Agenda has three specific areas 

of focus which are, 1) Workforce, 2) Service Delivery, 

and 3) Equity. Each focus area has one main priority question and several sub-questions meant to 

guide evidence-building efforts. It is important to 

note that while these three focus areas do involve 

every Federal agency, these areas are not meant 

to be comprehensive and representative of all the 

evidence-building that is happening or needs to 

happen to improve how the government operates 

and performs

Performance Management in 

Action

NASA is committed to remaining a good steward 

of the taxpayer’s numerous investments entrusted 

to our care. This includes maintaining a culture

of data-driven performance management, evidence-building activities, and evaluation that continually improve our accountability, transparency, 

oversight, and decision making. This approach supports evidence-based strategic and performance

planning across organizations, leads to more 

consistent performance reporting, and ensures the 

optimal use of our resources

NASA plans and evaluates performance in a continuous cycle, spanning multiple fiscal years, in 

conjunction with the annual planning, programming, budgeting, and execution process used to 

ensure that resource alignment supports mission 

and operational needs. This ongoing feedback loop

ensures that plans reflect performance expectations and performance results inform planning 

decisions

Annual Strategic Reviews

The annual Strategic Review process encompasses 

a comprehensive retrospective and prospective review of the strategies for achieving our 12 

Strategic Objectives and the health of the contributing programs. NASA measures progress towards

achieving each Strategic Objective through near-, 

mid-, and long-term success criteria for all supporting program portfolios. As of the publication of the

NASA 2022 Strategic Plan, at least 50 percent of the 

success criteria in each timeframe were quantitative. NASA also assesses:

• Available opportunities that could enable successful programs and projects; 

• Approaches for addressing risks, including 

those identified through enterprise risk management capabilities (see Enterprise Risk 

Management below); 

• Resources, including budget and workforce 

allocations; and

• Ongoing or planned program evaluations, performance measurement, policy analysis, and 

other evidence-building activities

The lead organization and contributing programs conduct the analysis and recommend 

whether their Strategic Objective demonstrates 

noteworthy progress, satisfactory performance, 

Summary FY 2022 Performance Goal Ratings by Strategic Goal and Objective*

*SO = Strategic Objective
NASA Performance Foundations

NASA’s FY 2024 Volume of Integrated Performance 12

or is a focus area for improvement. NASA’s

Chief Performance Management Officer and 

Performance Improvement Officer determine final 

ratings and next step with the Agency Summary of 

Findings, reported to the Chief Operating Officer 

as part of the Baseline Performance Review (see 

Baseline Performance Review below). NASA then

submits final ratings as part of the Strategic Review 

Summary of Findings to the Office of Management 

and Budget for review and comment

The Strategic Review inputs, findings, and results 

inform our budget process and are inputs to the 

next performance planning cycle. In addition, NASA

may adjust Strategic Objective strategy and supporting success criteria based on Strategic Review 

results

NASA’s 2022 Strategic Review baselined progress 

towards achieving the Strategic Objectives released 

in the NASA 2022 Strategic Plan. The ratings from the

review and the Summary of Progress by Strategic 

Objective are provided in Part 2

Annual Performance Assessments

During the third and fourth quarters of each fiscal 

year, NASA program officials assess progress 

towards achieving the Performance Goals listed 

in the Agency Performance Plan. They determine

whether targets and any supporting milestones 

were met as anticipated, assign the appropriate 

color rating, and provide an explanation to support the rating. NASA’s Performance Improvement

Officer reviews the performance assessment 

results and provides feedback and determines final 

ratings when needed

NASA publishes a summary of preliminary fiscal 

year performance ratings in the annual Agency 

Financial Report, in accordance with OMB Circular 

A-136 guidance. We publish the final fiscal year 

performance ratings in the Annual Performance 

Report, which becomes part of this publication, the 

Volume of Integrated Performance

Of the 51 Performance Goals in FY 2022, NASA 

rated 41 Green (80 percent achieved), 9 Yellow (18 

percent missed annual target), and 1 Red (2 percent 

missed the annual target/at risk). We did not rate

any Performance Goals White (cannot be assessed) 

for this fiscal year (See the summary chart). 

Overall, NASA’s performance was stronger than FY 

20212, which resulted in 79 percent of NASA’s 48 

Performance Goals achieved (Green), 13 percent 

missed their annual target (Yellow), two percent 

significantly missed their annual target (Red), and 

six percent could not be assessed (White) because 

the data needed to review the Performance Goals 

(in this case, the results of the Federal Employee 

Viewpoint Survey) were not available

Part 2 of this volume presents the individual FY 

2022 ratings and supporting performance explanations. It also provides past Performance Goal

ratings for FY 2020 and FY 2021. While some 

Performance Goals have existed for longer, NASA 

used a different measurement approach prior to 

FY 2020 that utilized separate multiyear measures 

(Performance Goals) and annual measures (Annual 

Performance Indicators). For FY 2020, NASA added

annual targets to the Performance Goals and 

eliminated Annual Performance Indicators. Some of

these Annual Performance Indicators were transformed into multiyear Performance Goals with 

annual targets

Performance Management Goals 

and Mandates

Several pieces of legislation have been passed over 

the years that build on the GPRA Modernization 

Act’s framework for performance management

The key pieces of legislation that have impacted 

performance reporting are the Evidence Act, the 

2016 update on enterprise risk management 

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

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

Improvement Accountability Act of 2016 (PMIAA)

Together these inform all aspects of performance 

management goals and mandates

2 FY 2021 performance supported the NASA 2018 Strategic 

Plan. FY 2022 performance supported the NASA 2022 Strategic 

Plan.
NASA Performance Foundations

NASA’s FY 2024 Volume of Integrated Performance 13

The 12 Strategic Objectives from the 2022 Strategic 

Plan are mapped to NASA’s FY 2024 President’s 

Budget Request. The table above provides the FY 

2024 budget request for each Strategic Objective. 

Detailed budget tables provided in Part 2 include 

the FY 2022 actual, FY 2023 enacted, and outyear 

budget numbers through FY 2028. The budget

numbers for FY 2022 and FY 2023 represent actual 

budget authority and the budget numbers for FY 

2024 through FY 2028 are based on the requested 

budget

The funding amounts shown combine multiple 

programs and projects that together support 

the Strategic Objective. The budget numbers are

rounded and will not add up to NASA’s total budget 

request. Funds for the Office of Inspector General 

are not included in any Strategic Objective funding 

line

3 OMB Circular No. A-123, “Management’s Responsibility for Enterprise Risk Management and Internal Control” (M-16-17), July 15, 

2016.

Enterprise Risk Management

In July 2016, the Office of Management and Budget 

released a memorandum updating Circular A-1233 

to ensure that agencies manage risks arising from 

enterprise operations and activities that could 

affect achievement of Strategic Objectives. The 

memorandum required each agency to implement 

an enterprise risk management capability in coordination with its strategic planning and strategic 

review processes. The enterprise risk management

process provides insights on how to effectively 

prioritize and manage risks to mission delivery 

while also providing an enterprise-wide, strategically aligned portfolio view of organizational risks, 

challenges, and opportunities

NASA has integrated enterprise risk management 

with the strategic planning and Strategic Review 

processes to provide an analysis of the risks and 

opportunities we face in accordance with Office 

of Management and Budget guidance. We have a

program management integration function with 

Strategic Goals Strategic Objectives Requested

1. Expand human knowledge 

through new scientific discoveries

1.1 Understand the Earth system and its climate $1,973.8

1.2 Understand the Sun, solar system, and universe $5,788.0

1.3 Ensure NASA’s science data are accessible to all and produce practical benefits to society $499.0

2. Extend human presence to the

Moon and on towards Mars for 

sustainable long-term exploration, development, and utilization 

2.1 Explore the surface of the Moon and deep space $7,971.1

2.2 Develop a human spaceflight economy enabled by a commercial market $3,487.6

2.3 Develop capabilities and perform research to safeguard

explorers $255.5

2.4 Enhance space access and services $791.

3. Catalyze economic growth

and drive innovation to address 

national challenges

3.1 Innovate and advance transformational space technologies $1,391.6

3.2 Drive efficient and sustainable aviation $995.8

4. Enhance capabilities and operations to catalyze current and

future mission success 

4.1 Attract and develop a talented and diverse workforce $111.6

4.2 Transform mission support capabilities for the next era of

aerospace $3,702.3

4.3 Build the next generation of explorers $166.

FY 2024 Budget Request by 

Strategic Objective ($M)

*Does not include Office of Inspector General 
NASA Performance Foundations

NASA’s FY 2024 Volume of Integrated Performance 14

matrixed support from the Office of the Chief 

Engineer and Office of the Chief Financial Officer 

and in partnership with the Mission Directorates 

and Centers. While we cannot mitigate all risks

related to achieving our Strategic Goals and 

Objectives, we are using these risk-management 

strategies to identify, measure, and assess challenges related to mission delivery to the greatest 

extent possible

Improved Program and Project 

Management

In early 2022, NASA established the role of the 

Chief Program Management Officer (CPMO) in the 

Office of the Administrator to implement initiatives 

addressing the Agency’s high-risk areas identified 

by the Government Accountability Office (see the 

“2022 High Risk Corrective Action Plan” on page 19. 

The new CPMO role incorporates responsibilities of 

the previous Program Management Improvement 

Officer (PMIO) role, expanding the functions recommended by a Tiger Team on the subject in 

December 2021.

The CPMO, who reports to NASA’s Associate 

Administrator, collaborates across enterprise 

organizations and Centers to strengthen enterprise-wide oversight, management, and implementation of program management policies and best 

practices. The CPMO function continues to mature

as it undertakes efforts, such as reconstituting the 

Program/Project Management Board and establishing communities of practice, mentoring, internship, 

and detail opportunities

Oversight and Accountability 

In setting goals and establishing plans to achieve 

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

the Agency, are an essential tool in ensuring the 

integrity of data necessary to make well-informed 

investment decisions. Independent verification and 

validation in planning and executing programs or 

projects provides greater confidence and improves 

expected outcomes. In many cases, these assessments include a routine measure of progress

against a predetermined set of indicators, a baseline, or other targets that effectively establish an 

early warning system so that issues can be more 

quickly and easily identified and addressed.

Governance Councils

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

guide key assessments of the Agency. The council

members evaluate issues and support decision 

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

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

achieving the NASA Vision, and serves as our 

senior decision-making body for Agency-wide 

decisions

■ The Mission Support Council serves as our 

senior decision-making body regarding the 

integrated Agency mission support portfolio, 

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

workforce, and associated investments); and 

determines and assesses mission support 

requirements to enable successful accomplishment of our missions

■ The Agency Program Management Council 

serves as our senior decision-making body 

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

NASA projects, programs, mission directorate 

portfolios, and the integrated Agency portfolio 

to ensure achievement of our Strategic Goals

■ The Acquisition Strategy Council approves 

acquisition approaches for large, high-profile 

programs as recommended by the sponsoring 

Mission Directorate; decides work assignments 

to Centers and updates to Center roles; and 

evaluates mission needs and Agency workforce 

capacity
NASA Performance Foundations

NASA’s FY 2024 Volume of Integrated Performance 15

Technical Authorities

Our Technical Authorities (Engineering, Safety and 

Mission Assurance, and Health and Medical) are 

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

balances and provide independent oversight of 

programs and projects in support of safety and 

mission success

Technical Authority originates with the 

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

Technical Authority are: 

■ Provide an independent view of program/project activities; 

■ Ensure direction to the program or project 

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

community; 

■ Adjudicate requests for relief (via waivers) from 

the Technical Authority technical baseline; and 

■ Implement the dissenting opinion process, to 

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

regarding the Technical Authority’s technical 

baseline

Below: U.S. President Joe Biden and Vice President Kamala Harris preview the first full-color image from NASA’s James Webb 

Space Telescope, the highest-resolution image of the infrared universe in history on July 11, 2022, in the White House complex 

in Washington. Joining the President and Vice President was Director of the White House Office of Science and Technology 

Policy (OSTP) Alondra Nelson, left, NASA Administrator Bill Nelson, and NASA James Webb Space Telescope Operations Project 

Scientist Jane Rigby, right, as well as (on screen) NASA Associate Administrator for the Science Mission Directorate Thomas 

Zurbuchen, top, Deputy Director of the Space Telescope Science Institute (STScI) Nancy Levenson, and NASA James Webb Space 

Telescope Program Director Greg Robinson, bottom. Image Credit: NASA/Bill Ingalls

Baseline Performance Reviews

The Baseline Performance Review (BPR) is a 

monthly forum where NASA’s executive leadership 

track program and project performance against 

Agency plans and priorities. In FY 2022, NASA

reformulated BPR to summarize key performance 

information, such as the portfolio risk profile and 

in-depth discussions about cost, schedule, technical, and programmatic risks for major projects

Other information previously included at BPR is 

now part of other forums, such as Directorate 

Program Management Council meetings

BPR includes performance progress updates for 

Agency Priority Goals and Performance Goals. Each

Mission Directorate or Mission Support Office provides a performance assessment of the activity it 

manages, and Agency-level analysts conduct independent assessments. NASA’s Technical Authorities

provide oversight and an additional level of control

We also conduct our annual Strategic Review at 

the BPR to take advantage of the existing top-level 

forum for performance discussion and decision 

making
NASA Performance Foundations

NASA’s FY 2024 Volume of Integrated Performance 16

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

*An overview of lifecycle reviews for programs and projects is available in “NASA Procedural Requirements 

(NPR) 7120.5F: NASA Space Flight Program and Project Management Requirements.” 

Key Decision 

Point (KDP) 

Review

Associated 

Milestone Milestone Review Objectives Overall Expected Maturity State at KDP

KDP-A

Mission Concept 

Review (MCR)

To evaluate the feasibility of the proposed mission concept(s) and its fulfillment of the program’s needs and objectives. To determine whether the maturity of the concept and

associated planning are sufficient to begin Phase A.

Project addresses critical NASA need

Proposed mission concept(s) is feasible

Associated planning is sufficiently mature 

to begin Phase A, and the mission can likely 

be achieved as conceived

KDP-B

System 

Requirements 

Review (SRR)

To evaluate whether the functional and performance 

requirements defined for the system are responsive to 

the program’s requirements on the project and represent 

achievable capabilities

Proposed mission/system architecture 

is credible and responsive to program 

requirements and constraints, including 

resources. The maturity of the project’s

mission/system definition and associated 

plans is sufficient to begin Phase B, and the 

mission can likely be achieved within available resources with acceptable risk

Mission Definition 

Review (MDR) or 

System Definition 

Review (SDR)

To evaluate the credibility and responsiveness of the proposed mission/system architecture to the program requirements and constraints, including available resources. To

determine whether the maturity of the project’s mission/

system definition and associated plans are sufficient to 

begin Phase B

KDP-C

Preliminary 

Design Review 

(PDR)

To evaluate the completeness/consistency of the planning, 

technical, cost, and schedule baselines developed during 

Formulation. To assess compliance of the preliminary design

with applicable requirements and to determine if the project 

is sufficiently mature to begin Phase C.

Project’s planning, technical, cost, and 

schedule baselines developed during 

Formulation are complete and consistent

The preliminary design complies with its 

requirements. The project is sufficiently 

mature to begin Phase C, and the cost and 

schedule are adequate to enable mission 

success with acceptable risk

KDP-D

Critical Design 

Review (CDR)

To evaluate the integrity of the project design and its ability 

to meet mission requirements with appropriate margins and 

acceptable risk within defined project constraints, including 

available resources. To determine if the design is appropriately mature to continue with the final design and fabrication phas

Project is still on plan. The risk is commensurate with the project’s payload classification, and the project is ready for Assembly,

Integration, & Test (AI&T) with acceptable 

risk within its Agency baseline cost

Production 

Readiness Review 

(PRR)

To evaluate the readiness of system developer(s) to produce 

the required number of systems within defined project 

constraints for projects developing multiple similar flight or 

ground support systems. To evaluate the degree to which

the production plans meet the system’s operational support 

requirements.

System 

Integration 

Review (SIR)

To evaluate the readiness of the project and associated 

supporting infrastructure to begin system AI&T, evaluate whether the remaining project development can be 

completed within available resources, and determine if the 

project is sufficiently mature to begin Phase D.

KDP-E

Operational 

Readiness Review 

(ORR)

To evaluate the readiness of the project to operate the flight 

system and associated ground system(s) in compliance with 

defined project requirements and constraints during the 

operations/sustainment phase of the project life cycle

Project and all supporting systems are 

ready for safe, successful launch and early 

operations with acceptable risk within the 

Agency baseline cost

Mission 

Readiness Review 

(MRR) or Flight 

Readiness Review 

(FRR)

To evaluate the readiness of the project and all project and 

supporting systems for a safe and successful launch and 

flight/mission.

Launch Readiness 

Review (LRR)

To evaluate a program/project and its ground, hardware, 

and software systems for readiness for launch
NASA Performance Foundations

NASA’s FY 2024 Volume of Integrated Performance 17

Program and Project Key 

DecisionPoint Reviews

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

projects through their life cycles. Senior leaders

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

assessments of how the programs and projects are 

performing in key areas. Such key decision points

are specific milestones at which managers must 

provide Agency leadership with information about 

program maturity and readiness to progress to the 

next stage of the life cycle (see the figure above).

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

Review Board or mission directorate independent 

review team. Multiple stakeholder organizations

also can weigh in on the information presented

Other reviews may be scheduled, in accordance 

with the lifecycle schedule of that project and 

depending on the formulation, development 

implementation, or construction plan. Additionally,

NASA senior leaders monitor overall performance 

monthly through the Baseline Performance 

Review. NASA provides Congress, OMB, and the

Government Accountability Office with cost and 

schedule updates for major projects with an estimated lifecycle cost of $250 million or greater.

NASA Office of Inspector 

General and the Government 

Accountability Office

Two independent organizations, the NASA 

Office of Inspector General and the Government 

Accountability Office, conduct both broadly and 

narrowly focused evaluations of how well the 

Agency is achieving outcomes and performing to 

expectations. Evaluations cross all types of NASA

work, from planning new initiatives, managing 

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

legislation and policy

The Office of Inspector General and contracted 

independent auditors are also employed to review 

the Agency’s financial record keeping systems, compliance with requirements, and financial controls. 

We have received an unmodified “clean” opinion 

on our financial statements, with no reported 

material weaknesses, for 12 consecutive years, as 

reported in the FY 2022 Agency Financial Report. We

review the resulting reports, such as the annual 

auditor’s report on NASA’s financial statements 

and OIG Report on NASA’s Top Management and 

Performance Challenges, and provide feedback on 

how the Agency will take corrective actions or make 

improvements
Strategies for Improvement

NASA’s FY 2024 Volume of Integrated Performance 18

Strategies for Improvement

Above: NASA’s Space Launch System (SLS) rocket with the Orion spacecraft aboard is seen atop the mobile launcher as it rolls out to Launch Pad 39B, 

on November 4, 2022, at NASA’s Kennedy Space Center in Florida. NASA’s Artemis I flight test is the first integrated test of the deep space exploration 

systems: the Orion spacecraft, SLS rocket, and supporting ground systems. The Artemis I uncrewed flight test launched on November 16. Image Credit: 

NASA/Joel Kowsky

We’ve outlined the internal assessments and evaluations that NASA undertakes to aid in maintaining, managing, and improving operations and program performance

Periodic external assessments focus management attention on areas of high risk or potential challenges

The Government Accountability Office (GAO) and the NASA Office of Inspector General (OIG) conduct such 

external assessments, identifying trouble spots and recommending how to address them. Issues raised by

GAO and OIG represent high-priority areas for management attention

High Risk Areas Identified by the GAO

GAO assesses activities across the federal government and identifies areas that carry a risk for fraud, waste, 

abuse, mismanagement, or otherwise requiring transformation. GAO’s biennial High Risk List, which is 

issued publicly and delivered to each newly elected Congress, has included NASA’s acquisition management 

since the inaugural report issued in 1990. GAO established five criteria that GAO uses to evaluate progress 

against the High-Risk area and that, if sufficiently addressed, would lead GAO to remove the High-Risk area 

from the subsequent report:

■ Leadership Commitment: Demonstrated strong commitment and top leadership support

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

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

substantially completing corrective measures, including steps necessary to implement recommended 

solutions

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

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

measures and resolving high-risk areas

As part of the 2021 update for NASA, “High-Risk 

Series: Dedicated Leadership Needed to Address 

Limited Progress in Most High-Risk Areas” (GAO-21-

119SP), GAO included a scorecard detailing which 

of these criteria for improving acquisition management have been met, partially met, or have not 

been met. NASA fully met the criteria for leadership

commitment, a corrective action plan, and monitoring and has partially met the criteria for capacity and demonstrated progress. The 2021 report 

reflects a significant improvement in the leadership commitment and monitoring areas over the 

previous 2019 report, a fact that was noted by GAO 

in the report’s cover letter (page 24). The 2023 High

Risk report is anticipated to be released early 2023

NASA’s responses to the challenges GAO has identified have yielded more credible cost and schedule 

baselines, and both GAO and OIG have observed 

that NASA’s management of its small- and medium-class major flight projects has improved. The 

effectiveness of these tools is particularly evident 

for the smaller (under $1 billion lifecycle cost) 

projects. However, there is broad recognition

that NASA needs to continue to improve management of its larger, more complex projects, which 

typically involve the development of a significant 

number of new technologies, greater integration 

risk, and challenges with early cost and schedule 

estimation. In response to the need to improve

acquisition management of these larger, more 

complex projects, NASA increased the emphasis 

on review of their performance during the Baseline 

Performance Reviews, described on page 15.

A Corrective Action Plan 

for Acquisition Management 

Improvements

With approval from the Associate Administrator, 

NASA released an updated “High Risk Corrective 

Action Plan“ (CAP) in August 2022 in response to 

the continued inclusion of NASA’s acquisition practices on GAO’s High Risk report, as well as recent 

challenges in cost schedule growth experienced by 

several of NASA’s highest profile missions. The twoyear CAP is developed in support of the Agency’s 

steadfast commitment to good governance and 

effective stewardship of the resources entrusted to 

it

The GAO High Risk report interprets Acquisition 

Management broadly, including program and 

project management concerns and the strategy 

and decision-making around Make/Buy/Partner 

considerations prior to procurement. The CAP

reflects GAO’s broad definition, illustrating actions 

NASA has already taken to improve acquisition 

management and program management and 

highlighting planned work in these disciplines. The

CAP contains a set of six initiatives geared toward 

advancing these disciplines, providing more details, 

next steps, challenges, and goals. The 2022 CAP

initiatives are: Schedule Database; Ensure Schedule 

Capability; Enhance Standing Review Board 

Implementation; Increase Deep Space Exploration 

Systems’ Transparency of Cost and Schedule; Firm 

Fixed Price Data Collection; and Realistic Proposal 

Cost Estimating

The 2022 CAP builds upon the previous corrective 

action plans, which were developed in 2007, 2018, 

and 2020. The initiatives from those previous plans,

including steps taken for closure on the initiatives, 

are detailed in an appendix of the 2022 plan

NASA Chief Acquisition Officer’s 

Intent and Expansion of Acquisition 

Priorities

In September 2022, NASA published the Moon to 

Mars Objectives describing the “what” and “why” of 

our plans for deep space exploration before prescribing the “how,” with specific technologies, capabilities, and acquisition approach (Visit the Moon to 

Mars Objectives Executive Summary)

In November 2022, NASA’s Chief Acquisition 

Officer released an intent memorandum to NASA 

leaders describing acquisition and procurement 

priorities that will allow the Agency to obtain or 

advance the development of systems, services, 

research, construction, and supplies to fulfill our 

Moon to Mars Mission and statutory objectives

To this end, the Chief Acquisition Officer charged 

NASA Officials-in-Charge and leaders to ensure 

resource and workforce alignment with two major 

priorities—”Acquisition Innovation and Rigor” and 

“Workforce and Culture”

Acquisition Innovation and Rigor – NASA will 

improve its acquisition rigor through strict application of its robust existing rules and policies, promoting consistency and developing communities 

of practice as an available resource. We will use

the insightful data provided in every procurement 

Strategies for Improvement

NASA’s FY 2024 Volume of Integrated Performance 19
transaction to better sharpen our technical reviews, 

requests, and decision-making in the future. Senior 

leadership will continue to reimagine performance 

reviews and decisional council meetings to ensure 

clear framing, consistency in application of policies 

and exemptions, and documentation of decisional 

outcomes

Workforce and Culture – To continue to improve 

the Agency’s acquisition management, we are 

investing in our workforce and cultivating their 

expertise through Agency-wide communities of 

practice with access to the most up-to-date tools, 

networks, and best practices. NASA will promote

greater collaboration, consistency, use of tools, and 

access to training across functions, including procurement, finance, legal, program management, 

program planning and control, and others, that collectively enable our acquisition mission. Alongside 

honing our technical skills, we will continue to foster a culture of engagement, encouraging honest 

communication, knowledge sharing, collaborative 

problem solving across disciplines, and data-driven 

decision making

Management Challenges Identified 

by the OIG

Each fiscal year, NASA’s OIG issues the “2022 

Report on NASA’s Top Management and 

Performance Challenges” summarizing what the 

Inspector General considers to be NASA’s most 

serious management and performance challenges, as well as a brief assessment regarding the 

Agency’s progress in addressing those challenges

NASA leverages the results of this and other OIG 

recommendations to improve the overall efficiency 

and effectiveness of our programs, projects, and 

functional activities

NASA has implemented a comprehensive program of follow-up intended to ensure that recommendations issued by the OIG are resolved and 

implemented in a timely, responsive, and effective manner. NASA’s follow-up program is a key

element in improving the overall efficiency and 

effectiveness of NASA’s programs, projects, and 

operations. The Administrator’s response to the

OIG’s recommendations are detailed on page 94 of 

NASA’s FY 2022 Agency Financial Report

The OIG’s report continues the seven challenges 

originally identified in 2020: Returning Humans to 

the Moon; Improving Management of Major Programs 

and Projects; Sustaining a Human Presence in Low 

Earth Orbit; Managing and Mitigating Cybersecurity 

Risks; Improving Oversight of Contracts, Grants, and 

Cooperative Agreements; Attracting and Retaining a 

Diverse and Highly Skilled Workforce; and Managing 

NASA’s Outdated Infrastructure and Facilities

The report also links each challenge to one or 

more Strategic Goal and Objective. The relevant

Performance Goals and significant evaluations are 

provided below

OIG Management Challenge: 

Returning Humans to the Moon

The OIG states the Artemis program—currently 

NASA’s most ambitious and costly ongoing activity—is projected to cost NASA $93 billion by FY 

2025 and will require decades-long engagement 

from NASA and our commercial and international 

partners to build and support multiple human and 

robotic exploration systems, conduct research and 

technology demonstrations to return humans to 

the Moon, and prepare for an eventual crewed 

mission to Mars

Artemis is a multi-mission program that allows 

NASA to extend the length and complexity of lunar 

missions over time. Each Artemis mission involves

multiple systems managed by different entities on 

varying development timelines in which coordination and interoperability—the ability of a system to 

work with another system—is critical and deeply 

challenging. These systems include the Space

Launch System (SLS) heavy-lift rocket and Orion 

Multi-Purpose Crew Vehicle (Orion) capsule that 

will transport astronauts to lunar orbit, the Human 

Landing System (HLS) that will ferry astronauts to 

the lunar surface, next-generation spacesuits that 

will enable astronauts to operate outside their 

spacecraft and on the lunar surface, and a Moonorbiting permanent outpost known as Gateway. For

Artemis III, the Orion capsule—with four astronauts 

on board—will dock in lunar orbit with an HLS 

to transport two astronauts to the lunar surface

Significantly, as part of the Artemis program, NASA 

intends to land the first woman and first person of 

color on the Moon

Progress during FY 2022 fell into one of three categories: the (1) development and (2) procurement 

of key Artemis systems, as well as initiatives to 

improve the overall (3) management of the Artemis 

missions. Below are initiatives and Performance

Goals that performance in this area

For more information see Strategic Objective 2.1: 

Explore the Surface of the Moon and Deep Space

Strategies for Improvement

NASA’s FY 2024 Volume of Integrated Performance 20
OIG Management Challenge: 

Improving Management of Major 

Projects

NASA has an extensive portfolio of programs and 

projects in science, space exploration, technology 

development and innovation, and aeronautics 

research. These programs and projects include

satellites equipped with advanced sensors to study 

Earth; rovers to collect soil and rock samples on 

other celestial bodies; telescopes that explore the 

far reaches of the universe; and complex systems 

to support transportation of humans to the ISS, 

Moon, and beyond. The overall management

of a program or project requires expertise with 

cost, schedule, transparency of external reporting, development risks, staffing and training, and 

program and project requirements. Effectively 

managing NASA’s portfolio of major programs and 

projects has been a continuous challenge for the 

Agency, with cost and schedule overruns being 

particular areas of concern

Historically, NASA’s portfolio of major programs 

and projects have cost significantly more and 

taken much longer to complete than initially 

planned. As the OIG notes, NASA completed six

major programs and projects in 2021, including the 

James Webb Space Telescope, but collectively the 

Agency’s major programs and projects exceeded 

their cost estimates by almost $3 billion and 

surpassed their collective schedules by almost 10 

years

NASA continues to focus on improving management of its major programs and projects. The

Landsat 9 and Lucy missions collectively cost $196 

million less to develop than planned and both 

launched early, according to their Agency Baseline 

Commitments. GAO’s 2022 High Risk Series report

listed NASA’s acquisition management as one 

of only six high-risk areas throughout the entire 

federal government that showed progress toward 

meeting criteria for removal from the High-Risk 

List

For more information see Strategic Objective 1.1: 

Understand the Earth system and its climate; 

Strategic Objective 1.2: Understand the Sun, solar 

system, and universe; Strategic Objective 2.1: 

Explore the surface of the Moon and deep space; 

Strategic Objective 3.1: Innovate and advance 

transformational space technologies; and Strategic 

Objective 3.2 Drive efficient and sustainable aviation

OIG Management Challenge: 

Sustaining a Human Presence in 

Low Earth Orbit

NASA’s activities in low Earth orbit (LEO)—the 

region in space from about 100 to 600 miles above 

Earth’s surface—consume approximately one-third 

of the Agency’s annual human space flight budget. This level of expenditure will likely continue

with International Space Station (ISS) operations 

expected to be extended through 2030

NASA plans to sustain a human presence in LEO 

beyond the retirement of the ISS by becoming a 

customer of one or more commercially owned 

and operated space destinations. The OIG states

that the transition to commercial destinations will 

require a sustained, but largely undetermined, 

financial investment by NASA and private companies, as well as growth in non-NASA demand for 

these services to ensure their long-term financial 

viability. Avoiding a gap between the advent of a

commercial LEO destination and the end-of-life for 

the ISS by 2030 is the crux of this challenge

Within the past couple of years, NASA has experienced advancements related to transportation to 

LEO, with SpaceX successfully providing routine 

crew services to the ISS. In June 2022, a Northrop

Grumman Cygnus spacecraft docked to the ISS and 

fired its main engine to complete the first limited 

adjustment to ISS’s orbit. This procedure adds a

critical capability to help maintain and support the 

ISS

Furthermore, NASA will be finalizing a study to 

evaluate crew certification requirements for commercial LEO in FY 2024. This evaluation, which is

described in detail in “Appendix A, NASA’s FY 2024 

Annual Evaluation Plan,” will obtain and analyze 

feedback from various stakeholders on draft 

Commercial LEO Destination Crew Certification 

Requirements and Overall Service Summary 

documents that discuss the assumptions NASA is 

considering with regards to the utilization of these 

potential commercial LEO destination systems. The

requirements and assumptions will eventually support NASA’s purchase of contracted services

For more information see Strategic Objective 2.2:

Develop a human spaceflight economy enabled by 

a commercial market

Strategies for Improvement

NASA’s FY 2024 Volume of Integrated Performance 21
OIG Management Challenge: 

Managing and Mitigating 

Cybersecurity Risk

NASA’s work ranges from space missions to 

advanced electric aircraft designs to studying 

climate change, making the Agency a top target for 

both foreign and domestic hackers. The OIG notes

that within NASA’s FY 2022 $2 billion-plus information technology (IT) budget, the Office of the Chief 

Information Officer (OCIO) is allocated $667 million, 

of which $137 million is designated for institutional 

cybersecurity in support of Agency operations

Separate from the OCIO, mission organizations 

invested almost $215 million on mission-based 

cybersecurity at locations around the country

For more than two decades, the OIG has identified efforts to secure NASA IT systems as a top 

management challenge due, in large part, to the 

Agency’s lack of an enterprise-wide approach to 

cybersecurity. Given the increasing number of

cyber threats across its Centers and facilities, the 

difficulty of ensuring the security and reliability of 

IT systems and strengthening its cybersecurity program remains a top Agency challenge. In addition,

as technology’s role in the workplace continues 

to evolve with an increasingly hybrid and remote 

workforce, NASA’s IT services are vital to enabling 

and protecting the Agency’s activities

For more information see Strategic Objective 4.2:

Transform mission support capabilities for the next 

era of aerospace

OIG Management Challenge: 

Improving Oversight of Contracts, 

Grants, and Cooperative 

Agreements

OIG notes that NASA remains challenged to ensure 

funds are appropriately spent to achieve agreedupon goals and taxpayers receive good value for 

their investments. NASA is increasingly utilizing

public-private partnerships and alternative acquisition approaches to achieve cost savings and accelerate development of new technologies, including 

several key systems for the Artemis missions

The IG notes that more broadly, oversight of 

contracts, grants, and cooperative agreements 

are long-standing challenges as evident in GAO’s 

continued designation of NASA’s acquisition management as a high-risk area since 1990. These same 

challenges are common findings in the OIG’s audit 

work, as well

Considering several recent economic pressures 

facing the country (i.e., record inflation, weather-related delays/shortages, pandemic related 

supply chain issues), NASA has partnered with the 

Department of Commerce to conduct a study of 

the factors that drive efficiency in the NASA and 

U.S. civil space supply chain network. This evaluation, which is described in detail in “Appendix 

NASA’s FY 2024 Evaluation Plan,” aims to identify 

gaps, shortages, and/or pending issues affecting 

the aerospace supply chain network. The intent of

this study is to be able to better forecast pressures, 

anticipate risks, and develop mitigation plans to 

drive adaptability and enhance decision making

For more information see Strategic Objective 3.1: 

Innovate and advance transformational space technologies; and Strategic Objective 4.3: Build the next

generation of explorers

OIG Management Challenge: 

Attracting and Retaining a Diverse 

and Highly Skilled Workforce

NASA is actively seeking to identify, recruit, and 

retain a diverse, multi-generational workforce that 

possesses the technical skills critical to our varied 

mission portfolio. However, the Agency remains

challenged to ensure its workforce has the requisite skills and is sufficiently diverse. To address this 

challenge, we are working to prioritize and implement strong diversity, equity, inclusion, and accessibility (DEIA) initiatives

The OIG states that their prior work has shown 

that NASA faces interrelated workforce challenges, 

including a static pipeline of women and minorities 

into science, technology, engineering, and mathematics (STEM) positions; an aging workforce; and a 

growing shortfall of employees qualified in technical areas. This is just one of the reasons NASA

has decided to perform a barrier analysis that 

will hopefully identify root causes and underlying 

conditions that may be contributing to the disproportionately low number of women and minorities 

in Government Schedule (GS)-14 and higher positions. A detailed explanation of this evaluation can

be found in “Appendix A, NASA’s FY 2024 Annual 

Evaluation Plan.

For the past 10 years, NASA has been voted the best 

large agency to work for in the federal government 

according to the Partnership for Public Service’s 

Strategies for Improvement

NASA’s FY 2024 Volume of Integrated Performance 22
Federal Employee Viewpoint Survey (FEVS)

. At the

same time, the Agency continues to pursue the 

strategic goal of cultivating a diverse, motivated, 

and highly qualified workforce through moderniz-

ing human capital processes and talent acquisition 

systems; increasing workforce agility and flexibili-

ties; and implementing a robust DEIA approach to 

ensure systematic and sustainable fairness, impar-

tiality, and equity in our business practices.

For more information see Strategic Objective 4.1: 

Attract and develop a talented and diverse work-

force; Strategic Objective 4.3: Build the next ge-

eration of explorers; and the Internship Outcomes 

Assessment Study in the NASA FY 2024 Annual 

Evaluation Plan

OIG Management Challenge: 

Managing NASA’s Outdated 

Infrastructure and Facilities

NASA is one of the largest property holders in the 

federal government, with $47 billion in physical 

assets and an inventory of more than 5,300 build-

ings and structures across 12 states and the District 

of Columbia, according to the OIG. Of these, over

75 percent are beyond their original design life and 

the Agency faces a deferred maintenance back-

log estimated at $3 billion as of 2022. Deferring

maintenance until equipment or facility fails has 

resulted in repair and replacement costs up to 

three times more than if NASA had been able to 

conduct regular maintenance

NASA’s Construction of Facilities (CoF) program is 

working with limited resources to modernize the 

Agency’s infrastructure into fewer, more sustain-

able facilities and repair and replace failing infra-

structure to reduce overall maintenance costs

For more information see Strategic Objective 2.1: 

Explore the surface of the Moon and deep space; 

Strategic Objective 2.4: Enhance space access and

services; and Strategic Objective 4.2: Transform

mission support capabilities for the next era of 

aerospace

Strategies for Improvement

NASA’s FY 2024 Volume of Integrated Performance 23
Organized for Success and Sustainability

NASA’s FY 2024 Volume of Integrated Performance 24

Above: Artemis Mission Development Manager Mike Sarafin, and Artemis Mission Integration Manager Sheela Logan raise Artemis flags Wednesday, Nov. 

23, 2022, at the Mary W. Jackson NASA Headquarters building in Washington. Image Credit: NASA/Keegan Barber

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

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

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

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

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

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

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

Centers and Facilities Nationwide

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

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

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

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

Organized for Success and 

Sustainability
The NASA workforce of 17,9621

 civil servants (including full-time, part-time, term appointment, student, and 

other non-permanent employees) is distributed across its Centers, facilities, and Headquarters (see figure). 

A contractor workforce supports each location by providing technical and business operations services

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

NASA’s Office of the Chief Financial Officer leads the Agency’s budget development, execution, and organization-wide performance management activities

Mission Directorates and Mission Support Offices at Headquarters manage decisions on programmatic 

investments and guide operations of the Centers. Provided below are brief descriptions of NASA’s Mission

Directorates and select offices.

The Aeronautics Research Mission Directorate (ARMD) conducts research to advance the safety, capacity, 

and efficiency of the air transportation system, reduce emissions, and sustain U.S. technological leadership 

in the aviation industry

The Space Technology Mission Directorate (STMD) invests in transformational technologies that help offset 

future mission risk, reduce cost, advance capabilities that enable NASA’s missions, and support space industry growth and high-quality job creation. STMD identifies and promotes research and technology development, demonstrates applicability, and supports the infusion of these technologies into NASA’s exploration 

and science missions as well as commercial space activities

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

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

1  NASA Workforce Profile, Workforce Information Cubes for NASA (WICN). Last updated February 11, 2023.

Organized for Success and Sustainability

NASA’s FY 2024 Volume of Integrated Performance 25

NASA’s Centers and Facilities
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 Exploration Systems Development Mission 

Directorate (ESDMD) defines and manages 

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

ESDMD is responsible for developing the Space 

Launch System, the Orion spacecraft, and 

Exploration Ground Systems. ESDMD also i

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

exploration

The Space Operations Mission Directorate (SOMD)

focuses on launch and space operations, including 

launch services, space communications and navigation, and eventually, sustaining operations on 

and around the Moon. SOMD also manages the

International Space Station (ISS) and commercial 

space capability development and on-going operations, such as commercial crew and cargo flights 

and the program to develop the commercial space 

stations that will replace the ISS

The Mission Support Directorate (MSD) enables 

the Agency’s missions by managing institutional 

services, capabilities, and critical mission support 

resources. MSD is actively reducing institutional

risk to NASA’s current and future missions by 

improving processes, stimulating efficiency, and 

providing consistency and uniformity across institutional standards and practices

Part 1 of this document detailed NASA’s commitment and approach to performance management. Part 2 presents a granular look at every

Performance Goal across the Agency, with ratings 

and narrative details for each

Organized for Success and Sustainability

NASA’s FY 2024 Volume of Integrated Performance 26

NASA Organization

Chief Financial Officer

Ames Research Center

Administrator

Deputy Administrator

Associate Administrator

Exploration Systems 

Development Mission 

Directorate*

Space Operations Mission 

Directorate*

Aeronatics Research 

Mission Directorate

Mission Support 

Directorate

Science Mission 

Directorate

Space Technology Mission 

Directorate

Armstrong Flight 

Research Center

Glenn Research Center

Goddard Space Flight 

Center

 Jet Propulsion 

Laboratory**

Johnson Space Center

Stennis Space Center

Marshall Space 

Flight Center

Kennedy Space Center

Langley Research Center

STEM Engagement

Diversity & Equal 

Opportunity

International & 

Interagency Relations

Small Business 

Programs

Communications

Legislative & 

Intergovernmental 

Affairs

General Counsel

Advisory Groups—

NAC & ASAP

Inspector General Chief Information 

Officer

Chief Engineer Chief, Safety & Mission 

Assurance

Chief Health & Medical 

Officer

Chief Scientist/ Senior 

Climate Advisor

Office of Technology, 

Policy and Strategy

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

**JPL is a Federally Funded Research and Development Center (FFRDC) managed by the California Institute of Technology (Caltech) with oversight by NASA’s Office of JPL Management and Oversight 

Dotted lines indicate independent advisory or oversight organizations

NASA Advisory Council (NAC)

Aerospace Safety Advisory Panel (ASAP)
NASA’s James Webb Space Telescope has produced the deepest and sharpest infrared image of the distant universe to date. Known as Webb’s First Deep 

Field, this image of galaxy cluster SMACS 0723 is overflowing with detail.

Thousands of galaxies – including the faintest objects ever observed in the infrared – have appeared in Webb’s view for the first time. This slice of the vast 

universe covers a patch of sky approximately the size of a grain of sand held at arm’s length by someone on the ground. Image Credit: NASA, ESA, CSA, 

and STScI Images

Part 2

Performance Planning and 

Reporting
DISCOVER

Top: The dimmer star at the center of this scene has been sending out rings of gas and dust for thousands of years in all directions, and NASA’s James Webb 

Space Telescope has revealed for the first time that this star is cloaked in dust. Image Credit: NASA, ESA, CSA, and STScI Images

Bottom: This landscape of “mountains” and “valleys” speckled with glittering stars is actually the edge of a nearby, young, star-forming region called NGC 

3324 in the Carina Nebula. Captured in infrared light by NASA’s new James Webb Space Telescope, this image reveals for the first time previously invisible 

areas of star birth. Image Credit: NASA, ESA, CSA, and STScI Images

Strategic Goal 1

Expand human knowledge through new 

scientific discoveries.
NASA’s FY 2024 Volume of Integrated Performance 29

Strategic Goal 1

 Discover

Strategic 

Objective 

Performance 

Goal Description Rating

1.1

Understand the Earth system and its climate.

1.1.1 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. Gree

1.1.2 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

Green

1.1.3 Achieve critical milestones for the Science Mission Directorate’s Earth system major projects. Yello

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

processes, and changing climate. (APG) Yello

1.2

Understand the Sun, solar system, and universe.

1.2.1 Demonstrate progress in exploring and advancing understanding of the physical processes 

and connections of the Sun, space, and planetary environments throughout the solar system. Gree

1.2.2 Demonstrate progress in exploring and probing the origin, evolution, and destiny of the galaxies, stars, and planets that make up the universe. Gree

1.2.3 Demonstrate progress in exploring, observing, and understanding objects in the solar system 

in order to understand how they formed, operate, interact, and evolve. Gree

1.2.4 Demonstrate progress in discovering and studying planets around other stars. Gree

1.2.5 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

Green

1.2.6 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

Green

1.2.7 Demonstrate progress in identifying, characterizing, and predicting objects in the solar system 

that pose threats to Earth or offer resources for human exploration. Green

1.2.8 Demonstrate progress in understanding the properties of physical and biological systems 

in spaceflight environments to advance scientific knowledge, enable space exploration, and 

benefit life on Earth.

Green

1.2.9 Achieve critical milestones of Science Mission Directorate’s heliophysics, planetary science, 

and astrophysics major projects. Gree

1.2.10 Complete commissioning of the James Webb Space Telescope, the most powerful and complex space telescope ever built, and begin Webb’s Cycle 2 observations. (APG) Gree

1.3

Ensure NASA’s science data are accessible to all and produce practical benefits to society.

1.3.1 Accelerate the accessibility and use of NASA’s science data and tools. Gree

1.3.2 Apply insights from Earth science to benefit the economy, health, quality of life, and environment around the globe. Gree

FY 2022 Performance Goals and Ratings Supporting Strategic Goal 1

Organized by Strategic Objective

APG = Agency Priority Goals 
NASA’s FY 2024 Volume of Integrated Performance 30

Strategic Goal 1

 Discover

LEAD OFFICE

Science Mission Directorate (SMD)

GOAL LEADER

Karen Flynn, Deputy Associate Administrator for 

Management, SMD

Budget

FY $M

Op Plan 2022 $1,648.3

Enacted 2023 $1,780.7

Requested 2024 $1,973.8

Outyear 2025 $2,096.2

2026 $2,215.7

2027 $2,258.1

2028 $2,297.9

NASA integrates and advances knowledge of 

Earth as a system to meet the challenges of 

environmental change, strengthen our Nation 

and improve life for all people. Earth’s changing

environment impacts every aspect of life on our 

planet and has profound implications on society 

and our Nation’s well-being. Climate adaptation

and mitigation efforts cannot succeed without 

robust observations and research. As the impacts

of global climate change become more numerous 

and acute, the demand for accurate, timely and 

actionable data about the Earth system is more 

pressing than ever

We are a world leader in the production of data 

necessary to understand, model, monitor, and 

ultimately predict environmental change. We are

the only organization in the world with an integrated end-to-end program in Earth-observing 

mission development, launch, operations, technology, research, data systems and applications

Our measurements and predictive models provide information for decision makers and organizations that work with communities affected 

by the impacts of changing climate, including 

information regarding the efficacy of policies and 

decisions that help the United States and others 

adapt and thrive on our changing planet. We also

work with international partner satellites; data 

from airborne, ship-based and ground network 

instrumentation; and outputs from operational 

weather models from the National Oceanic and 

Atmospheric Administration (NOAA) and other 

meteorological agencies. We integrate and harness these disparate data sources, enabling

scientists to investigate and solve large questions 

Strategic Objective 1.1

Understand the Earth system and its climate.

Below: The photograph above was taken in the late morning on August 31, 2022, by an astronaut on the International Space Station. On September 1, 2022, 

the Moderate Resolution Imaging Spectroradiometer (MODIS) on NASA’s Aqua satellite acquired a natural-color image (below) of Hinnamnor. Though the 

typhoon appeared to be bearing down on Taiwan in the image, it had actually started to turn north and away from the island. Image Credit: NASA Images
Strategic Goal 1

NASA’s FY 2024 Volume of Integrated Performance 31

 Discover

that cannot be addressed using data from only a single 

mission or spaceborne instrument

We are developing the observing systems that will 

answer the most important science and application 

questions of the next decade, using the recommen-

dations of the National Academies’ 2017-2027 decadal 

survey for Earth science and applications from Space 

as a compass and informed by Government-wide pri-

orities. Implementation is achieved through a balanced

portfolio of programs, to include the Earth System 

Observatory, consisting of a new set of Earth-focused 

missions to provide key information to understand 

Earth’s systems and processes, as well as interactions 

between the processes on the land, ocean, and in the 

atmosphere

We continue to refine our ability to execute missions 

within cost commitments by implementing improved 

management techniques and the use of independent 

review boards and cost estimates. We also continue to

address the Supply Chain Management Enterprise Risk, 

which poses a significant concern for achievement of 

this Strategic Objective. Risks specific to this Strategic 

Objective include mega-constellations of low Earth 

orbit satellites, which could significantly impact sci-

ence missions. We have begun an assessment of these

mega-constellations and will develop a baseline model 

for use as part of mission concept reviews and subse-

quent risk tracking and mitigation. 

NASA has a solid record for achievement of multi-year 

Performance Goals supporting this area. Noteworthy

accomplishments include the launch of Landsat-9, 

which is extending our ability to measure changes on 

the global land surface at a scale where we can sep-

arate human and natural causes of change. In their

most recent assessment, the Earth Science Advisory 

Committee again rated our progress toward both of 

the Strategic Objective 1.1 science goals as having met 

or exceeded expectations. While the COVID-19 pan-

demic has had significant impacts, evaluations of near-, 

mid- and long-term success criteria provide ample 

evidence to support a rating of Satisfactory Progress 

for Strategic Objective 1.1. 
Strategic Goal 1

NASA’s FY 2024 Volume of Integrated Performance 32

 Discover

1.1.1: NASA shall 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.

Number of critical areas completed

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target # of Areas 1 of 1 1 of 1 1 of 1

Areas Completed 1

Rating Green

Areas for FY 2022

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.1

Areas for FY 2023

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.1

Areas for FY 2024

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.1

Lead Organization: Science Mission Directorate 

(SMD)

FY 2022 Performance Progress

The Earth Science Advisory Committee determined 

in October 2022 that NASA has remained on track 

toward achievement of this Performance Goal, 

leading to a Green Performance Goal rating. Below

are examples of scientific progress reported in FY 

2022

A study applied Global Ecosystem Dynamics 

Investigation (GEDI) data along with environmental 

and biogeographical variables to explain global 

patterns in tree species richness. They found that

forest structure information from GEDI explained 

66 percent of the variation in global tree species 

richness in natural forests without a history of 

recent disturbance. Understanding and predicting

variations in tree species diversity is important 

because of the ecosystem services it provides, 

Top: The false-color image was composed from shortwave infrared, 

near-infrared, and green light. This band combination (6-5-3) cuts 

through the smoke to reveal burn scars (brown). From ignition on July 

29 through the time of this image, the McKinney Fire burned more than 

60,000 acres (243 square kilometers) of timber, brush, and grass. It was 

40 percent contained by midday on August 8. Notice the smaller burn 

scar to the west. This land was burned by Yeti Complex fires (Yeti and 

Alex), which were ignited by lightning in the Klamath National Forest on 

the same day as the McKinney Fire. By August 6, the Yeti Complex had 

burned more than 7,000 acres (28 square kilometers) and was not contained on any side. Image Credit: NASA Images

Bottom: The natural-color image (left) primarily shows smoke. Some of 

the smoke that day billowed from the McKinney Fire (east), but a significant amount poured from the Yeti Complex (west). Communities along the 

Klamath River, including Seiad Valley and Klamath River, saw air quality 

decline to “very unhealthy” levels. More smoke streamed from newer 

fires to the southwest of McKinney, visible in this wide view acquired on 

August 6, 2022, by the Moderate Resolution Imaging Spectroradiometer 

(MODIS) on NASA’s Aqua satellite. Note that the white patches close to 

the coast are marine stratus clouds. Image Credit: NASA Images
Strategic Goal 1

NASA’s FY 2024 Volume of Integrated Performance 33

 Discover

such as productivity and carbon sequestration. 

Researchers used Ice, Cloud and land Elevation 

Satellite (ICESat)-2 and CryoSat-2 sea ice free 

board measurements to examine the variability of 

monthly Arctic Sea ice snow depth, thickness, and 

volume between October 2018 and April 2021. Over 

the roughly three-year measurement period, a 

decline in mean springtime Arctic Sea ice thickness 

on the order of 30 centimeters is likely the result 

of roughly 50 centimeters of average thinning of 

multiyear sea ice. Snow depth estimates from each

of these sensors reveal an overall thinner sea ice 

pack in the Arctic in the fall as well. These new

observations add to a decades-long satellite record 

that shows a loss of one-third of the winter sea ice 

volume in the Arctic, largely driven by the decline of 

multiyear (versus first year) sea ice coverage. 

Researchers found evidence in Ozone Mapping 

and Profiler Suite (OMPS) Limb Profiler ozone and 

aerosol measurements to support the hypothesis that the 2020 and 2021 Antarctic ozone holes 

were influenced by two extraordinary events: the 

Australian wildfires of early 2020 and the eruption 

of La Soufriere in 2021. They argue that both ozone 

holes were associated with changes in Southern 

Hemisphere surface climate consistent with the 

established climate impacts of Antarctic ozone 

depletion. Together, the results provide suggestive

evidence that injections of both wildfire smoke and 

volcanic emissions into the stratosphere can lead 

to hemispheric-scale changes in surface climate
Strategic Goal 1

NASA’s FY 2024 Volume of Integrated Performance 34

 Discover

1.1.2: NASA shall demonstrate progress in enhancing understanding of the 

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

utilizing the enhanced knowledge to improve predictive capability.

Number of critical areas completed

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target # of 

Areas 1 of 1 1 of 1 1 of 1

Areas 

Completed 1

Rating Green

Areas for FY 2022

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.1

Areas for FY 2023

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.1

Areas for FY 2024

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.1

Lead Organization: Science Mission Directorate 

(SMD)

FY 2022 Performance Progress

The Earth Science Advisory Committee determined 

in October 2022 that NASA has remained on track 

toward achievement of this Performance Goal, 

leading to a Green Performance Goal rating. Below

are examples of scientific progress reported in FY 

2022

A number of studies published in the past year 

investigated the physics of the ocean’s extreme 

events, interpreting the underlying mechanisms of 

the extremely active 2020 hurricane season in the 

Gulf of Mexico. Intensification of Hurricanes Marco 

and Sally in 2020 is attributed to a combination 

of strong winds and downwelling ocean currents, 

which pump the heat from the surface towards the 

bottom of the shelf. The continued reheating of the

upper ocean and offshore transport of the warm 

coastal waters further enhanced shelf thermal 

energy, intensifying the subsequent storm. The 

compound mechanism explains the rapid intensification of both Hurricanes Marco and Sally before 

their landfalls, which caused more than $7 billion in 

damage to the coastal communities

Researchers studied the abrupt onset and swift 

intensification which characterize flash droughts 

and proposed a new method for near-real-time 

characterization of droughts using soil moisture 

stress (indicative of drought stress) and relative 

rate of drydown (indicative of drought stress intensification rate). We developed these parameters 

using global surface soil moisture from NASA's Soil 

Moisture Active Passive satellite for March 2015–

May 2021. Soil moisture stress and relative rate of 

drydown are nonlinearly combined to develop a 

new Flash Drought Stress Index (FDSI) to characterize emerging flash droughts. 

These indices were used to evaluate flash droughts 

in the Northern Great Plains, Central South Africa, 

and Eastern Australia. About 5.6 percent of th

Earth's landmass experienced flash droughts of 

varying intensity and duration from 2015 through 

2021, primarily in global drylands. FDSI shows high 

skill in forecasting vegetation health with a lead 

of zero to two weeks, with exceptions in irrigated 

croplands and mixed forests. The developed index

has no dependence on model simulations and is a 

robust tool for global near-real-time flash drought 

monitoring using soil moisture stress
Strategic Goal 1

NASA’s FY 2024 Volume of Integrated Performance 35

 Discover

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

system major projects.

Number of critical milestones completed

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target # of 

Areas 3 of 3 3 of 3 3 of 4

Areas 

Completed 2

Rating Yellow

List of critical milestones for FY 2022

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

2. Complete the Surface Water and Ocean Topograph

(SWOT) mission Operational Readiness Review (ORR)

3. Deliver the NASA-Indian Space Researc

Organization (ISRO) Synthetic Aperture Radar (NISAR) 

Radar Antenna Boom integration and alignment 

onto the Radar Structure

4. Initiate the Plankton, Aerosol, Cloud, ocea

Ecosystem (PACE) Observatory Integration and Test 

(I&T)

List of critical milestones for FY 2023

1. Deliver the NASA-Indian Space Researc

Organisation (ISRO) Synthetic Aperture Radar (NISAR) 

mission Integrated Radar Payload to ISRO

2. Complete the Plankton, Aerosol, Cloud, ocea

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

review

3. Launch the Tropospheric Emissions: Monitorin

Pollution (TEMPO) mission

List critical milestones FY 2024

1. Launch the Plankton, Aerosol, Cloud, ocea

Ecosystem (PACE) mission

2. Complete the NASA-Indian Space Researc

Organisation (ISRO) Synthetic Aperture Radar (NISAR) 

mission Pre-Ship Review (PSR)

3. Complete the Atmosphere Observing System (AOS

System Requirements Review (SRR).

4. Complete the Surface Biology and Geology (SBG

mission Preliminary Design Review (PDR)

Lead Organization: Science Mission Directorate 

(SMD)

FY 2022 Performance Progress

NASA completed the NASA-Indian Space Research 

Organization (ISRO) Synthetic Aperture Radar 

(NISAR) Antenna Boom integration and alignment 

onto the Radar Structure in May. The NISAR mission will deliver measurements at unprecedented

levels of precision, providing critical information 

on Earth’s crust, ice sheets, and ecosystems. The

Sentinel-6B mission, which will provide ongoing 

measurements of global sea level rise, one of 

the most important indicators of human-caused 

climate change, when launched in 2025, completed its Pre-Storage Review in July. Planned

development activities for two other missions, 

Surface Water and Ocean Topography (SWOT) 

and Plankton, Aerosol, Cloud, ocean Ecosystem 

(PACE), were delayed. NASA had planned initiation

of the PACE observatory integration and test (I&T) 

in FY 2022, but commenced in early FY 2023, on 

November 7, 2022. The delay was due to a combination of factors, including inclement weather

closures of Goddard Space Flight Center, schedule 

conflicts with other projects for common use facilities, and technical issues that required additional 

work and analyses before continuing the workflow. 

The SWOT Operational Readiness Review (ORR) 

was initially shifted from July to September 2022 

in order to better coordinate joint schedules with 

NASA’s international partner, France’s Centre 

National d’Etudes Spatiales (CNES). The review

was subsequently moved one month beyond FY 

2022, from September to October, due to the loss 

of the Ukrainian Antonov-124 aircraft intended to 

transport the spacecraft to the launch site, and the 

resulting need to identify and adapt to an alternative mode of transportation. NASA procured a U

Air Force C-5C to replace the Antonov, and the ORR 

was completed on October 27

NASA successfully launched SWOT on December 

16, 2022. Due to the shifting schedules for PACE 

and SWOT, the Performance Goal received a Yellow 

rating
Strategic Goal 1

NASA’s FY 2024 Volume of Integrated Performance 36

 Discover

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

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

climate. (Agency Priority Goal)

Number of critical milestones completed

Execution Planned 

Fiscal Year FY 2022 

Agency 

Priority Goal

FY 2023 FY 2024

Target # of 

Areas 5 of 5 4 of 4 TBD

Areas 

Completed 4

Rating Yellow

This two-year Performance Goal/Agency Priority Goal will 

be completed on September 30, 2023. NASA may develop a follow-on Climate Change Research goal for the FY

2024-2025 Agency Priority Goal cycle. If so, the goal statement, annual target, and supporting critical milestones

for FY 2024 and FY 2025 will be identified for inclusion in 

the FY 2024-2025 Agency Performance Plan

List of critical milestones for FY 2022

1. Release Landsat first light image

2. Competitively select Earth Venture Mission (EVM)

3. Release Equity and Environmental Justice researc

opportunity solicitation

4. Deliver Earth Surface Mineral Dust Sourc

Investigation (EMIT) for launch on the International 

Space Station (ISS)

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

Observatory missions addressing four designated 

observables from the 2017 Decadal (Atmosphere; 

Clouds, Convection, and Precipitation; Surface 

Biology and Geology; and Mass Change)

List of critical milestones for FY 2023

1. Develop and release Version 4 of the NASA GIS

Model E Earth system model

2. Complete the Libera Critical Design Review (CD

3. Launch the Surface Water Ocean Topograph

(SWOT) mission

4. Deliver Polar Radiant Energy in the Far InfraRe

Experiment (PREFIRE) CubeSats

List of critical milestones for FY 2024 

To be developed for FY 2024-2025 Agency Priority 

Goal

Lead Organization: Science Mission Directorate 

(SMD)

FY 2022 Performance Progress

NASA completed milestones 1 through 4 as planned 

during FY 2022. However, the fifth planned milestone was delayed to FY 2023, resulting in a Yellow 

Performance Goal rating. In January 2023, NASA

achieved this fifth milestone with the completion of the Key Decision Point-A (KDP-A) reviews 

for two Earth System Observatory missions, the 

Atmosphere Observing System (AOS) and Surface 

Biology and Geology (SBG). The observatory seeks

to implement recommendations from the 2017 

Earth Science Decadal Survey by the National 

Academies of Sciences, Engineering, and Medicine, 

which lays out ambitious but critically necessary 

research and observation guidance for our changing planet. Successful completion of the KDP-A

reviews will initiate the concept and technology 

development phase— known as Phase A—resulting 

in proposed mission architectures. NASA delayed

the reviews from the fourth quarter of FY 2022 to 

early FY 2023 in order to incorporate Independent 

Review Board recommendations, which resulted in 

adjustments to the AOS mission. We use independent reviews for early-stage strategic missions to

put these important and complex science missions 

on the path to success

Efforts in support of this goal included completion 

of the on-orbit checkout and commencement of 

operations for Landsat 9, a joint mission with the 

U.S. Geological Survey (USGS) which will extend a

unparalleled data record that spans nearly 50 years 

of space-based observation of Earth. Early in FY

2022, NASA released the “first light” images, providing a preview of how the mission will help people 

manage vital natural resources and understand the 

impacts of climate change. NASA also installed the

Earth Surface Mineral Dust Source Investigation 

(EMIT) on the International Space Station in July

EMIT determines the mineral composition of natural sources that produce dust aerosols around the 

world. By measuring in detail which minerals make

up the dust, EMIT is helping to answer the essential 

question of whether this type of aerosol warms or 

cools Earth’s atmosphere

NASA also advanced our Earth system models that 

enable the US to understand, predict and plan for 

climate change by delivering a significant upgrade 

to our primary global model. Work on Version 4
Strategic Goal 1

NASA’s FY 2024 Volume of Integrated Performance 37

 Discover

Above: The image shown above—part of Landsat 9’s “first light” images collected on October 

31, 2021—was cropped from the very first natural-color image taken by Landsat 9. It shows the 

Coronation Islands along the Kimberly coast in the state of Western Australia. Image Credit: M. 

Radcliff, using Landsat data from the U.S. Geological Survey. 

of the NASA GISS Model E Earth system model 

has continued with progress on the coupling of 

the atmosphere to the higher resolution ocean 

model, which is required to consistently represent 

surface fluxes at higher resolutions. Atmospheric 

composition treatment within the new atmospheric 

cloud routines is now complete. Ocean simulations

with eddy-resolving resolution (approximately 

1/8th degree) show promising results compared 

to observations. Some work remains to be done

on the sea ice dynamics, but code integration and 

testing is underway, supporting anticipated release 

of Version 4 of the model in the second quarter of 

FY 2023
NASA’s FY 2024 Volume of Integrated Performance 38

Strategic Goal 1

 Discover

LEAD OFFICE

Science Mission Directorate (SMD)

GOAL LEADER

Karen Flynn, Deputy Associate Administrator for 

Management, SMD

Budget

FY $M

Op Plan 2022 $5,549.7

Enacted 2023 $5,600.0

Requested 2024 $5,788.0

Outyear

2025 $5,828.5

2026 $5,864.5

2027 $5,975.2

2028 $6,092.7

In pursuit of Strategic Objective 1.2, NASA conducts scientific studies of the Sun and solar 

system, using space as a laboratory, peering out 

into the vast reaches of the universe and playing a catalyzing role in lunar robotic exploration

These efforts are guided by national priorities and 

recommendations from the National Academies’ 

decadal surveys and implemented through a 

balanced portfolio of programs. Astrophysics is

humanity’s scientific quest to discover the origin 

of the universe and of life itself. How does the universe work? How did we get here? Are we alone?

Heliophysics embraces arguably the original “first 

light” of scientific wonder (the Sun) and how it 

influences the very nature of space. The focus of 

Planetary Science is to advance scientific knowledge of the origin and history of the solar system, 

the potential for life elsewhere and the hazards 

and resources present as humans explore space

Biological and Physical Sciences pioneer scientific 

discovery and enable space exploration by using 

the spaceflight environment, in and beyond low 

Earth orbit, to conduct experiments that cannot 

be done on Earth

Our strategy for this objective includes research 

and development that will provide the foundation 

for new missions, inventing and using new spacebased observing and sampling capabilities and 

creating capabilities to interpret mission data

Strategic Objective 1.2

Understand the Sun, solar system, and universe.

Below: The rover, Curiosity, has climbed more than 2,000 feet (612 meters), reaching progressively younger rocks that serve as a record on how Mars has 

evolved from a wet, habitable planet to a cold desert environment. Image Credit: NASA Images
Strategic Goal 1

NASA’s FY 2024 Volume of Integrated Performance 39

 Discover

Supporting programs and projects have clear 

strategies in place to achieve their objectives and 

are on track to achieve 100 percent of related 

multiyear Performance Goals. In their most recent

assessments, the relevant advisory committees 

again rated NASA’s progress toward all eight sci-

ence goals supporting this objective as having met 

or exceeded expectations. Other recent acco-

plishments include the enormously successful 

launch and deployment of the James Webb Space 

Telescope, the most powerful and complex space 

telescope ever built, 13 Mars samples taken by the 

Perseverance Rover in preparation for the Mars 

Sample Return campaign, and 13 perihelions

1

 by 

Parker Solar Probe, the fastest and closest to the 

Sun a spacecraft has ever gone. Evaluations of

near-, mid-, and long-term success criteria pro-

vide ample evidence that NASA projects are mak-

ing Noteworthy Progress in support of Strategic 

Objective 1.2. 

We continue to refine our ability to execute mis-

sions within cost commitments by implementing 

improved management techniques (particularly 

on large strategic missions) and the use of inde-

pendent review boards and cost estimates. We

also continue our efforts to address risks (supply 

chain management, cybersecurity, workforce, 

orbital debris, and COVID-19 impacts) that pose 

a significant concern for achievement of this 

Strategic Objective. Risks specific to this Strategic 

Objective include mega-constellations of low Earth 

orbit satellites, which could significantly impact 

science missions. We have begun assessing these

mega-constellations and will develop a baseline 

model for use as part of mission concept reviews 

and subsequent risk tracking and mitigation. 

Finally, to position missions supporting Strategic 

Objective 1.2 for success, NASA continues to pursue 

opportunities in access to space, partnerships and 

knowledge transfer/succession planning, in addi-

tion to other areas

1 The point in the orbit of a planet, asteroid, or comet at 

which it is closest to the Sun
Strategic Goal 1

NASA’s FY 2024 Volume of Integrated Performance 40

 Discover

1.2.1: Demonstrate progress in exploring and advancing understanding of the 

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

Number of critical areas completed

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target # of 

Areas 2 of 2 1 of 1 1 of 1

Areas 

Completed 2

Rating Green

Areas for FY 2022

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

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

Areas for FY 2023

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

Areas for FY 2024

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

Lead Organization: Science Mission Directorate 

(SMD)

FY 2022 Performance Progress

NASA achieved the FY 2022 target for this multiyear 

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

Committee in September 2022, leading to a Green 

Performance Goal rating. Below are examples

of scientific progress reported in FY 2022. The 

selected results demonstrate significant progress in 

our understanding of the inter-connections shaping 

the space environment at Earth, at Mars, in interstellar space, and in the vicinity of exoplanets

The 15 January 2022 epic eruption of the Hunga 

Tonga-Hunga Ha’apai volcano revealed strong coupling between extreme events on Earth’s surface 

and ionospheric disturbances at the edge of space

The eruption generated shock waves, sonic booms, 

tsunami waves, and a variety of atmospheric gravity waves extending from the troposphere to the 

ionosphere that circled the globe several times. For

the next 12 hours, heat released from water and 

hot ash in the plume remained the largest source 

of atmospheric gravity waves worldwide. The

remarkable coupling during this event was captured by combining observations from atmospheric 

and heliospheric satellites. A unique disturbance 

pattern appeared in the equatorial ionosphere 

approximately 14,000 kilometers away from the 

epicenter twisting the equatorial ionization peaks, 

which normally runs parallel on either side of the 

magnetic equator, into an “X” pattern. 

Important advances were made last year in 

our understanding of magnetic reconnection, a 

fundamental physical process that explosively 

releases energy stored in magnetic fields. Our 

Magnetospheric Multiscale (MMS) mission helped 

to solve a 60-year-old mystery that explains how 

rapidly reconnection occurs. Meanwhile, the

interface region spectrograph imager observed the 

pattern of emission produced during flares, which 

is consistent with a recent model of how the reconnection energy release begins

Switchbacks are kinks in the solar wind magnetic 

field that may be associated with substantial acceleration of plasma and enhanced turbulent energy 

transfer. In situ measurements from Parker Solar

Probe recently revealed that switchbacks are much 

more prevalent closer to the Sun. Furthermore,

imaging observations from Solar Orbiter indicate 

that switchbacks may be formed by interchange 

reconnection between the coronal loops of solar 

active regions and adjacent open-field regions. This 

discovery is important for understanding the origin 

of slow solar wind
Strategic Goal 1

NASA’s FY 2024 Volume of Integrated Performance 41

 Discover

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

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

Number of critical areas completed

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target # of 

Areas 1 of 1 1 of 1 1 of 1

Areas 

Completed 1

Rating Green

Areas for FY 2022

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

Areas for FY 2023

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

Areas for FY 2024

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

Lead Organization: Science Mission Directorate 

(SMD)

FY 2022 Performance Progress

NASA achieved the FY 2022 target for this multiyear 

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

Committee in October 2022, leading to a Green 

Performance Goal rating. Below are examples of

scientific progress reported in FY 2022. 

With its powerful infrared vision and extremely 

high spatial resolution, our James Webb Space 

Telescope shows never-before-seen details of the 

galaxy group “Stephan’s Quintet.” The proximity

of the galaxies in this group provides astronomers 

a ringside seat for witnessing the merging and 

interactions between galaxies that are so crucial 

to all of galaxy evolution. Rarely do scientists see

in such detail how interacting galaxies trigger star 

formation in each other, and how the gas in these 

galaxies is being disturbed

A rare and enigmatic outburst from the galaxy IES 

1927+654, 236 million light-years away, may have 

been sparked by a magnetic reversal, a spontaneous flip of the magnetic field surrounding its 

central black hole. Astronomers have linked the

eruption’s unusual characteristics to dramatic 

changes in the black hole’s environment that 

could be triggered by such a magnetic switch. The

research team analyzed new and archival data 

across the spectrum. NASA’s Neil Gehrels Swift

Observatory and ESA’s (European Space Agency’s) 

X-ray Multi-Mirror Mission (XMM-Newton) satellite 

provided UV and X-ray measurements. Visible light

and radio observations came from ground-based 

observatories

To investigate the physics underpinning white 

dwarf evolution, astronomers compared cooling 

white dwarfs in two massive collections of stars: 

the globular clusters M13 and M3, using the unique 

near ultraviolet imaging capability of the Hubble 

Space Telescope. Two populations were revealed,

standard white dwarfs and those which have managed to hold on to an outer envelope of hydrogen, allowing them to burn for longer and hence 

cool more slowly. Comparing observations with

computer simulations of stellar evolution in M13 

indicates roughly 70 percent of the white dwarfs 

in M13 are burning hydrogen on their surfaces, 

slowing down the rate at which they are cooling

This discovery could have significant consequences 

for how astronomers measure the ages of stars in 

the Milky Way

NASA’s Chandra X-ray Observatory has imaged a 

beam of both matter and antimatter that is 40 trillion miles (7 light years) long. Located in our Milky

Way Galaxy about 1,600 light years from Earth, the 

beam is emitted by a pulsar, a cosmic lighthouse 

powered by a rapidly rotating collapsed star with 

an immensely strong magnetic field. The discovery 

of this beam’s tremendous scale may help solve a 

long-standing and critically important mystery surrounding the Milky Way’s abundant population of 

positrons, the antimatter counterparts to electrons
Strategic Goal 1

NASA’s FY 2024 Volume of Integrated Performance 42

 Discover

Above: The image of the galaxy group “Stephan’s Quintet” is a composite of images taken by Webb’s Near Infrared Camera 

(NIRCam) and Mid-InfraRed Instrument (MIRI) image. Stephan’s Quintet is a fantastic “laboratory” for studying processes of 

star formation fundamental to all galaxies. Image Credit: NASA, ESA, CSA, STScI
Strategic Goal 1

NASA’s FY 2024 Volume of Integrated Performance 43

 Discover

1.2.3: Demonstrate progress in exploring, observing, and understanding 

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

interact, and evolve.

Number of critical areas completed

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target # of 

Areas 1 of 1 1 of 1 1 of 1

Areas 

Completed 1

Rating Green

Areas for FY 2022

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

Areas for FY 2023

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

Areas for FY 2024

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

Lead Orginization: Science Mission Directorate 

(SMD)

FY 2022 Performance Progress

NASA NASA achieved the FY 2022 target for this 

multiyear Performance Goal as determined by 

an assessment of progress led by the Planetary 

Advisory Committee in October of 2022, leading to 

a Green Performance Goal rating. Below are examples of scientific progress reported in FY 2022

New Horizons, launched in 2006, continues 

to unlock mysteries of the outer solar system

Recently published research described the discovery of a large field of ice volcanos on Pluto’s surface 

that are individually up to 4.5 miles high and 100 

miles across. They require multiple eruption sites 

and a large volume of icy material to form. This

study implies more heat is present inside Pluto 

today than previously expected and may allow for 

liquid water close to the surface. 

In the inner solar system, data from the InSight 

mission prompted a study that sought to better 

understand the composition and evolution of the 

Martian core. Mars is thought to have a core with a

large radius. Previously, it was thought that sulfur

could be the main light element composing the 

core. However, InSight data indicates this might

not be the case. Hydrogen is abundant in the solar

system and iron-sulfur and iron-hydrogen systems 

have been studied individually in the past. This

new research combines these systems to study 

an iron-sulfur-hydrogen system at temperatures 

and pressures analogous to the core of Mars. The

results could be valuable in interpreting the structure and dynamics of Mars’s core and the cores of 

Mars-sized exoplanets

Closer to Earth, the Lunar Crater Observation and 

Sensing Satellite (LCROSS) reported interesting findings from the Moon. Volatiles in the Moon’s permanently shaded regions (PSRs) provide a record of

the history of volatiles in the Earth-Moon system

The LCROSS impact plume contained water and 

carbon-, nitrogen-, and sulfur-bearing molecules, 

but connecting them to sources is challenging. In

this study, the mixture of sources was determined 

by using elemental ratios and modeling how processes fractionate these ratios. This model rules

out any contribution of volcanic gas to the volatiles 

sampled, suggesting that any volcanic volatiles 

present in the Moon’s PSRs must be buried deeper

Based on these results, this study concluded that 

the source was most likely cometary, suggesting 

comets were the dominant impactors at the time of 

delivery of these volatiles
Strategic Goal 1

NASA’s FY 2024 Volume of Integrated Performance 44

 Discover

Above: Blue shaded areas show New Horizons’s view of Pluto’s icy volcanic region. These ice volcanos are unique in our solar system—geologically young, enigmatic, and possibly still active. Image Credit: NASA /Johns Hopkins University Applied Physics Laboratory /Southwest 

Research Institute /Isaac Herrera / Kelsi Singer
Strategic Goal 1

NASA’s FY 2024 Volume of Integrated Performance 45

 Discover

1.2.4: NASA shall demonstrate progress in discovering and studying planets 

around other stars. 

Number of critical areas completed

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target # of 

Areas 1 of 1 1 of 1 1 of 1

Areas 

Completed 1

Rating Green

Areas for FY 2022

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

Areas for FY 2023

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

Areas for FY 2024

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

Lead Organization: Science Mission Directorate 

(SMD)

FY 2022 Performance Progress

NASA achieved the FY 2022 target for this multiyear Performance Goal as determined by the 

assessment of progress led by the Astrophysics 

Advisory Committee in October 2022, leading to a 

Green Performance Goal rating. Below are examples of scientific progress reported in FY 2022.

In March 2022, we confirmed detection of over 

5,000 exoplanets, representing a 30-year journey of 

discovery led by our space telescopes. The biggest

leaps in exoplanet-hunting technology have come 

from the now-retired Kepler Space Telescope and 

the currently operating Transiting Exoplanet Survey 

Satellite. The NASA exoplanet archive records

exoplanet discoveries that appear in peer-reviewed 

scientific papers and that have been confirmed 

using multiple detection methods or by analytical 

techniques. The 5,000-plus planets found so far 

include small, rocky worlds like Earth, gas giants 

many times larger than Jupiter, and “hot Jupiters” 

in scorchingly close orbits around their stars. There

are “super-Earths,” which are possible rocky worlds 

bigger than our own, and “mini-Neptunes,” smaller 

versions of our system’s Neptune

Scientists have used numerical simulations to 

examine the tidal evolution scenarios for the 

seven planets that orbit the ultracool M-dwarf, 

TRAPPIST-1. Details of the TRAPPIST-1 system 

were first revealed in 2017, using a combination 

of results from NASA’s Spitzer Space Telescope, 

the Transiting Planets and Planetesimals Small 

Telescope (TRAPPIST) in Chile, and other groundbased telescopes. Based on observations, the

orbits of these planets appear to be slightly 

eccentric and are caught in multiple three-body 

resonances. Resonance refers to bodies that exert

periodic gravitational influence on one another 

as they progress through their orbits. The study

provides insight into the origins of the observed 

eccentricities, the spacing of the TRAPPIST planets, 

and the architecture of this fascinating exoplanet 

system replete with Earth-like worlds

There is growing evidence that the magnetic activity 

of host stars impacts the habitability of orbiting exoplanets. Using the NASA Solar Dynamics

Observatory (SDO), scientists have established a 

strong association between coronal mass ejections 

and coronal dimmings. Extending this approach to

stars in archive data from the NASA Chandra X-Ray 

Observatory and EUVE satellite led to the identification of stellar dimming events in other stars, suggesting that those stars have ejections like coronal 

mass ejections. The knowledge transfer of solar

coronal mass ejections and coronal dimmings to 

stellar studies will help improve our understanding 

of stellar eruption and its influence on the habitability of exoplanets
Strategic Goal 1

NASA’s FY 2024 Volume of Integrated Performance 46

 Discover

1.2.5: 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.

Number of critical areas completed

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target # of 

Areas 1 of 1 1 of 1 1 of 1

Areas 

Completed 1

Rating Green

Areas for FY 2022

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

Areas for FY 2023

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

Areas for FY 2024

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

Lead Organization: Science Mission Directorate 

(SMD)

FY 2022 Performance Progress

NASA achieved the FY 2022 target for this multiyear 

Performance Goal as determined by an assessment 

of progress led by the Planetary Science Advisory 

Committee in October 2022, leading to a Green 

Performance Goal rating. Below are examples of

scientific progress reported in FY 2022. 

Amino acids are the building-block of proteins 

and may have been originally brought to Earth by 

asteroids and meteorites. Scientists searched for

and found multiple amino acids in the material 

returned by the Japanese Aerospace Exploration 

Agency’s Hayabusa mission, which visited asteroid 

Itokawa. These results are the first evidence of 

plausibly extraterrestrial amino acids in asteroid 

material from a sample-return mission and demonstrate the capabilities of the analytical protocols 

used to study such asteroid samples. The presence

of these amino acids in the returned samples may 

indicate that asteroids could have delivered molecules necessary for life to the primordial Earth and 

elsewhere in the solar system

The Sample Analysis at Mars (SAM) instrument 

onboard the Curiosity rover collected and characterized seven rock samples, searching for key 

indicators of habitable environments. The SAM

investigation indicated the presence of various 

organic compounds, including the first observation 

on Mars of some sulfur-containing and ring-structured organics, and the highest abundance of sulfur organics observed to date. The results confirm 

that ancient organic matter is preserved in the 

clay mineral-bearing sediments of Glen Torridon

Its origin (meteoritic/abiotic/biotic) has yet to be 

established

Astrobiologists have shown that cyanide could have 

enabled important metabolic reactions in the early 

history of life on Earth. A recent study focused on

a series of chemical reactions called the reverse 

tricarboxylic acid (r-TCA) cycle, which some bacteria 

on Earth use to turn carbon dioxide and water into 

carbon compounds used in cells. This cycle could

have occurred on the early Earth to form molecules 

that were necessary for the origin of life. However,

today’s version of the r-TCA cycle uses proteins 

that wouldn’t have been available early in Earth’s 

history. This study demonstrated the presence of

cyanide in the early Earth’s atmosphere, and that it 

could act in the place of proteins and other metals 

that weren’t then available. The finding also provides insight into the possibility of alternate biochemistries that life might use on other worlds
Strategic Goal 1

NASA’s FY 2024 Volume of Integrated Performance 47

 Discover

1.2.6: 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.

Number of critical areas completed

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target # of 

Areas 2 of 2 2 of 2 2 of 2

Areas 

Completed 2

Rating Green

Areas for FY 2022

1. Significant progress demonstrated as determine

by annual external expert review determination of 

programs, missions, and published, peer-reviewed 

research contributing to Performance Goal 1.2

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

been fully met or exceeded in advancing scientific 

understanding of background solar wind, solar wind 

structures, and coronal mass ejections, which can be 

integrated into key models used to predict the arrival 

time and impact of space storms at Earth

Areas for FY 2023

1. Significant progress demonstrated as determine

by annual external expert review determination of 

programs, missions, and published, peer-reviewed 

research contributing to Performance Goal 1.2

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

been fully met or exceeded in advancing scientific 

understanding of background solar wind, solar wind 

structures, and coronal mass ejections, which can be 

integrated into key models used to predict the arrival 

time and impact of space storms at Earth

Areas for FY 2024

1. Significant progress demonstrated as determine

by annual external expert review determination of 

programs, missions, and published, peer-reviewed 

research contributing to Performance Goal 1.2

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

been fully met or exceeded in advancing scientific 

understanding of background solar wind, solar wind 

structures, and coronal mass ejections, which can be 

integrated into key models used to predict the arrival 

time and impact of space storms at Earth

Lead Organization: Science Mission Directorate 

(SMD)

FY 2022 Performance Progress

NASA achieved the FY 2022 target for this multiyear 

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

Advisory Committee in September 2022, leading 

to a Green Performance Goal rating. Below are

examples of scientific progress reported in FY 

2022. The studies highlighted directly address the

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

the economy, and crewed and unmanned space 

activities and support better understanding of 

background solar wind, solar wind structures, and 

coronal mass ejections

A study combining data from larger scale Time 

History of Events and Macroscale Interactions 

during Substorms (THEMIS) and smaller scale 

CubeSat (ELFIN) NASA missions revealed that 

interactions between energetic charged particles 

in near-Earth space and a special type of plasma 

waves result in rapid precipitation of those energetic particles into the atmosphere. By incorporating these plasma waves and their occurrence rates,

improved models are being developed linking 

space weather events and their effects in the lower 

atmosphere

Our Ionospheric Connection (ICON) Explorer 

mission made the first direct observation of the 

ionospheric dynamo in which waves propagating 

upward from the lower atmosphere perturb the 

equatorial ionosphere. This confirmed the fundamental theoretical relationship between the 

circulation of neutral gas in a magnetic planetary 

ionosphere, including how the transfer of neutral 

gas motion to charged particles creates an electric 

field. 

 As we pursue the goal of human exploration of the 

moon, determination of the near lunar environment, including dust lofting and surface charging, 

which can impact technological systems, is needed

A recent study utilizing data from the Acceleration, 

Reconnection, Turbulence, and Electrodynamics 

(ARTEMIS) satellites determined that micrometeorite impacts, especially at dawn, reduce the 
Strategic Goal 1

NASA’s FY 2024 Volume of Integrated Performance 48

 Discover

surface potential significantly. This effect can now 

be modeled, providing improved surface charging 

predictions that may be used for planning future 

lunar activities

Opportunities to observe solar transients from 

multiple vantage points have been leveraged to 

test and improve forecasting models. For example, a flux rope observed by Parker Solar Probe

was later seen downstream at Solar Terrestrial 

Relations Observatory (STEREO-A). The flux rope 

was compressed in radial extent due to an overtaking high-speed stream, but the overall magnetic 

structure was preserved. Radial alignment between

Solar Orbiter and Earth provided an opportunity to 

predict its arrival time at Earth, which was in reasonable agreement with observations
Strategic Goal 1

NASA’s FY 2024 Volume of Integrated Performance 49

 Discover

1.2.7: Demonstrate progress in identifying, characterizing, and predicting 

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

human exploration.

Number of critical areas completed

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target # of 

Areas 2 of 2 3 of 3 2 of 2

Areas 

Completed 2

Rating Green

Areas contributing to performance goal in FY 2022

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

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

that are 140 meters in diameter or larger

Areas contributing to performance goal in FY 2023

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

2. Identify and catalogue 10,700 near-Earth asteroid

that are 140 meters in diameter or larger

3. Complete the Double Asteroid Redirection Tes

(DART) mission success criteria

Areas contributing to performance goal in FY 2024

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

2. Identify and catalogue 11,200 near-Earth asteroid

that are 140 meters in diameter or larger

Lead Organization: Science Mission Directorate 

(SMD)

FY 2022 Performance Progress

NASA achieved the FY 2022 target for this multiyear 

Performance Goal as determined by an assessment 

of progress led by the Planetary Science Advisory 

Committee in October 2022, leading to a Green 

Performance Goal rating. Below are examples of

scientific progress reported in FY 2022. 

In this fiscal year, asteroid search teams funded 

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

Program found an additional three asteroids larger 

than one km in size with orbits that can come 

within Earth’s vicinity. These teams also found

2,565 smaller asteroids less than one kilometer 

in size. This brings the total known population of

near-Earth asteroids to 30,135 as of September 30, 

2022. The high-precision orbit predictions computed by the Center for Near-Earth Object Studies

(CNEOS) at NASA’s Jet Propulsion Laboratory show 

that none of these objects is likely to strike the 

Earth in the next century. However, 2,281 small 

bodies (of which 151 are larger than one kilometer 

in diameter) are in orbits that could become a hazard in the more distant future and warrant continued monitoring

A small asteroid hit Earth’s atmosphere over the 

Norwegian Sea before disintegrating on March 

11, 2022. Two hours before the asteroid, 2022 

EB5, made impact, the Piszkéstető Observatory 

in northern Hungary first reported observations 

of the small object to the Minor Planet Center

NASA’s “Scout” impact hazard assessment system 

then took these early measurements to calculate 

the trajectory of 2022 EB5. As soon as Scout determined that 2022 EB5 was going to hit Earth’s atmosphere, the system alerted the CNEOS and NASA’s

Planetary Defense Coordination Office (PDCO), 

flagging the object on the Scout webpage to notify 

the near-Earth object observing community

Scout successfully projected that 2022 EB5 would 

enter the atmosphere southwest of Jan Mayen, 

a Norwegian island nearly 300 miles off the east 

coast of Greenland. U.S. government senso

and Comprehensive Nuclear Test Ban Treaty 

Organization (CTBTO) infrasound detectors confirmed the impact occurred at the predicted time 

and location. This real-world event with a very small

asteroid allowed the planetary defense community 

to exercise capabilities and provided confidence 

that the impact prediction models at CNEOS are 

highly capable of informing the response to the 

potential impact of a larger object
Strategic Goal 1

NASA’s FY 2024 Volume of Integrated Performance 50

 Discover

Above: Aside from a tapestry of glittering stars, and the glow of the waxing and waning Moon, the nighttime sky looks inky black to the casual observer. But 

how dark is dark? To find out, astronomers decided to sort through 200,000 images from NASA’s Hubble Space Telescope and made tens of thousands of 

measurements on these images to look for any residual background glow in the sky, in an ambitious project called SKYSURF. This would be any leftover 

light after subtracting the glow from planets, stars, galaxies, and from dust in the plane of our solar system. Image Credit: NASA Images
Strategic Goal 1

NASA’s FY 2024 Volume of Integrated Performance 51

 Discover

1.2.8: Demonstrate progress in understanding the properties of physical and 

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

Number of critical areas completed

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target # of 

Areas 1 of 1 1 of 1 1 of 1

Areas 

Completed 1

Rating Green

Areas for FY 2022

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

Areas for FY 2023

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

Areas for FY 2024

1. Significant progress demonstrated as determined b

annual external expert review of programs, missions, 

and published, peer-reviewed research contributing 

to Performance Goal 1.2

Lead Organization: Science Mission Directorate 

(SMD)

FY 2022 Performance Progress

NASA achieved achieved the FY 2022 target for this 

multiyear Performance Goal as determined by an 

assessment of progress led by the Biological and 

Physical Sciences Advisory Committee in November 

2022, leading to a Green Performance Goal rating

Below are examples of scientific progress reported 

in FY 2022

Plants are an integral component to the future 

human exploration of space, requiring focused 

research efforts to grow and optimize plants under 

both ground and spaceflight conditions. One of 

this year’s major advances in the ground-based 

research experiments was the demonstration that 

the small flowering plant, Arabidopsis thaliana, a 

member of the mustard family, could grow in lunar 

regolith. Examination of the stress responses of the

seedlings will enable a precise analysis of the interactions between the Lunar material and plants, 

which will help improve the growth of plants on the 

Moon and under spaceflight conditions. 

Critical research also addressed ways to store and 

care for seeds and plants. A recent study showed

that hydrogels can serve as a low-cost medium for 

plant cultivation, thereby demonstrating new ways 

to cultivate plants under simulated microgravity 

conditions that minimize the need for watering by 

the crew. Additionally, the Materials International

Space Station Experiment (MISSE)-Seed experiment, 

in which seeds from several edible crops (e.g.

lettuce, radish, tomato) were exposed to the space 

environment outside of the ISS to examine how 

seed quality is affected by seed storage conditions, 

will help optimize storage conditions to maximize 

growth of plants during future missions

The Cold Atom Lab aboard the International Space 

Station (ISS) cools atoms to near zero temperature 

and allows them to be studied in the absence of 

gravity for longer durations than what’s possible on 

Earth, providing new insights into novel quantum 

physics. For example, the Cold Atom Lab examined

ultracold atomic bubbles which are unable to be 

formed on Earth and are an intriguing application 

of placing so-called “fifth state of matter” BoseEinstein Condensates into new geometries and 

topologies. These efforts could lead to new insights 

into the nature of quantum matter and development of new technologies

Physical Sciences research advances also included 

new methods on the ISS to develop larger colloidal crystals suitable for various signal processing 

applications. Other breakthroughs involved potentially dramatic increases to the speed of electric

vehicle charging. Laboratory experiments using

knowledge gained from the NASA Flow Boiling 

and Condensation Experiment, which helps cool 

the conductor within the charging cable, enabled 

a rapid delivery of electrical current to the vehicle 

and may have widespread applications on Earth
Strategic Goal 1

NASA’s FY 2024 Volume of Integrated Performance 52

 Discover

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

Number of critical milestones completed

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Milestones At least 10 of 12

83%

At least 6 of 8

75%

At least 10 of 13 

77%

Results 10

Rating Green

List of major projects critical milestones FY 2022

1. Launch the Lucy missi

2. Complete the Volatiles Investigating Pola

Exploration Rover (VIPER) Critical Design Review 

(CDR)

3. Complete the Europa Clipper System Integratio

Review (SIR)

4. Launch the Double Asteroid Redirection Test (DART

mission

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

6. Complete one Dragonfly mission instrumen

Preliminary Design Review (PDR)

7. Complete the Mars Sample Return (MSR) progra

Key Decision Point (KDP)-B review

8. Complete tone Geospace Dynamics Constellatio

(GDC) mission instrument selections

9. Complete the Interstellar Mapping and Acceleratio

Probe (IMAP) CDR

10. Complete the Spectro-Photometer for the History o

the Universe, Epoch of Reionization and Ices Explorer 

(SPHEREx) CDR

11. Complete the telescope for the Nancy Grace Roma

Space Telescope

12. Award two Commercial Lunar Payload Service

(CLPS) delivery task orders

List of major projects critical milestones FY 2023

1. Complete the Volatiles Investigating Pola

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

review

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

3. Complete the Dragonfly KDP-C revie

4. Complete tthe Mars Sample Return (MSR) Sampl

Retrieval Lander (SRL) Preliminary Design Review 

(PDR)

5. Complete the Interstellar Mapping and Acceleratio

Probe (IMAP) Mission Operations Review (MOR)

6. Complete the Nancy Grace Roman Space Telescop

instrument carrier

7. Initiate assembly of the Spectro-Photometer for th

History of the Universe, Epoch of Reionization and 

Ices Explorer (SPHEREx) bus subsystem

8. Award two Commercial Lunar Payload Service

(CLPS) delivery task orders

List of major projects critical milestones FY 2024

1. Complete the Europa Clipper Pre-Ship Review (PS

2. Initiate the Dragonfly mission Critical Design Revie

(CDR)

3. Complete the Mars Sample Return (MSR) Sampl

Retrieval Lander (SRL) Critical Design Review (CDR)

4. Complete the MSR Capture, Containment and Retur

System (CCRS) Critical Design Review

5. Complete the Volatiles Investigating Pola

Exploration Rover (VIPER) Pre-Ship Review

6. Complete the DAVINCI mission instrument Syst

Requirements Reviews (SRRs).

7. Complete the NEO Surveyor instrument (telescope

Critical Design Review (CDR)

8. Deliver the Nancy Grace Roman Space Telescop

(Roman) spacecraft Outer Barrel Assembly (OBA) 

structure

9. Complete the Spectro-Photometer for the History o

the Universe, Epoch of Reionization and Ices Explorer 

(SPHEREx) System Integration Review (SIR)

10. Complete the Interstellar. Mapping and Accelerati

Probe (IMAP) instrument deliveries

11. Complete the Multi-Slit Solar Explorer (MUSE

Preliminary Design Review (PDR)

12. Award two Commercial Lunar Payload Service

(CLPS) delivery task orders

13. Complete assembly and test of the Payloads an

Research Investigations on the Surface of the Moon 

(PRISM)-1b payloads

Lead Organization: Science Mission Directorate 

(SMD)

FY 2022 Performance Progress

NASA achieved 10 of the 12 milestones planned 

for FY 2022, leading to a Green Performance Goal 

rating

Milestones completed in FY 2022 included the 

launch of the Lucy and DART missions, selection of instruments for the Geospace Dynamics 

Constellation mission, and the award of two CLPS 

mission task orders for delivery to the surface of 

the Moon. Other critical missions successfully completed key review milestones: the Europa Clipper

SIR, VIPER CDR, SPHEREx CDR, Psyche PSR, MSR 
Strategic Goal 1

NASA’s FY 2024 Volume of Integrated Performance 53

 Discover

KDP-B, and the first Dragonfly instrument PDR, 

for its DrACO (Drill for the Acquisition of Complex 

Organics) sample acquisition and delivery system.

Although the Mars Sample Return mission completed its KDP-B review, NASA will reassess the 

Mars Sample Return architecture this year, and will 

consider potential descopes such as the elimination 

of one of the mission’s two helicopters, in order to 

improve the cost posture of the mission

Below: This image taken with the NASA/ESA Hubble Space Telescope shows Terzan 1, a globular cluster that lies about 22,000 light-years 

from Earth in the constellation Scorpius. Image Credit: NASA Images
Strategic Goal 1

NASA’s FY 2024 Volume of Integrated Performance 54

 Discover

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

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

Cycle 2 observations. (Agency Priority Goal) 

Number of critical milestones completed

This two-year Performance Goal/Agency Priority Goal will 

be completed on September 30, 2023, and NASA does 

not plan to develop a follow-up Agency Priority Goal for 

the FY 2024-2025 cycle. The James Webb Space Telescope

will continue to support NASA’s science strategies

Execution Planned 

Fiscal Year 

FY 2022 

Agency 

Priority Goal

FY 2023 FY 2024

Target 4 of 4 4 of 4 N/A

Results 4

Rating Green

List of development milestones for FY 2022

1. Launch James Webb Space Telesco

2. Perform all deployments of the observato

3. Initiate commissioning and operations for all scienc

instruments

4. Complete science instrument commissioning an

begin normal operations

List of critical milestones for FY 2023

1. Make early release science products available i

public archive

2. Receive Cycle 2 proposals for second year of Web

operations

3. Conduct review of Cycle 2 proposa

4. Begin Cycle 2 observatio

List of critical milestones for FY 2024

 N/A

Lead Organization: Science Mission Directorate 

(SMD)

FY 2022 Performance Progress

During FY 2022, NASA completed all four scheduled 

milestones, including launching the telescope on 

December 25, deploying the sun shield and mirror, and preparing the instruments for operations, 

resulting in a Green Performance Goal rating for 

this Agency Priority Goal

By the end of FY 2022, NASA and the international 

mission team had begun normal Cycle 1 science 

observations and made early release science 

products available in a public archive, completing 

the first milestone for FY 2023 ahead of schedule. 

The observatory continues to exceed all its mission 

level requirements for sensitivity, spatial resolution, 

ability to track moving targets, and expected mission lifetime. Over 120 science papers using Webb 

data had been submitted for peer review as of the 

end of FY 2022

Scientific discoveries based on Webb observations are shared with the public in the form of 

news releases, which report on results that have 

undergone peer review, and have been accepted 

for publication by a reputable scientific journal. 

However, because this process takes time, NASA 

also shares with the public observations and 

preliminary analyses as Early Highlights—a “sneak 

peek” into groundbreaking discoveries. Both the

news releases and Early Highlights are available at 

highlights. The Webb operations site is available at

webbtelescope.or

Above: Shells of cosmic dust created by the interaction of binary stars appear 

like tree rings around Wolf-Rayet 140. The remarkable regularity of the shells’ 

spacing indicates that they form like clockwork during the stars’ eight-year orbit 

cycle, when the two members of the binary make their closest approach to one 

another. Image Credit: IMAGE: NASA, ESA, CSA, STScI, NASA-JPL, Caltech
NASA’s FY 2024 Volume of Integrated Performance 55

Strategic Goal 1

 Discover

LEAD OFFICE

Science Mission Directorate (SMD)

GOAL LEADER

Karen Flynn, Deputy Associate Administrator for 

Management, SMD

Budget

FY $M

Op Plan 2022 $412.9

Enacted 2023 $414.3

Requested 2024 $499.0

Outyear

2025 $501.2

2026 $514.3

2027 $533.1

2028 $551.1

1 250 bytes; 1024 terabytes, or a million gigabytes

NASA’s science missions and research activities 

inspire curiosity and increase the understanding 

of our planet, the solar system, and the universe

One of our core capabilities is the ability to collect, 

store, manage, analyze, and distribute data and 

information for scientists, international partners, 

learners of all ages, decision-makers, and industry 

to further science, improve modeling, increase 

knowledge and spur economic innovation. We

generate, analyze, activate and archive large 

amounts of data to support science objectives 

and deliver data and scientific results to users 

around the world. Over the next several years, we

will substantially increase the size of data archives 

as the volume of data generated by new missions 

increases from approximately 10 petabytes per 

year to over 100 petabytes1 per year in 2026

Strategic Objective 1.3

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

practical benefits to society.

Below: Vice President Kamala Harris shares her enthusiasm, alongside Goddard Center Director Dennis Andrucyk and NASA Administrator Bill Nelson, for 

the results of current satellite missions using Goddard’s Hyperwall on November 5, 2021, at the NASA Goddard Space Flight Center in Greenbelt, Maryland. 

NASA’s Hyperwall is a video wall capable of displaying multiple high-definition data visualizations and/or images simultaneously across an arrangement of 

screens. Functioning as a key component at many NASA exhibits, the Hyperwall is used to help explain phenomena, ideas, or examples of world change.

Image Credit: NASA
Strategic Goal 1

NASA’s FY 2024 Volume of Integrated Performance 56

 Discover

This growth of NASA’s science archives presents 

unique opportunities for new scientific discovery 

and partnerships, as well as significant challenges 

for data management, curation, access, analysis, 

computing, and computational modeling

We are investing in three key areas to ensure suc-

cess in the newly established Strategic Objective 

1.3: 1) capabilities to enable open-source science; 

2) continuous evolution of data and computing 

systems; and 3) community and strategic part-

nerships for innovation. These data initiatives will

accelerate the accessibility and use of science data 

by both existing and new user communities and 

are focused on making actionable data accessible 

to other Federal agencies, relevant decision-mak-

ers, stakeholders and the public. The following are

several of the initiatives that support a rating of 

Satisfactory Progress for this Strategic Objective

We have begun planning for an Earth Information 

Center that will integrate data from a variety of 

sources. These efforts will be implemented in coor-

dination with other agencies and partners

In the upcoming years, NASA’s Earth Science Data 

System (ESDS) program will expand its capabilities 

to support data from new missions. The Common

Metadata Repository will continue to expand and 

become more flexible in FY 2023 and the ESDS will 

continue to see its adoption by other agencies

The ESDS will also continue to evolve the Earth 

Observation dashboard for environmental change 

with interactive data and stories. Additionally, ESDS

will continue developing new data system capabil-

ities for the Multi-Mission Algorithm and Analysis 

Platform (MAAP) and making critical data available 

for use within the platform and supporting user 

needs and work as a liaison to support Machine 

Learning adoption. The team will also develop

generalizable machine learning pipelines for rapid 

prototyping of science problems

NASA’s Open-Source Science initiative will deploy 

a pilot version of the SMD information catalog and 

will initiate a data science internship program to 

support students in related science fields, with a 

particular focus on historically underrepresented 

populations

The Satellite Needs Working Group (SNWG) 

Management Office will coordinate the implemen-

tation of the highest priority satellite data products 

from the 2020 assessment process of the US

Group on Earth Observations SNWG across multi-

ple partners
Strategic Goal 1

NASA’s FY 2024 Volume of Integrated Performance 57

 Discover

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

Number of critical milestones completed

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target # of 

Activities 1 of 1 1 of 1 2 of 2

Results 1

Rating Green

List of activities for FY 2022

1. Develop and release a prototype interdisciplinar

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

List of activities for FY 2023

1. Deploy an operational interdisciplinary science dat

search engine to allow users to discover 85 percent 

of NASA’s scientific data.

List of activities for FY 2024

1. Continue work on an operational interdisciplinar

science data search engine to allow users to discover 

at least 95 percent of NASA’s scientific data.

2. Train 2000 members of the scientific community i

Open Science principles, practices, and tools

Lead Organization: Science Mission Directorate 

(SMD)

FY 2022 Performance Progress

In FY 2022, NASA completed the development of 

a prototype interdisciplinary science data search 

engine. Known as the Science Discovery Engine

(SDE), it contains over one million metadata records 

and documents from Astrophysics, Biological and 

Physical Sciences, Earth Science, Heliophysics, and 

Planetary Science. The prototype was initially made

available for testing in April 2022 and included 

data from Biological and Physical Sciences, Earth 

Science, and Heliophysics. The full prototype, which

includes data from all five disciplines, was released 

for wider testing in September 2022, supporting a 

Green rating for this Performance Goal

The SDE makes the wealth of NASA’s open science data and information more accessible to 

an ever-growing community of users in the U.

and around the world, opening new pathways to 

scientific discovery. The prototype can be accessed 

at this link. The total number of data documents

included will grow in coming years as NASA identifies new sources.
Strategic Goal 1

NASA’s FY 2024 Volume of Integrated Performance 58

 Discover

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

quality of life, and environment around the globe.

Number of critical milestones completed

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target # of 

Activities 2 of 2 2 of 2 2 of 2

Results 2

Rating Green

List of activities for FY 2022

1. 40 percent of Earth science applications project

advance one Applications Readiness Level (ARL) with 

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

decision-making

2. Deliver an Earth science applications guidebook t

share knowledge in using Earth science information 

to inform decisions and provide benefits to society.

List of activities for FY 2023

1. 40 percent of Earth science applications project

advance one Applications Readiness Level (ARL) with 

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

decision-making

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

the world to build skills in applying Earth science 

information to benefit society.

List of activities for FY 2024

1. 40 percent of Earth science applications project

advance one Applications Readiness Level (ARL) with 

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

decision-making

2. Engage 15,500 people across the Nation and aroun

the world to build skills in applying Earth science 

information to benefit society.

Lead Organization: Science Mission Directorate 

(SMD)

FY 2022 Performance Progress

The Applied Sciences Program uses NASA data to 

benefit the economy, security, health, and environment across the globe. The Program exceeded

its performance targets for FY 2022, as 61 percent of the projects tracked (46 of 76) advanced 

at least one Applications Readiness Level (ARL)

Nine projects advanced to a readiness level 8 or 9, 

which means the application user has approved the 

application as complete and qualified it for their 

use (ARL 8) or that the partner has fully integrated 

the application into their decision-making and is 

using it repeatedly (ARL 9). These results supported

a Green rating for Performance Goal 1.3.2. 

In the past year, the Earth Applied Sciences 

Program expanded to formally include an additional four program elements: Climate and 

Resilience, Energy, Equity and Environmental 

Justice, and Wildland Fires. Projects ranged from

providing information to help prepare for, understand, and support responses to flooding, hurricanes, and other disasters; to participating in 

ongoing interagency efforts to use science and 

technology capabilities to help mitigate the humanitarian crisis caused by the war in Ukraine, such 

as using satellite data to understand food supply chain issues. A Health and Air Quality project

progressed to ARL 8 with the release of the Vibrio 

Prediction Hub and cholera risk map viewer, contributing to ongoing monitoring of cholera risk in 

Ukraine (image below)

The Applied Remote Sensing Training Program 

conducted 17 trainings. The SERVIR program (managed jointly with the U.S. Agency for Internationa

Development) worked with its global network to 

conduct 64 projects and 94 trainings that reached 

over 2,300 individuals from 54 countries. The

DEVELOP Program, a workforce development 

effort, conducted 69 feasibility projects and 

engaged 315 young professionals. 

Applied Sciences also released a first-ever Earth 

Science Applications Guidebook. This new, webbased resource captures decades of experience of

putting Earth science into action. It includes interactive and multimedia content, including use cases

narrated by principal investigators
DISCOVER EXPLORE

Left: Teams retracted the first two of 20 platforms surrounding the Space Launch System rocket and Orion spacecraft that allow work on the integrated 

system in High Bay 3 inside the Vehicle Assembly Building at NASA’s Kennedy Space Center in Florida. Image Credit: NASA Images

Right: The Moon is seen rising behind NASA’s Space Launch System (SLS) rocket with the Orion spacecraft aboard atop a mobile launcher as it rolls out to 

Launch Complex 39B for the first time, Thursday, March 17, 2022, at NASA’s Kennedy Space Center in Florida. Image Credit: NASA Images

Strategic Goal 2

Extend Human Presence to the Moon and 

on towards Mars for Sustainable Long-term 

Exploration, Development, and Utilization.
Strategic Goal 2

NASA’s FY 2024 Volume of Integrated Performance 60

 Explore

Strategic 

Objective 

Performance 

Goal Description Rating

2.1

Explore the surface of the Moon and deep space.

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

demonstrating capabilities that advance lunar exploration. (APG) Yello

2.1.2 Develop the capabilities and infrastructure necessary to transport humans from Earth to cislunar space. Gree

2.1.3 Complete the exploration activities that will support missions with human crew members to 

the lunar surface. Yello

2.2

Develop a human spaceflight economy enabled by a commercial market.

2.2.1 Expand commercial activities in low Earth orbit (LEO) and stimulate the human spaceflight 

economy, with a focus on deploying commercial LEO destinations that can be used by NASA 

and other customers

Green

2.2.2 Provide support for and utilization of commercial facilities onboard the International Spac

Station (ISS) for NASA, other Government agencies, and academic and industry users, including the ISS National Laboratory to expand the space economyGreen

2.2.3 Provide operational resources to enable the closure of capability gaps in support of dee

space exploration. Gree

2.2.4 Provide NASA crew transportation through commercial partners to the International Spac

Station (ISS) and low Earth orbit. Gree

2.3

Develop capabilities and perform research to safeguard explorers.

2.3.1 Identify activities that will mitigate the highest risks to crew health and performance. Gree

2.4

Enhance space access and services.

2.4.1 Complete Launch Services Program (LSP) commercial non-crewed launch services objectives 

for NASA-Managed science, exploration, U.S. Government, and Government-sponsored missioGreen

2.4.2 Maintain the proficiency of Space Communications network services. Gre

FY 2022 Performance Goals and Ratings Supporting Strategic Goal 2

Organized by Strategic Objective

APG = Agency Priority Goals
NASA’s FY 2024 Volume of Integrated Performance 61

 Explore Strategic Goal 2

LEAD OFFICE

Exploration Systems Development Mission Directorate 

(ESDMD)

GOAL LEADER

Ned Penley, Deputy Associate Administrator for 

Management, ESDMD

Budget

FY $M

Op Plan 2022 $6,790.7

Enacted 2023 $7,468.9

Requested 2024 $7,971.1

Outyear

2025 $8,130.5

2026 $8,293.1

2027 $8,459.0

2028 $8,628.2

Artemis missions, and future human exploration 

of Mars, will expand opportunities for Americans, 

increase our global standing, and inspire the next 

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

opportunities for major discoveries impacting 

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

NASA will work closely with international partners 

to achieve Artemis objectives and grow the global 

space economy. These relationships will reinforce

America’s position as the global leader in space 

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

space exploration efforts will continue to act as a 

beacon of peace and scientific partnership around 

the globe

Artemis missions will be driven by scientific 

objectives like collecting new information on 

planetary processes and the character and origin 

of volatiles. NASA will uncover the history of our

Earth-Moon system and new information about 

our Sun. The human data collected as mission

durations increase will make future work in deep 

space safer and more efficient. What we learn will 

also help us protect our home planet and improve 

daily life for people around the world

Strategic Objective 2.1

Explore the surface of the Moon and deep space.

Below: In this image, Orion captures a unique view of Earth and the Moon, seen from a camera mounted on one of the spacecraft’s solar arrays. 

Source: NASA Images
Strategic Goal 2

NASA’s FY 2024 Volume of Integrated Performance 62

 Explore

On November 16 (in FY 2023), NASA launched 

Artemis I, which took a 25.5-day journey around

the Moon and returned to Earth on December 11. 

We continued to work toward an Artemis II launch, 

with excellent progress on both Orion and Space 

Launch System (SLS) hardware. We also mated the

Artemis II Crew Module adapter to the European 

Service Module. The adapter will allow us to mate

the Crew Module/European Service Module to the 

SLS. We selected SpaceX in April 2021 to develop 

an Human Landing System (HLS) to land astronauts on the Moon for Artemis III through the Next 

Space Technologies for Exploration Partnerships 

(NextSTEP)-2 Appendix H Option A contract

NASA determined this Strategic Objective showed 

Satisfactory performance at the 2022 Strategic 

Review
Strategic Goal 2

NASA’s FY 2024 Volume of Integrated Performance 63

 Explore

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

on the Moon by demonstrating capabilities that advance lunar exploration. 

(Agency Priority Goal)

Number of milestones met

Execution Planned 

Fiscal Year FY 2022 

Agency 

Priority Goal

FY 2023 FY 2024

Milestones 4 of 4 4 of 4 TBD

Results 3

Rating Yellow

This two-year Performance Goal/Agency Priority Goal will 

be completed on September 30, 2023. NASA may develop a follow-on Artemis goal for the FY 2024-2025 Agency

Priority Goal cycle. If so, the goal statement, annual target, and supporting critical milestones for FY 2024 and FY

2025 will be identified for inclusion in the FY 2024-2025 

Agency Performance Plan

List of milestones for FY 2022

1. Complete Artemis II Crew Module/Service Modul

mate

2. Complete the Artemis II Interim Cryogeni

Propulsion Stage

3. Artemis III Forward Skirt Structural Weld Comple

4. Launch Artemis

List of milestones for FY 2023

1. Complete Artemis II Booster Segment stacki

2. Announce awards for sustaining lander developme

3. Deliver the Artemis II Core Stage to Kennedy Spac

Center

4. Habitation and Logistics Outpost (HALO) system

Critical Design Review (CDR) closeout

Lead Organization: Exploration Systems Development Mission Directorate (ESDMD)

FY 2022 Performance Progress

NASA made appreciable progress on the first 

three Artemis missions, but of the four milestones 

planned for FY 2022, one was delayed into FY 

2023. A second milestone, launch of Artemis I, was

scheduled for completion before the end of the 

FY; however, due to the safety concerns caused 

by Hurricane Ian, NASA was forced to delay the 

Artemis I launch attempt until the November 

launch window, and rolled the vehicle back to the 

Vehicle Assembly Building at Kennedy Space Center 

to protect it from the inclement weather. NASA

successfully launched Artemis I on November 16 

(the first quarter of FY 2023). Ultimately, while 

this Performance Goal needed to complete three 

milestones for a Yellow rating, NASA awas prepared 

for launch at the end of September and, ultimately completed the launch during the next optimal 

launch window. NASA anticipates completing the

second outstanding milestone—complete the 

Artemis II Interim Cryogenic Propulsion Stage—

during the second quarter of FY 2023. 

NASA performed two launch attempts of the 

Artemis I mission. The first launch attempt was 

scrubbed after teams were not able to chill down 

the four RS-25 engines with liquid hydrogen to 

a cryogenic level of approximately minus 420 

degrees Fahrenheit, with engine three showing 

higher temperatures than the other engines

Teams also found a hydrogen leak. The second

launch attempt was scrubbed due to a new hydrogen leak. Both launch attempts yielded a wealth of

lessons learned on cryogenic loading operations, 

which will be applied for subsequent Artemis missions

Below: Standing atop the mobile launcher, NASA’s Space Launch System 

(SLS) rocket and Orion spacecraft arrive at Launch Pad 39B at the Agency’s 

Kennedy Space Center in Florida on Nov. 4, 2022. The Artemis I stack was 

carried from the Vehicle Assembly Building to the pad – a 4.2-mile journey 

that took nearly 11 hours to complete – by NASA’s crawler-transporter 2 

ahead of the uncrewed launch. Image Credit: NASA Images
Strategic Goal 2

NASA’s FY 2024 Volume of Integrated Performance 64

 Explore

NASA completed the Artemis II Crew Module 

Adapter and European Service Module structur-

al mate in October 2021. The European Service 

Module will supply Orion with electricity, propul-

sion, thermal control, air, and water during mis-

sions. NASA delayed completion of the Artemis II

Interim Cryogenic Propulsion Stage until winter 

of FY 2023 to align with a change of the Artemis II 

launch date. The four Artemis II Core Stage engines

were delivered to Michoud Assembly Facility in 

Louisiana and the solid rocket motor segments 

were cast and placed in storage

NASA completed the Artemis III Forward Skirt 

(which sits atop the Core Stage) structural weld in 

March 2022. This activity is key to delivery of the

Core Stage Forward Skirt

In early November 2021, the U.S. Court of Federal 

Claims denied Blue Origin’s bid protest, upholding 

NASA’s selection of SpaceX to develop and demon-

strate a modern human lunar lander. This decision

allowed NASA to begin meaningful execution of the 

Human Landing System (HLS) contract and inter-

action with SpaceX. At the end of FY 2022, NASA

released a solicitation for proposals for sustainable 

lunar lander development and demonstration 

(called HLS Sustaining Lunar Development) as the 

Agency continues to pursue efforts in support of 

a series of Moon landings. (More information is

available in NASA’s press release.)

NASA announced the selection of Axiom Space 

to deliver an exploration extravehicular activity 

system (xEVAS) for the Artemis III mission. This is

the first task order to develop a next-generation 

Artemis spacesuit and supporting systems and to 

demonstrate their use on the lunar surface during 

Artemis III. In June, NASA announced the award

pf xEVA contracts to Axiom Space and Collins 

Aerospace to develop suits for both the ISS and 

Artemis lunar missions that will advance space-

walking capabilities and be provided as a service
Strategic Goal 2

NASA’s FY 2024 Volume of Integrated Performance 65

 Explore

2.1.2: Develop the capabilities and infrastructure necessary to transport 

human missions from Earth to cislunar space.

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

Schedule

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Milestones 5 of 5 5 of 5 5 of 5

Results 5

Rating Green

List of milestones for FY 2022

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

European Service Module (ESM)

2. Exploration Ground Systems break ground on th

Emergency Egress System at Pad-B

3. Complete the Core Stage 2 Liquid Hydrogen tan

4. Complete integration of Artemis II Crew Module Par

1

5. Complete the Artemis II Core Stage liquid hydroge

(LH2) tank and forward section mate

List of milestones for FY 2023

1. Artemis II Booster aft skirts ready for Acceptanc

Checkout (ACO)

2. Artemis II Launch Vehicle Stage Adapter comple

3. Artemis III Crew Module Adapter (CMA) comple

4. Artemis IV Space Launch System (SLS) Core Stag

engines available

5. Artemis III Core Stage Forward Skirt comple

List of milestones for FY 2024

1. Artemis II Crew Module (CM)/ Service Module (SM

vacuum performance testing complete

2. Mobile Launcher-1 ready for Artemis II crewed operatio

3. Artemis III Booster Aft Skirts ready for Acceptanc

Checkout (ACO)

4. Artemis III Crew Module initial power 

5. Start Artemis IV Exploration Upper Stage producti

Lead Organization: Exploration Systems Development Mission Directorate (ESDMD)

FY 2022 Performance Progress

During FY 2022, NASA completed the five capabilities and infrastructure milestones supporting 

Artemis exploration missions from Earth to the 

area within the Moon’s orbit, leading to a Green 

rating

These efforts, which include construction of system 

elements and infrastructure, support the activities 

described for Agency Priority Goal 2.1.1. 

NASA continued to work toward an Artemis II 

launch, with excellent progress on both Orion and 

SLS hardware. NASA mated the Artemis II Crew

Module adapter (shown below) to the European 

Service Module. The adapter will allow NASA to

mate the Crew Module/European Service Module 

(see Agency Priority Goal 2.1.1) to the SLS. The 

Service Module, Crew Module, Launch Abort 

System, and adapter together form the Orion 

spacecraft for Artemis II

By summer, teams were nearing full integration 

of the European Service Module with the Crew 

Module. On June 13, technicians powered on the 

Orion spacecraft and began checking that power 

and data could be routed throughout the capsule.

Below: An artist’s concept drawing shows the components of the Orion 

spacecraft. For more information on the Orion spacecraft, read the “Meet 

NASA’s Orion Spacecraft” feature. Image Credit: NASA Images
Strategic Goal 2

NASA’s FY 2024 Volume of Integrated Performance 66

 Explore

In March, NASA connected two major parts of the 

SLS Core Stage—the 130-foot liquid hydrogen tank 

and the 66-foot forward assembly (completed in 

December 2021)—in preparation for Artemis II. 

The engine section will be the last section added to 

complete the Core Stage

NASA broke ground on the Emergency Egress 

System (EES) at Pad 39B. In case of an emergency

on the pad, the EES will be able to move crew quickly from the top of the launch vehicle down to a 

landing zone next to a concrete bunker, where they 

can either take shelter or drive away in an armored 

vehicle
Strategic Goal 2

NASA’s FY 2024 Volume of Integrated Performance 67

 Explore

2.1.3: Complete the exploration activities that will support missions with 

human crew members to the lunar surface.

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

Schedule

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Milestones 5 of 5 5 of 5 5 of 5

Results 4

Rating Yellow

List of milestones for FY 2022

1. Complete the Exploration Extravehicular Activit

(xEVA) development validation testing unit

2. Execute the Human Landing System (HLS) Option 

contract after the stay of performance

3. Award xEVA contract(

4. Issue sustaining lander development Request fo

Proposals

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

baseline commitment for lifecycle cost, schedule, 

and technical parameters for Gateway

List of milestones for FY 2023

1. Complete the Human Landing System (HLS) Option 

(SpaceX) incremental HLS design update

2. Complete the primary structure build for th

Habitation and Logistics Outpost (HALO)

3. Conduct Exploration Extravehicular Activity Service

(xEVAS) Certification Baseline Review.

4. Select/ award Next Space Technologies fo

Exploration Partnerships (NextSTEP)-2 Appendix P: 

Sustaining Lunar Development contract

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

List of milestones for FY 2024

1. Complete Human Landing System (HLS) Option 

(SpaceX) Prop transfer flight test.

2. Complete Gateway International Habitation Modul

(I-HAB) Critical Design Review (CDR)

3. Complete Exploration Extravehicular Activity Service

(xEVAS) Artemis Suit Preliminary Design Review 

(PDR)

4. Complete HLS Next Space Technologies fo

Exploration Partnerships (NextSTEP)-2 Appendix P: 

Sustaining Lunar Development design review milestone (TBD)

5. Complete LTV phase 1 contract(s) design revie

milestone (TBD)

Lead Organization: Exploration Systems Development Mission Directorate (ESDMD)

FY 2022 Performance Progress

NASA completed 4 of 5 milestones and activities planned for FY 2022, resulting in a Yellow 

Performance Goal rating. While Gateway element

manufacturing is underway, the KDP-1 review—

which would have established the Agency baseline 

commitment for lifecycle cost and schedule, as well 

as the technical parameters, for the Gateway program—will be held no earlier than the third quarter 

of FY 2023. The Gateway program is comprised of

several projects, including the Habitation and Lunar 

Outpost and the Power and Propulsion Element

In April 2021, NASA selected SpaceX to develop an 

HLS to land astronauts on the Moon for Artemis 

III through the Next Space Technologies for 

Exploration Partnerships (NextSTEP)-2 Appendix 

H Option A contract. The U.S. Governme

Accountability Office (GAO) placed a stay of performance on the contract, stopping activities in 

support of the contract, until they issued a decision 

on a protest filed by other competitors. On July 30, 

2021, the GAO denied the protests, allowing SpaceX 

to begin work. SpaceX completed several contract milestones during FY 2022, including system

architecture and design reviews, landing software 

demonstrations, and Raptor engine cold start 

demonstration. SpaceX achieved a rate of producing seven Raptor engines in one wee

We released a request for proposals for sustaining 

lander development on March 23 through a new 

NextSTEP Appendix P. Under this approach, multiple U.S. companies will develop landing systems 

carry astronauts between lunar orbit and the lunar 

surface after Artemis III. In addition, we awarded a

contract modification to SpaceX (Option B) to further develop its Starship HLS to support sustaining 

lander development

On June 1, NASA announced the selection of 

Axiom Space and Collins Aerospace to develop 

new, advanced spacewalking systems to work 

outside of the International Space Station (ISS)

The two companies, selected from the Exploration 

Extravehicular Activity Services (xEVAS) contract, 

will compete for task orders to demonstrate an 
Strategic Goal 2

NASA’s FY 2024 Volume of Integrated Performance 68

 Explore

EVA system and certify the system to support 

NASA programs. NASA completed an xEMU design

verification test unit in October 2021, which will be 

used to validate technologies and fundamental 

requirements for EVA systems. We will share the 

technical and risk-reduction information with our 

EVA partners.
NASA’s FY 2024 Volume of Integrated Performance 69

 Explore Strategic Goal 2

LEAD OFFICE

Space Operations Mission Directorate (SOMD)

GOAL LEADER

Tonya McNair, Deputy Associate Administrator for 

Management, SOMD

Budget

FY $M

Op Plan 2022 $3,080.8

Enacted 2023 $3,270.1

Requested 2024 $3,487.7

Outyear

2025 $3,522.3

2026 $3,641.0

2027 $3,806.8

2028 $3,913.0

Since 2000, NASA has ensured access to a 

human-rated platform in low Earth orbit (LEO) 

that extends U.S. human presence and expand

the American foothold in space. The continuous

operation of a research and technology demonstration platform in space is critical to achieving 

the Nation’s goals in science, technology, and 

human space flight. NASA determined at the 

2022 Strategic Review that this Strategic Objective 

demonstrated Noteworthy performance in 

enabling a commercial human spaceflight economy. In FY 2022, NASA began releasing Request 

for Information (RFI) documents and has met with 

industry to collect comments on the feasibility of 

the requirements and assumptions to aid NASA in 

the development of safe, reliable, and cost-effective space destination capabilities

Since its inception, industry, academia, and our 

international partners have used the International 

Space Station (ISS) as a testbed for research and 

Strategic Objective 2.2

Develop a human spaceflight economy enabled by a commercial 

market.

Below: Crew-4 astronauts wave after walking out through the double doors below the Neil A. Armstrong Building’s Astronaut Crew Quarters at NASA’s 

Kennedy Space Center in Florida on April 27, 2022. They will make their way to the customized Tesla Model X cars that will take them to their spacecraft 

at Launch Complex 39A. From left are: mission specialist Jessica Watkins, pilot Bob Hines, commander Kjell Lindgren, and mission specialist Samantha 

Cristoforetti. SpaceX’s Crew Dragon, powered by the company’s Falcon 9 rocket, will carry the four-person crew to the International Space Station as part 

of NASA’s Commercial Crew Program. Image Credit: NASA/Kim Shiflett
Strategic Goal 2

NASA’s FY 2024 Volume of Integrated Performance 70

 Explore

the development and maturation of state-of-the-art 

systems that increase access to space. NASA is supporting new space stations from which a variety of

customers can purchase services and stimulate the 

growth of commercial human spaceflight activities. 

As commercial LEO destinations become available, 

we intend to implement an orderly transition from 

current ISS operations to these new commercial 

destinations. To ensure continued access to space,

in FY 2022, NASA announced intentions to issue a 

sole source modification to SpaceX to acquire up 

to three additional crew flights to the ISS as part of 

its Commercial Crew Transportation Capabilities 

contract

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

multinational partnership to advance shared goals 

in space. The ISS supports a robust commercial

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

in-space manufacturing facilities and a commercial 

airlock. As NASA increases the opportunities for

commercial activities on the ISS, the number and 

types of companies taking advantage of those 

opportunities will likely increase, which will in turn 

create more demand

Below: A SpaceX Falcon 9 rocket carrying the company's Crew Dragon spacecraft is launched on NASA’s SpaceX Crew-5 mission to the ISS with NASA 

astronauts Nicole Mann and Josh Cassada, Japan Aerospace Exploration 

Agency (JAXA) astronaut Koichi Wakata, and Roscosmos cosmonaut Anna 

Kikina onboard, October 5, 2022, at NASA’s Kennedy Space Center in Florida. 

This was the fifth crew rotation mission of the SpaceX Crew Dragon spacecraft 

and Falcon 9 rocket to the International Space Station as part of the Agency’s 

Commercial Crew Program. Image Credit: NASA/Joel Kowsky

Left: Norm Knight, Director of Flight Operations at NASA's 

Johnson Space Center, left, Emily Nelson, NASA's Chief 

Flight Director, second from left, Sarah Walker, Director 

of Dragon Mission Management for SpaceX, second from 

right, and David Allega, Mission Manager for Mission 

Management and Integration in NASA's Commercial Crew 

Program, right, monitor the launch of a SpaceX Falcon 9 

rocket carrying the company's Crew Dragon spacecraft on 

the Crew-5 mission with NASA astronauts Nicole Mann 

and Josh Cassada, JAXA astronaut Koichi Wakata, and 

Roscosmos cosmonaut Anna Kikina onboard, October 5, 

2022, in firing room four of the Rocco A. Petrone Launch 

Control Center at NASA’s Kennedy Space Center in Florida. 

Image Credit: NASA/Joel Kowsky
Strategic Goal 2

NASA’s FY 2024 Volume of Integrated Performance 71

 Explore

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

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

Percentage of milestones completed

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Milestone 3 of 3 4 of 4 4 of 4

Results 3

Rating Green

List of development milestones for FY 2022

1. Complete required partnership agreements wit

other government agencies for commercial activities

2. Initialize the free-flyer project milestone

3. Successfully complete the second provider commercial test flight launch

List of development milestones for FY 2023

1. Release Commercial LEO Development (CLD)-relate

white papers to industry through NASA Request for 

Information process

2. Execute a private astronaut mission to th

International Space Station (ISS)

3. Complete one major milestone for Commercia

Destinations on ISS (CDISS)

4. Complete three major milestones—one on eac

of the Commercial Destinations Free Flyers (CDFF) 

Space Act Agreements (SAAs)

List of development milestones for FY 2024

1. Release initial set of Commercial LEO Developmen

(CLD) Requirements.

2. Execute a private astronaut mission to th

International Space Station

3. Complete one major milestone for CDIS

(Commercial Destinations on ISS)

4. Complete three major milestones, one on each o

the CDFF (Commercial Destinations Free Flyers) 

Space Act Agreements (SAA)

Lead Organization: Space Operations Mission Directorate (SOMD)

FY 2022 Performance Progress

NASA focused on developing a firm foundation for 

commercial activities in FY 2022 and completed all 

three milestones, achieving a Green rating for this 

Performance Goal

NASA is partnering with the commercial space 

sector to develop one or more platforms to serve 

as follow-ons to the ISS, maintaining an uninterrupted U.S. presence in LEO. During the first 

quarter of FY 2022, NASA awarded three funded 

Space Act Agreements to Blue Origin, Nanoracks, 

and Northrop Grumman to develop designs for 

space stations and other commercial destinations 

in space

NASA released a white paper documenting the 

Agency’s current assumptions and expectations on 

commercial destinations. We also released the first 

of several Request for Information (RFI) documents, 

that contain draft crew certification requirements. 

The RFI was intended to gather industry comments on the feasibility of the requirements and 

assumptions to aid NASA in the development of 

safe, reliable, and cost-effective space destination 

capabilities

In support of this Performance Goal, Axiom Mission 

1 (Ax-1), the first all-private astronaut mission to 

the ISS, launched on April 8. The SpaceX Dragon

spacecraft docked with the ISS on April 9, and the 

four Axiom astronauts spent eight days aboard the 

space station. In August, NASA and Axiom Space

signed a mission order for a second private mission, planned for FY 2023

In October 2021, we released the NASA Research 

Announcement “Research Opportunities for ISS 

Utilization” for In Space Production Applications 

(InSPA) flight demonstrations. NASA selected eight 

InSPA proposals to enable U.S. businesses, institutions of higher learning, and other organization

to raise the technological readiness level of their 

manufacturing technologies and products, move 

them to market, and propel U.S. industry towar

developing a sustainable, scalable, and profitable 

non-NASA demand for products and services in low 

Earth orbit
Strategic Goal 2

NASA’s FY 2024 Volume of Integrated Performance 72

 Explore

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

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

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

the space economy.

Percentage of milestones completed

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Milestone 1 of 1 1 of 1 2 of 2

Results 1

Rating Green

List of development milestones for FY 2022

1. Launch 20 commercial facilities to the ISS and conduct experimen

List of development milestones for FY 2023

1. Launch 20 commercial facilities to the ISS and conduct experimen

List of development milestones for FY 2024

1. Launch 20 commercial facilities to the ISS and conduct experimen

2. Select and sponsor at least 30 flight investigations

including at least 5 investigations focused on in 

space production areas

Lead Organization: Space Operations Mission Directorate (SOMD)

FY 2022 Performance Progress

During FY 2022, at least 20 commercial facilities 

were operational on the ISS, leading to a Green 

rating for this Performance Goal. In support of

commercial goals, the Center for the Advancement 

of Science in Space (CASIS) solicited commercial 

flight projects through a Cooperative Agreement 

with NASA. Examples of these facilities include the

following:

• The Materials ISS Experiment Flight Facility 

(MISSE FF), owned by Aegis Aerospace, is 

attached to the outside of the ISS, allowing 

researchers to test materials (e.g., paints, coatings, polymers) or other larger experiments i

the extreme environment of space. Samples

are exposed to extreme temperature variations, vacuum, unfiltered ultraviolet radiation, 

atomic oxygen, and electromagnetic radiation, 

and micro-meteoroids in low Earth orbit

• The Space Automated Bioprocessing Lab 

(SABL), owned by Bioserve, is an incubator and 

freezer designed to support a wide variety of 

investigations in the life, physical, and materials 

sciences, with a focus on supporting research in 

biological systems and process. SABL also can

support secondary functions, such as physical 

science experiment support and food storage

• The Multi-use Variable-gravity Platform (MVP), 

owned by Techshot, is designed for research 

with different kinds of organisms and cell types, 

such as fruit flies, flatworms, plants, fish, and 

protein crystals. MVP includes two carousels

that can produce up to 2g of artificial gravity, 

while controlling for temperature, light cycles, 

and humidity

Below: MISSE FF installed on the Japanese Experiment Module 

Exposed Facility (JEM EF) on the exterior of the ISS. MISSE FF is 

sponsored by the U.S. National Laboratory. Image Credit: NASA Images
Strategic Goal 2

NASA’s FY 2024 Volume of Integrated Performance 73

 Explore

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

in support of deep space exploration.

Percentage of milestones completed

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Milestones 1 of 1 1 of 1 1 of 1

Results 1

Rating Green

List of development milestones for FY 2022

1. Initiate and operate 5 technologies on-orb

List of development milestones for FY 2023

1. Initiate and operate at least 5 technology demonstrations on the International Space Station (ISS) t

advance deep space exploration

List of development milestones for FY 2024

1. Initiate and operate at least 5 technology demonstrations on the International Space Station (ISS) t

advance deep space exploration

Lead Organization: Space Operations Mission Directorate (SOMD)

FY 2022 Performance Progress

NASA is using the ISS to develop and test new 

technologies that will support exploration beyond 

low Earth orbit. During FY 2022, NASA initiated five 

technologies aboard the ISS leading to a Green rating: Universal Waste Management System (UWMS); 

BioSentinel; Exposed Root On-Orbit Test System 

(XROOTS); Advanced Hydrogen Sensor Technology 

Demonstration for Oxygen Generation Assembly 

(OGA); and Collapsible Contingency Urinal (CCU)

The UWMS demonstrates the technology and longterm use of a compact toilet and the Urine Transfer 

System (UTS). UWMS is designed to be a smaller,

more comfortable, and more reliable waste-disposal method allowing the crew to focus on other 

activities and enable further exploration in space

Biosentinel measures the effects of radiation and 

microgravity on budding yeast to provide a picture 

of potential damage accumulated over several 

months to understand how long-term missions 

to deep space may affect humans. XROOTS uses 

techniques to grow plants without soil or other 

growth media, providing a vital alternative for 

plant systems to contribute to future space exploration. Advanced Hydrogen Sensor Technology

Demonstration for OGA tests a more reliable and 

longer shelf-life sensor than the current sensor on 

OGA, providing a more stable configuration and 

reducing the number of spaces needed on long 

duration space missions. CCU provides a contingency method to collect urine in a small space, such

as the Orion Capsule, in case the waste management system is under repair

Below: NASA Astronaut Kayla Barron works on the CCU demonstration in the 

Harmony Module observing fill and drain cycles on two different designs. Image 

Credit: NASA

Below: NASA astronauts Jessica Watkins and Robert “Bob” Hines work on 

XROOTS, which used the ISS’s Veggie facility to test liquid- and air-based techniques to grow plants rather than traditional growth media. These techniques 

could enable production of crops on a larger scale for future space exploration.
Strategic Goal 2

NASA’s FY 2024 Volume of Integrated Performance 74

 Explore

2.2.4: Provide transportation through commercial partners to support the 

International Space Station (ISS) and low Earth orbit.

Number of Commercial Crew missions launched

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Missions 2 missions 

launched

2 missions 

launched

2 missions 

launched

Results 2

Rating Green

Lead Organization: Space Operations Mission Directorate (SOMD)

FY 2022 Performance Progress

NASA has contracted for commercial crew transportation to the ISS and returning safely to Earth 

with SpaceX and Boeing. In FY 2022, SpaceX

launched two crewed missions to the ISS for NASA’s 

Commercial Crew Program, leading to a Green 

rating. Boeing’s capabilities continue to mature, in

anticipation of an FY 2023 first crewed flight. 

The SpaceX Crew-3 mission launched on November 

10, 2021, carrying NASA astronauts Raja Chari, Tom 

Marshburn, and Kayla Barron, as well as European 

Space Agency (ESA) astronaut Matthias Mauer. On

May 5, the Crew-3 astronauts safely returned to 

Earth aboard the SpaceX Dragon spacecraft

The next SpaceX Crew-4 mission—carrying 

NASA astronauts Kjell Lindgren, Bob Hines, and 

Jessica Watkins and ESA astronaut Samantha 

Cristoforetti—launched to the ISS on April 27, 2022

The Crew-4 astronauts safely splashed down on 

October 14. 

Boeing—NASA’s second provider for commercial crew services—successfully conducted their 

uncrewed Orbital Flight Test (OFT)-2 mission to and 

from the ISS in May, clearing the way for a planned 

crewed flight test.

Below: Boeing and NASA teams work around Boeing’s CST-100 Starliner spacecraft 

after it landed at White Sands Missile Range’s Space Harbor on May 25, 2022, in New 

Mexico. Boeing’s OFT-2 is Starliner’s second uncrewed flight test to the ISS as part of 

NASA's Commercial Crew Program. OFT-2 serves as an end-to-end test of the system's capabilities. Image Credit: NASA/B. Ingalls
NASA’s FY 2024 Volume of Integrated Performance 75

 Explore Strategic Goal 2

LEAD OFFICE

Space Operations Mission Directorate (SOMD)

GOAL LEADER

Tonya McNair, Deputy Associate Administrator for 

Management, SOMD

Budget

FY $M

Op Plan 2022 $240.8

Enacted 2023 $252.7

Requested 2024 $255.5

Outyear

2025 $260.4

2026 $259.3

2027 $259.3

2028 $259.4

Humans worked briefly on the Moon 50 years ago 

and have pioneered technological advances in 

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

the Moon, and from there on towards Mars, are 

focused on “buying down” risk through research 

and the development of tools and techniques to 

protect humans during deep space exploration

NASA is working to overcome radiation, crew 

isolation, and deep space communications challenges, as well as food, medicines, and shelf-life 

constraints. Each of these challenges are being

addressed to ensure crew members are safe and 

healthy as we move beyond low Earth orbit. At

the 2022 Strategic Review, NASA determined that 

this Strategic Objective made Satisfactory progress

NASA is pursuing new technologies that will help 

manage the effects of extended stays in space 

on human health and performance. Throughout

FY 2022, the Human Research Program (HRP) 

Strategic Objective 2.3

Develop capabilities and perform research to safeguard 

explorers.

Below: NASA astronaut Serena Auñón-Chancellor provides a saliva sample on the International Space Station. Her sample will be used to measure stress 

hormones and other biomarkers of health that can reveal how her immune system changes in space. Image Credit: NASA Images
Strategic Goal 2

NASA’s FY 2024 Volume of Integrated Performance 76

 Explore

pursued ground-based, analog, and International 

Space Station (ISS) research, which led to significant 

successes and progress to advance safe human 

exploration. Examples of risk mitigation progress

include validating requirements for Orion’s waste 

management system, evaluating different CO2 levels for contingency surface Extravehicular Activity 

(EVA) scenarios, development of a Gateway Crew 

Health and Performance System, and Autonomy 

standards for the new Lunar Terrain Vehicle (LTV) 

project. Each advance in our knowledge can provide basic human needs, including oxygen and

water, along with the ability to maintain and repair 

critical systems. We will demonstrate the performance of emergent technologies in an environment where the risk to the safety of human or

vehicle operations can validate the performance of 

the technology without risking the crew or mission, 

and prior to their use in an operational environment

We emphasize partnering with industry and academia to develop new technologies that will enable 

future space travel that is less reliant on resupply 

and communications from Earth. The resultant

reduction in logistics costs and increase in system capabilities and reliability are designed to 

safeguard humans on missions beyond low Earth 

orbit. The knowledge gained though research on

the effects of reduced gravity on the systems in 

the body—including studying research areas that 

are unique to the Moon, Mars, and other destinations—will help quantify the best methods 

and technologies to support safe and productive 

human missions in deep space

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

Space Automated Bioproduct Laboratory and swaps media inside the 

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

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

tubules. Results could support design of better treatments for conditions 

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

people on Earth. Image Credit: NASA Images.
Strategic Goal 2

NASA’s FY 2024 Volume of Integrated Performance 77

 Explore

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

performance.

Funded investigations and/or published papers

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target

160 peerreviewed papers 

published

150 peerreviewed papers 

published

150 peerreviewed papers 

published

Results 

280 peerreviewed papers 

published

Rating Green

List of development milestones for FY 2022

1. 160 peer-reviewed papers publish

List of development milestones for FY 2023

1. 5 new investigations fund

2. 150 peer-reviewed papers publish

List of development milestones for FY 2024

1. 5 new investigations fund

2. 150 peer-reviewed papers publish

Lead Organization: Space Operations Mission Directorate (SOMD)

FY 2022 Performance Progress

NASA surpassed the FY 2022 target of 160 peer-reviewed papers for this Performance Goal by publishing more than 280 papers and funding six new 

investigations, leading to a Green rating

Our Human Research Program conducts groundand space-based research to support safe, productive human space travel

Below: NASA astronaut Victor Glover, seen here on the International 

Space Station (ISS), observes and records the density of a microbial 

colony after its incubation period. To ensure crew safety, NASA scientists 

carefully monitor the microbiome of the ISS. They have two main goals: 

To map and keep track of microbes present through time and to discover 

any patterns of microbial growth that could potentially affect the crew’s 

health and safety. Image Credit: NASA Images.
NASA’s FY 2024 Volume of Integrated Performance 78

 Explore Strategic Goal 2

LEAD OFFICE

Space Operations Mission Directorate (SOMD)

GOAL LEADER

Tonya McNair, Deputy Associate Administrator for 

Management, SOMD

Budget

FY $M

Op Plan 2022 $717.7

Enacted 2023 $727.2

Requested 2024 $791.5

Outyear

2025 $842.6

2026 $817.5

2027 $746.1

2028 $736.1

This Strategic Objective is comprised of essential 

services that support human and robotic missions: The Launch Services Program (LSP), and 

Space Communications and Navigation (SCaN).

The activities these programs manage range from 

acquiring launch vehicles for U.S. Government 

civil sector and robotic missions, to communicating with both crewed and uncrewed missions

NASA determined this Strategic Objective demonstrated Noteworthy performance at the 2022 

Strategic Review

NASA provides safe, reliable, and cost-effective 

launch services for NASA and NASA-sponsored 

payloads seeking access to space on U.

com¬mercial launch vehicles. As the launch agent

of the U.S. civil space sector, NASA relies on LSP t

certify new commercial launch vehicles for readiness to fly high-value spacecraft, and direct vital 

launch mission assurance efforts to ensure the 

greatest probability of launch mission success

LSP’s primary responsibility is to meet the needs 

of a diverse customer base spanning our Mission 

Strategic Objective 2.4

Enable space access and services.

Below: A United Launch Alliance Atlas V rocket with the Lucy spacecraft aboard is seen as it is rolled out of the Vertical Integration Facility to the launch pad 

at Space Launch Complex 41, October 14, 2021, at Cape Canaveral Space Force Station in Florida. Lucy will be the first spacecraft to study Jupiter's Trojan 

Asteroids. Like the mission's namesake – the fossilized human ancestor, "Lucy," whose skeleton provided unique insight into humanity's evolution – Lucy 

will revolutionize our knowledge of planetary origins and the formation of the solar system. Image Credit: NASA/Bill Ingalls
Strategic Goal 2

NASA’s FY 2024 Volume of Integrated Performance 79

 Explore

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

recognized experts in all aspects of commercial 

launch services, including acquisition, certification, and mission management. LSP successfully

launched three scientific spacecraft, including 

Lucy, Double Asteroid Redirection Test (DART), 

and Imaging X-ray Polarimetry Explorer (IXPE) 

missions. LSP also launched NOAA’s Geostationary

Operational Environmental Satellite (GOES), in addition to one technology demonstration, the Cislunar 

Autonomous Positioning System Technology 

Operations and Navigation Experiment (CAPSTONE) 

mission from Mahia, New Zealand

NASA provides the critical communications and 

navigation services to our operational missions, 

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

capabilities. We engage with the satellite communications industry to develop communications

capabilities that supports U.S. needs, are globall

competitive, and advance U.S. leadership in th

generation of new markets. Today, commercially

provided satellite communications continue to 

mature, and we envision a commercial communications market where near-Earth customers will have 

access to suitable commercial services and where 

NASA is one of many customers. NASA clearly

demonstrated its commitment to surpass operational performance goals by exceeding its network 

proficiency Performance Goal throughout FY 2022, 

delivering across all networks at an average proficiency of 99.5 percent against the 95.0 percent 

target
Strategic Goal 2

NASA’s FY 2024 Volume of Integrated Performance 80

 Explore

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

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

Government, and Government-sponsored missions.

Percentage of launch objectives met

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target 100% met 100% met 100% met

Results 100%

Rating Green

Lead Organization: Space Operations Mission Directorate (SOMD)

FY 2022 Performance Progress

We achieved all of our launch objectives in FY 2022, 

leading to a Green rating, as NASA successfully 

launched four planned robotic science missions:

• The Lucy spacecraft launched from Space 

Launch Complex 41 at Cape Canaveral Space 

Force Station, Florida, on October 16, 2021. 

• The Double Asteroid Redirection Test (DART) 

mission launched on November 24, 2021, from 

Space Launch Complex 4 at Vandenberg Space 

Force Base, California

• The Imaging X-ray Polarimetry Explorer (IXPE)

launched on December 9, 2021, from Launch 

Complex 39A at Kennedy Space Center, Florida

• The National Oceanic and Atmospheric 

Administration (NOAA) Geostationary

Operational Environmental Satellite-T (GOES-T) 

launched on March 1, 2022, from Space Launch 

Complex 41 at Cape Canaveral Space Force 

Station, Florida

NASA also acquired the launch service for NASA’s 

Nancy Grace Roman Space Telescope mission 

under the NASA Launch Services II contract

Above: A United Launch Alliance Atlas V rocket with the Lucy spacecraft aboard is seen 

as it is rolled out of the Vertical Integration Facility to the launch pad at Space Launch 

Complex 41, October 14, 2021, at Cape Canaveral Space Force Station in Florida. 

Lucy will be the first spacecraft to study Jupiter's Trojan Asteroids. Like the mission's 

namesake – the fossilized human ancestor, "Lucy," whose skeleton provided unique 

insight into humanity's evolution – Lucy will revolutionize our knowledge of planetary 

origins and the formation of the solar system. Image Credit: NASA/Bill Ingalls
Strategic Goal 2

NASA’s FY 2024 Volume of Integrated Performance 81

 Explore

2.4.2: Maintain the proficiency of Space Communications network services.

Percent of network proficiency.

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target 95.0% 95.0% 95

Results 99.5

Rating Green

Lead Organization: Space Operations Mission Directorate (SOMD)

FY 2022 Performance Progress

NASA’s communications networks—the Deep Space 

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

which has relay and direct-to-Earth (DTE) components—achieved 99.5 percent service delivery,

exceeding the FY 2022 target of a minimum 95 percent network proficiency, leading to a Green rating. 

NASA’s communications networks serve more 

than 100 NASA and non-NASA missions. The DSN 

enables missions that explore the furthest points 

of our solar system, utilizing three ground stations 

located approximately 120 degrees apart on Earth. 

The NSN provides services for near-Earth missions, 

including DTE services and relay capabilities
INNOVATE

Top: University students conduct a technology demonstration under zero-gravity conditions on a NASA-sponsored flight provided by Zero Gravity Corporation. Image 

Credit: NASA Images

Bottom: Flight simulators help enable urban flights NASA’s Langley Research Center in Hampton, Virginia, and the Adaptive Aerospace Group (AAG) recently completed a round of evaluations and demonstrations for the FAA and the United States Air Force (USAF) using advanced simulators for the Fly-By-Wire Mission Task 

Element Development and Certification (FlyTEC) study. Image Credit: NASA Images

Strategic Goal 3

Catalyze economic growth and drive 

innovation to address national challenges.
Strategic Goal 3

NASA’s FY 2024 Volume of Integrated Performance 83

 Innovate

Strategic 

Objective 

Performance 

Goal Description Rating

3.1

Innovate and advance transformational space technologies.

3.1.1 Foster a diverse U.S engineering and technology talent base, expand commercial opportunities in the space industry, and advance innovative technology solutions. Gre

3.1.2 Mature technology projects that offer significant improvement to existing solutions or enable 

new capabilities. Yello

3.1.3 Rapidly develop and demonstrate technologies for exploration, discovery, and the expansion 

of space commerce through partnerships with U.S. industry and academia.​G

3.1.4 Demonstrate new technologies and cross-cutting capabilities that are of direct interest and use 

to NASA missions and the commercial space sector. Gree

3.1.5 Ensure American global leadership in space technology innovations through increased partnering with industry, broadening the base of innovation, and demonstrating key lunar surface 

and deep space technologies. (APG

Yellow

3.2

Drive efficient and sustainable aviation.

3.2.1 Develop solutions that will enable the integration of a diverse range of non-traditional 

vehicles and operations into the National Airspace System by means of a scalable, service-oriented architectureYellow

3.2.2 Demonstrate the ability to reduce the perceived loudness of sonic booms and enable futur

industry innovation in commercial supersonic aircraft. Yello

3.2.3 Advance airframe and engine technologies to enable the development of future generation

of ultra-efficient air vehicles that minimize environmental impact and accelerate towards 

net-zero carbon emissions including opportunities to transition to alternative propulsion and 

energy

Yellow

3.2.4 Advance airframe and propulsion technologies to enable the development of vertical take-of

and landing (VTOL) vehicles that minimize noise and maximize safety, including electric vehicle propulsion systemsGreen

3.2.5 Define and demonstrate solutions that predict, identify, and mitigate emerging safety risk

and address the national need to safely transform the National Airspace System. Gree

3.2.6 Contribute toward the safe introduction of on-demand Urban Air Mobility (UAM) and othe

emerging operations by developing, applying, demonstrating, and validating advanced autonomy and automation technologies and providing methods or research results that support 

certification of autonomous systems.

Green

FY 2022 Performance Goals and Ratings Supporting Strategic Goal 3

Organized by Strategic Objective

APG = Agency Priority Goals
NASA’s FY 2024 Volume of Integrated Performance 84

 Innovate

LEAD OFFICE

Space Technology Mission Directorate (STMD) 

GOAL LEADER

Mike Green, Deputy Associate Administrator for 

Management, STMD

Budget

FY $M

Op Plan 2022 $1,100.0

Enacted 2023 $1,200.0

Requested 2024 $1,391.6

Outyear

2025 $1,419.4

2026 $1,447.8

2027 $1,476.8

2028 $1,506.3

As NASA embarks on its next era of discovery 

and exploration, the advancement of transformational space technologies serves as a trailblazer 

for the journey ahead. We invest in crosscutting

and transformational technologies that have high 

potential for offsetting mission risk, reducing cost 

and advancing existing or creating new capabilities. Our investments center around technologies

that enable our science and human exploration 

missions, as well as foster growth in the commercial space economy. We harness innovation and

entrepreneurship through partnerships with universities, small businesses and other government 

agencies. Through leadership in space technology,

we will contribute to growing the U.S. industria

and academic base by transferring space technology into the space economy, continuing the 

Nation’s economic leadership and strengthening 

our national security

Strategic Objective 3.1

Innovate and advance transformational space technologies.

Below: The Cislunar Autonomous Positioning System Technology Operations and Navigation Experiment (CAPSTONE) undergoes final construction before 

being shipped to its launch location in New Zealand. Image Credit: NASA Images
Strategic Goal 3

NASA’s FY 2024 Volume of Integrated Performance 85

 Innovate

NASA’s 2022 Strategic Review resulted in a continued rating of Satisfactory Performance. While there

continued to be challenges due to the COVID-19 

pandemic, as well as programmatic impacts that 

are to be expected in high-risk technology development and demonstration programs, we have 

continued to develop and demonstrate these technologies and transfer and transition technologies 

within the Agency, throughout the federal government and to a variety of academic institutions and 

industry partners. We remain focused on building

public-private partnerships with the U.S. aerospac

industry to develop capabilities that support the 

needs of the varied mission architectures of its vast 

array of stakeholders. Specific examples of accomplishments under this Strategic Objective include: 

• The successful launch of Laser 

Communications Relay Demonstration (LCRD); 

Cislunar Autonomous Positioning System 

Technology Operations and Navigation 

Experiment’s (CAPSTONE) successful launch 

from New Zealand and subsequent Small 

Satellite Mission of the Year award from 

the American Institute of Aeronautics and 

Astronautics (AIAA); 

• Introduction of Tech Transfer University (T2U)

into a Big Ten school (Kelley School of Business 

at Indiana University);

• Development and release of Envisioned Future 

Priority packages alongside an Request for 

Information (RFI) to solicit space community 

feedback to show the development path for 

each technology capability area within STMD;

• Selection of Microchip to develop a HighPerformance Spaceflight Computing (HPSC)

processor;

• The transition of 4 Small Business Innovation 

Research and Small Business Technology 

Transfer (SBIR/STTR) funded projects incorporated into the Volatiles Investigating Polar 

Exploration Rover (VIPER);

• Nearly 15 technologies to be demonstrated 

through NASA CLPS missions;

• 11 STMD-funded projects infused into Artemisrelated missions;

• Significant progress made towards demonstration of a range of space technologies (e.g., Sola

Electric Propulsion (SEP), On-orbit Servicing, 

Assembly and Manufacturing 1 (OSAM-1) and 

OSAM-2).

While some projects are experiencing cost, schedule, technical and/or programmatic challenges, 

overall, our portfolio is on track to meet this 

Strategic Objective and includes several technology 

demonstrations planned for the next few years. In

the mid- to long-term, we have identified 18 technology capability areas as priority areas of focus, 

each of which addresses anticipated gaps across 

multiple stakeholder architectures
Strategic Goal 3

NASA’s FY 2024 Volume of Integrated Performance 86

 Innovate

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

commercial opportunities in the space industry, and advance innovative 

technology solutions.

Percentage of critical activities completed for Early Stage 

Innovation and Partnerships (ESIP) program supporting 

the Performance Goal

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Milestones 5 of 5 4 of 5 4 of 5

Results 5

Rating Green

List of development milestones for FY 2022

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

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

crowdsourcing

3. Achieve 60 innovative Small Business Technologie

that receive external funding to further advance 

technologies

4. Achieve 3,600 licenses and software usage agreemen

5. Complete benchmarking of diversity, equity, an

inclusion data for ESIP portfolio

List of development milestones for FY 2023

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

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

crowdsourcing

3. Achieve 60 innovative Small Business Technologie

that receive external funding to further advance 

technologies

4. Achieve 3,600 licenses and software usage agreemen

5. Conduct 10 strategic engagement opportunities t

underserved and underrepresented communities

List of development milestones for FY 2024

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

2. Offer 50 new opportunities to broaden NASA’s innovation community through prizes, challenges, an

crowdsourcing

3. Obtain 60 commitments from external partners fo

funding to further advance small business technologies

4. Achieve 5,000 licenses and software usage agreemen

5. Conduct 15 strategic engagement opportunities t

underserved and underrepresented communities

Lead Organization: Space Technology Mission 

Directorate (STMD)

FY 2022 Performance Progress

NASA achieved the FY 2022 target for this multiyear Performance Goal as the Agency continued to 

foster, expand, and advance the U.S. space technology economy. NASA achieved the FY 2022 target f

this Performance Goal by meeting the targets for 

all 5 milestones leading to a Green rating for this 

Performance Goal. These investments and activities ensure a healthy base of promising early-stage

solutions for further development by other programs and organizations

Our Space Technology Research Grants (STRG) 

Program continued to challenge academic 

researchers, from graduate researchers to senior 

faculty members, to contribute to our goal of creating innovative new space technologies, specifically 

in areas where academia is ideally suited to provide 

significant innovations. Of the 86 projects that were 

part of the 2017 cohort planned to have close-out 

reviews in FY 2022, 81 were completed as of the 

end of FY 2022. Five projects were not completed

due to additional, COVID-19-related no-cost extensions. All 86 projects were assessed and 86 percent (74 projects) achieved at least one knowledge

transition. These knowledge transitions capture

the technologies, ideas, and expertise created 

by these projects for use by NASA, other government agencies (OGA), and industry. They include

published journal articles, patents, licensing, New 

Technology Reports (NTRs), open-source software, 

and NASA Space Technology Graduate Research 

Opportunities (NSTGRO) researcher hiring

We started 69 new Prize, Challenge, and 

Crowdsourcing (PCC) activities in FY 2022. Of the

new challenges started, 45 were through the NASA 

Tournament Lab (NTL), which facilitates the use of 

crowdsourcing to tackle our challenges through a 

variety of open innovation platforms to create the 

most innovative, efficient, and optimized solutions 

for specific, real-world problems facing us and 

other federal agencies. Exciting public challenges
Strategic Goal 3

NASA’s FY 2024 Volume of Integrated Performance 87

 Innovate

that started in FY 2022 included Phase 2 of the 

Break the Ice Lunar Challenge designed to help 

us excavate ice on the Moon; Phase 2 of the Deep 

Space Food Challenge in partnership with the 

Canadian Space Agency to help bring innovative 

food production technologies to space and here on 

Earth; and the NASA TechRise Student Challenge in 

partnership with the Flight Opportunities Program

We provided opportunities for small, highly innova-

tive companies and research institutions through 

the Small Business Innovation Research/Small 

Business Technology Transfer (SBIR/STTR) program

We created 123 post-Phase II opportunities, com-

pared to the targeted 45 opportunities, including 

44 Phase II-E awards, six Civilian Commercialization 

Readiness Pilot Program opportunities, seven 

Sequential Phase II awards, and 66 Phase III 

awards. These follow-on awards substantiate that

innovate technologies are being developed that are 

sought and resonate with other programs

To ensure that technologies developed for missions 

in exploration and discovery are broadly available 

to the public, and to maximize the benefit to the 

Nation, we set a new target this year to achieve 

at least 3,600 licenses and software usage agree-

ments through its Technology Transfer Program

We exceeded this goal by executing 178 patent 

licenses, 11 copyright licenses, and 5,025 new soft-

ware usage agreements

In order to develop a more thorough under-

standing of how NASA’s Early-Stage Innovations 

and Partnerships (ESIP) portfolio can improve 

and expand its Diversity, Equity, Inclusion, and 

Accessibility (DEIA) efforts, the Agency set a tar-

get for FY 2022 to complete an assessment of 

current data availability and limitations for ESIP 

DEIA benchmarking as well as the current process 

improvements in place to streamline existing data 

and collect missing data. This assessment was co-

pleted in FY 2022 and provides the ESIP portfolio a 

strong set of observations and recommendations 

for areas of improvement that can be used over 

the coming years to improve and expand its DEIA 

footprint
Strategic Goal 3

NASA’s FY 2024 Volume of Integrated Performance 88

 Innovate

3.1.2: Mature technology projects that offer significant improvement to existing solutions or enable new capabilities.

Percentage of planned key performance parameters* 

that met requirements.

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Requirements 60.0% met 60.0% met 60.0% 

Results 41.3%

Rating Yellow

*This program tracks dozens of key performance parameters every fiscal year. For example, the program is 

tracking 75 key performance parameters that plan to 

close during FY 2023. They include but are not limited to

the following:

• COLDArm COLDArm Actuator Min Operational 

Temp

• COLDArm Cold Motor Drivers Minimum Operating 

Temperature

• COLDArm Actuator Heater Energy

• Hopper-TP Excursion Data Downlinked (1)

• Hopper-TP Longest Flight Capability

• Hopper-TP PSR Survival Limits

• Hopper-TP Landing Capability (2)

• Hopper-TP Power Margin (3)

• PRIME-1 Regolith sample-depth resolution

• PRIME-1 Volatile species identification

• PRIME-1 Water detection accuracy for regolith

• TALOS Axial Propellant Operating Temp (C)

• TALOS Axial Minimum Impulse Bit (N-sec)

• TALOS Axial Thrust to Weight (ratio)

• TALOS ACS Thrust to Weight (ratio)

• TALOS ACS Propellant Operating Temp (C)

Lead Organization: Space Technology Mission 

Directorate (STMD)

FY 2022 Performance Progress

NASA did not achieve this Performance Goal 

target (i.e., 60 percent of planned key performance parameter (KPP) events) due to lower tha

expected appropriations levels resulting in project 

cancellations and testing delays, as well as a combination of project-specific development challenges 

and facility constraints which brought the rating 

for this Performance Goal to Yellow. However, the

KPPs’ thresholds that NASA met or exceeded during 

FY 2022 each represent technology advancement 

that may lead to entirely new mission approaches 

and provide solutions to national needs

We met KPPs in eight of its Game Changing 

Development projects such as Automated 

Reconfigurable Mission Adaptive Digital Assembly 

Systems (ARMADAS), Bulk Metallic Glass Gears 

(BMGG), and Deployable Composite Booms (DCB)

ARMADAS successfully completed a ground demonstration of an integrated system of three robots, 

structural materials, and autonomy to assemble a 

specified structure. 

STMD has continued its partnership with 

Commercial Lunar Payload Services (CLPS) providers, and has further matured eight technologies planned to launch with those partners in the 

coming years. One of the technologies planned

to launch in 2023 is Polar Resources Ice Mining 

Experiment-1 (PRIME-1). It will be the first in-situ 

resource utilization demonstration on the moon, 

and it will be the first time NASA will robotically 

sample and analyze for ice from below the surface

PRIME-1 is made up of two components which will 

be mounted to the CLPS lander – The Regolith and 

Ice Drill for Exploring New Terrain (TRIDENT) and 

the Mass Spectrometer observing lunar operations 

(MSolo). TRIDENT was developed via NASA’s SBIR

program by Honeybee Robotics in 2016. 

As part of our Safe and Precise Landing – 

Integrated Capabilities Evolution (SPLICE) technology maturation project, the Game Changing 

Development program made significant improvements on a previously demonstrated Navigation 

Doppler Lidar (NDL) technology. In 2017, NDL was 

commercialized through the Technology Transfer

program to Psionic, and in 2022 won the NASA 

Commercial Invention of the Year. It is also planned

to fly on two CLPS landers with Intuitive Machines 

and Astrobotic

While our Technology Maturation Portfolio made 

significant advancements on a variety of technology projects, we did face challenges in a number 

of projects that lead to a Yellow rating for this 

Performance Goal. For example, the Thruster for

the Advancement of Low-temperature Operation 

in Space (TALOS) project had five KPPs planned to 

complete in FY 2022, and all five were delayed due 

to facility testing constraints. Smartphone Video

Guidance Sensor (SVGS) was canceled as part of 

the FY 2022 budget shortfalls and had been scheduled to complete three KPPs. Spacecraft Oxygen
Strategic Goal 3

NASA’s FY 2024 Volume of Integrated Performance 89

 Innovate

Recovery had six planned KPPs to meet; four of 

them were delayed into FY 2023, and two of them 

did not meet the threshold due to technical challenges. Although these challenges caused a Yellow

rating for the year, we continued to make significant progress towards its goal of maturing technologies that will revolutionize space exploration
Strategic Goal 3

NASA’s FY 2024 Volume of Integrated Performance 90

 Innovate

3.1.3: Rapidly develop and demonstrate technologies for exploration, 

discovery, and the expansion of space commerce through partnership with 

U.S. industry and academia.

Number of technologies tested suborbitally or orbitally

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Technologies 

Tested 40 45 40

Results 48

Rating Green

Test of peer to peer navigation at the Moon by the Cislunar Autonomous Positioning System Technology Operations and Navigation Experiment (CAPSTONE) mission, 

circa Q2 FY 2023

Test of thirteen lunar gravity payloads on a Blue Origin 

New Shepard suborbital flight in FY 2023 (pending the 

Federal Aviation Administration (FAA) and Blue Origin 

return to flight activities).

Launch of the Starling small spacecraft mission and initiation of testing its multiple distributed system and autonomous operations technologies in late FY 2023 (pending 

finalization of launch provider schedule).

The Flight Opportunities program is currently tracking 46 

tentative suborbital flights. The actual timeline for those 

flights is dependent on each commercial flight provider’s 

schedule and typically varies significantly.

Lead Organization: Space Technology Mission 

Directorate (STMD) 

FY 2022 Performance Progress

NASA FY 2022 achievements included the testing 

of 48 technologies in suborbital and orbital environments by the Small Spacecraft Technology (SST) 

and Flight Opportunities (FO) programs, leading to 

a Green rating for this Performance Goal

The Cislunar Autonomous Positioning System 

Technology Operations and Navigation Experiment 

(CAPSTONE) mission launched on June 28, 2022

On November 13, 2022, the 12U CubeSat will 

enter a near-rectilinear halo orbit (NRHO) at the 

Moon to test navigation technologies and verify 

NRHO orbital dynamics. Two technologies have

already been demonstrated by this mission: Stellar 

Exploration Inc.’s hydrazine propulsion system,

the first of its type for CubeSat use, and Rocket 

Lab’s Interplanetary Photon stage that delivered 

CAPSTONE to trans-lunar injection

The TeraByte InfraRed Delivery (TBIRD) communications system was launched on May 25, 2022 on 

the Pathfinder Technology Demonstrator 3 mission. TBIRD demonstrated a 100 Gbps optical data 

downlink rate and is targeting 200 Gbps by late 

2022

The portfolio also supported suborbital flight 

testing for various applications, including in-space 

manufacturing, climate observation, sustaining 

human health in space, payload-return capabilities, 

and small spacecraft systems

The three winners of the inaugural NASA TechLeap 

Prize used high-altitude balloon flights with 

Aerostar to test small spacecraft technologies for 

autonomous detection and tracking of transient 

events on Earth and beyond. The portfolio also

partnered with NASA’s Small Business Innovation 

Research (SBIR) program to test methods for 3D 

printing of electronics in microgravity

Several technologies secured additional testing or 

mission infusion based on suborbital test results

Carthage College’s Modal Propellant Gauging, 

tested on parabolic flights from Zero Gravity 

Corporation (Zero-G) and suborbital rocket flights 

with Blue Origin, has been adopted by Airbus for its 

zero-emission commercial passenger jet program 

and Intuitive Machines in its Nova-C lunar lander 

test articles. Space Fibers 3 from FOMS, Inc. an

the Orbital Fiber Optic Production Module from 

Mercury Systems used flight tests with Zero-G to 

prepare for demonstrations of on-demand, automated optical fiber manufacturing aboard the 

International Space Station
Strategic Goal 3

NASA’s FY 2024 Volume of Integrated Performance 91

 Innovate

3.1.4: Demonstrate new technologies and cross-cutting capabilities that are 

of direct interest and use to NASA missions, as well as the commercial space 

sector.

Major milestones (e.g., key decision points, major reviews, and technology demonstrations) complet

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target 7 8 6

Results 8

Rating Green

This program tracks numerous development milestones 

every fiscal year. For example, milestones below include 

but are not limited to the following for FY 2023:

• Low-Earth Orbit Flight Test of an Inflatable Decelerator

(LOFTID) Launch Readiness Date (LRD)

• On-orbit Servicing, Assembly, and Manufacturing (OSAM)-

1 servicing payload integration start 

• ULA 2020 Tipping Point Preliminary Design Review (PDR)

• Radio Frequency Mass Gauge (RFMG) launch on Commercial Lunar Payload Services (CLPS)

• SpaceX 2020 Tipping Point demonstration

• OSAM-1 spacecraft delivery to Goddard Space Flight 

Center

• Solar Electric Propulsion (SEP) Key Decision Point (KDP)-D

• Mars Oxygen In-Situ Resource Utilization Experiment 

(MOXIE) operations complete

• Cryogenic Fluid Management (CFM) annual assessment 

review

• Eta Space Tipping Point payload delivery to spacecraft 

integration)

• Fission Surface Power Phase I Interim Reviews

Lead Organization: Space Technology Mission 

Directorate (STMD) 

FY 2022 Performance Progress

During FY 2022, NASA had several impactful successes in its technology demonstration portfolio, 

and met eight major milestones in Technology 

Demonstration Missions (TDM), exceeding the 

targeted seven leading to a Green rating for this 

Performance Goal

TDM’s On-Orbit Servicing and Manufacturing 1 

(OSAM-1), OSAM-2, and Solar Electric Propulsion 

(SEP) projects all completed their Critical Design 

Reviews (CDR), crucial steps in the lead-up to 

planned launches in 2026, 2024, and 2024, respectively. The first Annual Assessment Review (AAR) of 

the Cryogenic Fluids Management (CFM) Portfolio 

Project was completed in FY 2022, as well as 

successfully completing several important design 

milestones for the CFM Tipping Points. This review

included presentations of performance against 

technical, schedule, financial, and programmatic 

baselines, and an assessment by an Independent 

Review Team

In our nuclear portfolio, both the Fission Surface 

Power (FSP) and Space Nuclear Propulsion (SNP) 

successfully completed their annual technical 

assessment reviews conducted by independent 

review boards. Both projects implemented project

activities which address the findings and recommendations of their respective boards. Additionally,

SNP also completed the Phase I industry contracts 

for the design of a Nuclear Thermal Propulsion 

(NTP) reactor and have entered into an extension 

of those efforts to include testing of key high-temperature components to demonstrate feasible 

operation. The FSP project also implemented their

Phase I industry contracts for the design of an integrated FSP system

In FY 2022, Low Earth Orbit Flight Test of an 

Inflatable Decelerator (LOFTID) completed its PreShip Review (PSR), Mission Readiness Review (MRR), 

and KDP-E in preparation for its November 2022 

launch. The LOFTID technology demonstration is

poised to transform the way NASA and industry 

deliver substantial payloads to planetary destinations with atmospheres in support of human 

exploration and commercial applications from low 

Earth orbit

The TDM Laser Communications Relay 

Demonstration (LCRD), a relay satellite that utilizes 

optical communications to send data to Earth with 

data rates 10 to 100 times better than current radio 

systems, revolutionizing the way NASA communicates with spacecraft, passed its KDP-E. It launched

as a hosted payload aboard a Department of 

Defense (DOD) Space Test Program Satellite-6 (STP 

Sat-6) by an Atlas V rocket on December 7, 2021. In 

the first few month of operations on-orbit, LCRD 

successfully completed its power-on and checkout 

activities, and established optical communications 
Strategic Goal 3

NASA’s FY 2024 Volume of Integrated Performance 92

 Innovate

between both optical ground stations. In May, LCRD

successfully transitioned as per originally planned 

to being managed by NASA’s Space Operations 

Mission Directorate and will be utilized with communications payloads on the Inernational Space 

Station

Left: Preparations for Joint 

Polar Satelite System-2 (JPSS2) and LOFTID continue with a 

fit check of the payload fairing 

inside an Astrotech high bay at 

Vandenberg Space Force Base. 

Image Credit: NASA Images
Strategic Goal 3

NASA’s FY 2024 Volume of Integrated Performance 93

 Innovate

3.1.5: Ensure American global leadership in space technology innovations 

through increased partnering with industry, broadening the base of innovation, and demonstrating key lunar surface and deep space technologies. 

(Agency Priority Goal)

1 In October 2020, NASA selected the projects discussed here as part of our fifth competitive Tipping Point solicitation. Our 

goal is to partner with industry to build mission-ready technologies and capabilities to support sustainable presence on the Moon and 

future human missions to Mars

Critical activities completed

Execution Planned 

Fiscal Year 

FY 2022 

Agency Priority 

Goal

FY 2023 FY 2024

Activities 4 4 TBD

Results 3

Rating Yellow

This two-year Performance Goal/Agency Priority Goal 

will be completed on September 30, 2023. NASA may

develop a follow-on Space Technology Leadership goal 

for the FY 2024-2025 Agency Priority Goal cycle. If so, the

goal statement, annual target, and supporting critical 

milestones for FY 2024 and FY 2025 will be identified for 

inclusion in the FY 2024-2025 Agency Performance Plan

Critical activities for FY 2022

1. Final assembly of the Cislunar Autonomou

Positioning System Technology Operations and 

Navigation Experiment (CAPSTONE) spacecraft in 

preparation for pre-shipment testing

2. Complete Solar Electric Propulsion (SEP) Critica

Design Review (CDR)

3. Deliver the Polar Resources Ice Mining Experimen

(PRIME)-1 to Intuitive Machines for integration with 

their Commercial Lunar Payload Services (CLPS) 

lander, in preparation for their mission

4. Complete 3 early design milestones for Cryogeni

Fluid Management (CFM) Tipping Point projects

Critical activities for FY 2023

1. Transition 3 SBIR/STTR sequentials planned to b

completed in CY 2022 to stakeholder programs for 

planned follow-on use/development and integration 

into future systems and demonstrations

2. Deliver the LTE Proximity Communications Tippin

Point with Nokia to Intuitive Machines for integration 

to their CLPS Lander

3. Complete Environmental Testing for the Cooperativ

Autonomous Distributed Robotic Explorers (CADRE)

4. Initiate primary mission operations of the Dee

Space Optical Communications (DSOC)

Critical activities for FY 2024

To be developed for FY 2024-2025 APG

Lead Organization: Space Technology Mission 

Directorate (STMD) 

FY 2022 Performance Progress

NASA completed three of the four milestones for FY 

2022, leading to a Green Performance Goal rating

We delayed delivery of PRIME-1—designed to robotically sample and analyze ice from below the lunar 

surface—to Intuitive Machines for integration with 

their CLPS mission until early FY 2023

NASA completed assembly of the CAPSTONE

spacecraft in preparation for pre-shipment testing

CAPSTONE will be a pathfinder for Gateway, validating innovative navigation technologies and verifying 

the dynamics of a unique, elliptical lunar orbit. 

NASA completed the Critical Design Review for SEP 

on March 8-10. The project is developing critical 

technologies—advanced solar arrays, high-power 

Hall thrusters, and others—to extend the length 

and capabilities of new exploration and science 

missions. The CDR determined that the project

design was appropriately mature and able to meet 

mission requirements with acceptable risk based 

on the cost, schedule, and technical commitments 

established during the project’s Key Decision Point 

(KDP)-C review. With CDR completed, SEP entered

the final design and fabrication phase. 

Throughout FY 2022, NASA completed three early 

design milestones for CFM Tipping Point projects1: 

the Technical Design Review for SpaceX’s project on 

November 18, 2021; the Preliminary Design Review 

for Eta Space’s project on February 23, 2022; and 

the Systems Readiness Review for the United 

Launch Alliance on March 21.
NASA’s FY 2024 Volume of Integrated Performance 94

 Innovate

LEAD OFFICE

Aeronautics Research Mission Directorate (ARMD)

GOAL LEADER

William Harrison, Portfolio Analysis & Management Office, 

Director, ARMD

Budget

FY $M

Op Plan 2022 $880.7

Enacted 2023 $935.0

Requested 2024 $995.8

Outyear

2025 $1,015.7

2026 $1,036.0

2027 $1,056.7

2028 $1,077.8

Air is a primary mechanism for physically connecting countries across the world, air transportation is an integral part of today’s U.S. and globa

economies. Aviation enables U.S. enterprises 

operate on a global scale, providing safe, highspeed transport of people and goods. It accounts

for around $1.8 trillion of U.S. economic activity 

each year and generates a positive trade balance 

of $78 billion in 2019. The aviation industry also 

supports nearly 11 million direct and indirect jobs, 

including more than one million high-quality manufacturing jobs. Twenty-five million tons of freight 

were moved worldwide by U.S. air carriers in 2021. 

Our mission is to serve the future needs of civil 

aviation by conducting research into and developing solutions for the problems of flight. 

We organize our aeronautics research portfolio 

around six Strategic Thrusts, which represent 

our prioritization of aeronautics objectives in 

response to three identified mega-drivers—Global 

Growth in Demand for High-Speed Mobility; 

Strategic Objective 3.2

Drive efficient and sustainable aviation.

Below: Researchers carry an small unmanned aerial system, or sUAS, out to the launch area of the City Environment Range Testing for Autonomous 

Integrated Navigation (CERTAIN). CERTAIN allows different research teams to fly various autonomous vehicles for a variety of autonomous system testing. 

Image Credit: NASA Images
Strategic Goal 3

NASA’s FY 2024 Volume of Integrated Performance 95

 Innovate

Affordability, Sustainability and Energy Use; 

Technology Convergence—and feedback from the 

aviation community. The six Strategic Thrusts and

the future state they would yield when the aviation 

community applies our results into their operations 

are: 

1) Safe, Efficient Growth in Global Operations: 

Achieve safe, scalable, routine high tempo airspace 

access for all users

2) Innovation in Commercial High-Speed Aircraft: 

Achieve practical, affordable, environmentally 

friendly commercial high-speed air transport

3) Ultra-Efficient Subsonic Transports: Realize revolutionary improvements in economics and environmental performance for subsonic transports with 

opportunities to transition to alternative propulsion 

and energy 

4) Safe, Quiet, and Affordable Vertical Lift Air 

Vehicles: Realize extensive use of vertical lift vehicles for transportation and services including new 

missions and markets

5) In-Time System-Wide Safety Assurance: Predict, 

detect and mitigate emerging safety risks throughout aviation systems and operations

6) Assured Autonomy for Aviation Transformation: 

Safely implement autonomy in aviation applications

ARMD focuses on high—impact research investments. Major technology emphases include electrified aircraft propulsion using non-carbon-based

fuels, supersonic flight over land, automation and 

autonomy, fostering new aviation applications in 

Advanced Air Mobility, and fundamental research 

involving high-speed flight. 

NASA Strategic Review awarded this Strategic 

Objective a Satisfactory rating for FY 2022. The

majority of our FY 2022 success measures, which 

are used to determine near-, mid-, and long-term 

progress on our strategy, are on track for successful on-time and on-budget completion. However,

as of the end of FY22, the first flight of the X-59 low 

boom flight demonstrator aircraft was anticipated 

to occur between February 2023 and May 2023. As

of January 2023, current projections are between 

August 2023 and January 2024 due to delayed 

completion of wiring and continuity checks. The

path to first flight is continuing to be evaluated and 

updates are anticipated in the third quarter of FY 

2023

We continue to hold the Key Decision Point (KDP) 

reviews prescribed by NASA Project Management 

standards for our flight and research and technology projects. Results of KDP reviews are documented in decision memoranda and ARMD project

plans
Strategic Goal 3

NASA’s FY 2024 Volume of Integrated Performance 96

 Innovate

3.2.1: Develop solutions that will enable the integration of a diverse range of 

non-traditional vehicles and operations into the National Airspace System by 

means of a scalable, service-oriented architecture.

Supporting development activities completed

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Activities 2 1 1

Results 1

Rating Yellow

Development milestones for FY 2022

1. Develop a community-supported Sky for All Vision o

the future aviation system

2. Conduct National Campaign-1 (NC-1) and demonstrate operational scenarios with industry partner

across vehicle, airspace, and infrastructure to inform 

requirements for a UAM Maturity Level-1 (UML-1) 

system

Performance activities for FY 2023

1. Research, develop, test, and evaluate a UAM arriva

departure scheduler

Performance activities for FY 2024

1. Evaluation of Cooperative Operating Practices fo

intent sharing in Upper Class E airspace

Lead Organization: Aeronautics Research Mission 

Directorate (ARMD) 

FY 2022 Performance Progress

NASA partially achieved the FY 2022 milestones for 

this Performance Goal leading to a Yellow rating. The “Sky for All” team successfully developed

a community supported vision which included 

community inputs through webinars, workshops, 

and other events, which reinforced and supplemented the web portal stakeholder engagement

Throughout this process, “Sky for All” achieved a 

significant amount of community engagement as a 

total of 2,335 web portal visitors were recorded

The National Campaign (NC-1) completed all 

required work to support expected testing during 

this time. However, the availability of external partner flight test resources, partner flight test safety

reviews, or unexpected partner safety-related 

incidents drove some delays in conducting the 

flight tests. In addition, one of the major partners, 

Joby, suffered hull-loss of their test vehicle. Given 

the high-risk, cutting-edge nature of technology 

development in this emergent aviation area, the 

availability of vehicles for flight trials is a high-risk 

endeavor

With the completion of data collection in 

NC-Developmental Testing in September of 2021 

and complicated by the loss of Joby’s prototype 

vehicle, NASA decided that the collaboration with 

Joby would involve data collection using their 

proprietary flight simulator. This was successfully 

conducted in mid-September 2022. The test team

completed more than three scenarios encompassing multiple phases of flight (departure, enroute, 

and arrival) as well as multiple missed approach 

scenarios. Multiple pilots flew these scenarios, and 

all test points were completed with corresponding 

data collected. We will transfer the data to the FAA

and it will be used to define requirements for flight 

procedures for Urban Air Mobility (UAM) aircraft

The remaining flight tests with the other partners 

will be completed in FY 2023
Strategic Goal 3

NASA’s FY 2024 Volume of Integrated Performance 97

 Innovate

3.2.2: Demonstrate the ability to reduce the perceived loudness of sonic booms and enable future industry innovation in commercial supersonic 

aircraft.

Development milestone(s) completed

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target 2 1 3

Results 1

Rating Yellow

Development milestone for FY 2022

1. First flight of the Low Boom Flight Demonstrato

(LBFD) aircraft

2. Deliver a validated F-15-based test capability tha

enables in-flight Schlieren images of the LBFD shock 

structure

Performance activities FY 2023

1. F -15 platform ready to support X-59 high altitud

and high-speed flights.

Performance activities FY 2024

1. Sytem Acceptance Review for the X-59 aircra

2. Mobile Operations Facility for Quest Mission Phas

III Community Response Testing is complete, tested, 

and ready to deploy to community response test 

locations in CONUS

3. X-59 aircraft acoustic signature validation data collected. Acoustic prediction tools validated. Plans 

community testing complete. Technical readiness to

move forward with initial non-deployed community 

response test

Lead Organization: Aeronautics Research Mission 

Directorate (ARMD) 

FY 2022 Performance Progress

NASA partially achieved the FY 2022 milestones for 

this Performance Goal leading to a Yellow rating

The annual performance milestone of first flight 

of the Low Boom Flight Demonstrator aircraft was 

anticipated to be complete between February and 

May 2023; however, as of January 2023, current 

projections for the first flight are between August 

2023 and January 2024 due to delays in completion 

of wiring installations and continuity tests. The

path to first flight is continuing to be evaluated and 

updates are anticipated in the third quarter of FY 

2023

Contractor performance delays resulted in a slip of 

the X-59 aircraft milestone to ship the aircraft from 

Lockheed Martin Palmdale to Lockheed Martin Fort 

Worth for structural proof loads and fuel systems 

calibration testing. These tests were successfully

completed, and the X-59 aircraft returned to 

Lockheed Martin Palmdale in April 2022. To meet

the end-of-year ship date, many System Checkouts 

(SCOs) were delayed until return to Palmdale

These delays have rippled through the schedule 

for remaining activities required before the Flight 

Readiness Review (FRR) and first flight. Despite 

these challenges, significant progress was made at 

the end of FY 2022 toward powered-on SCOs

NASA mitigation actions included teaming with the 

prime contractor to assist with some design and 

testing tasks, negotiating cost sharing features in 

the contract, supporting replanning with more realistic assumptions, providing NASA experts on-site, 

and continued NASA executive-level engagement 

with prime contractor counterparts

In FY 2022, NASA made great progress on the 

in-flight Schlieren measurement capability required 

to validate the total aircraft shock wave structure 

of the X-59 supporting the Quesst Mission. The

validated F-15 based test capability that enables 

in-flight Schlieren images of the X-59 shock wave 

structure was on track to support X-59 flight operations. NASA developed a system called the Airborne

Location Integrating Geospatial Inertial Navigation 

Systems (ALIGNS) to enable in-flight Schlieren imaging and developed the ASPS Airborne Schlieren 

Photography System (ASPS2) to observe the shock 

structure under and around the X-59 aircraft. In FY

2022, NASA completed three ALIGNS/ASPS2 flights.
Strategic Goal 3

NASA’s FY 2024 Volume of Integrated Performance 98

 Innovate

Below: Before NASA’s quiet supersonic X-59 aircraft can take to the skies, 

plenty of testing needs to happen to ensure a safe first flight. One part of this 

safety check is to analyze data collected for the X-59’s flight control system 

through low-speed wind tunnel tests.The X-59 is central to NASA’s Quesst mission to expand supersonic flight and provide regulators with data to help change 

existing national and international aviation rules that ban commercial supersonic 

flight over land. The aircraft is designed to produce a gentle thump instead of 

a sonic boom. A technician works on the X-59 model during testing in the lowspeed wind tunnel, in February of 2022. Image Credit: Lockheed Martin
Strategic Goal 3

NASA’s FY 2024 Volume of Integrated Performance 99

 Innovate

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. [Completion = End 

of FY 2023]

Supporting development activities completed

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target 

Activities 5 5 N/A

Results 3

Rating Yellow

Performance activities for FY 2022

1. Establish feasibility for megawatt, kilovolt fault management devices for electrified aircraft propulsio

(Technology Readiness Level [TRL]-4)

2. Design and fabricate a semi-span model of a

advanced Transonic Truss Braced Wing (TTBW) 

configuration, conduct a wind tunnel test to further 

investigate the buffet boundary of the configuration, 

and compare experimental results with the computational predictions of structural response and buffet 

boundary to improve (or calibrate) methods for this 

non-traditional wing architecture

3. Complete screening of materials and manufacturin

technologies to be considered under the High-rate 

Composite Aircraft Manufacturing (HiCAM) effort; 

requirements definition for a full-scale, component-level test article; and evaluate high-rate materials and manufacturing concepts at the coupon and 

element levels

4. Preliminary design complete for at least one integrated, 1MW class electric powertrain flight demonstrati

5. Complete X-57 Mod II flight campaign and releas

performance analysis

Performance activities for FY 2023

1. Design, build, test, evaluate a suite of electrified aircraft propulsion (EAP) components to TRL-6 that ar

relevant for demonstrators and small EAP aircraft

2. Design, build, and evaluate a suite of novel manufacturing technologies to TRL-4 that are relevant fo

high-rate, lightweight metallic fuselage manufacturing

3. Critical Design Review (CDR) complete of at leas

one integrated, 1MW class electric powertrain flight 

demonstration

4. Award of the Funded Space Act Agreement (FSAA

for the SFD aircraft design, development, and flight 

tests

5. Develop and flight test a mission-controlle

deployable and retractable Shape Memory Alloy 

Reconfigurable Technology-Vortex Generator 

(SMART-VG) “2nd Generation” system that demonstrates drag reduction and commensurate fuel 

savings and economic benefits on a commercial 

transport-class aircraft

Performance activities for FY 2024

 N/A

Lead Organization: Aeronautics Research Mission 

Directorate (ARMD) 

FY 2022 Performance Progress

NASA partially achieved the FY 2022 milestones for 

this Performance Goal leading to a Yellow rating

NASA completed three performance milestones, 

while two milestones are behind their planned 

schedule

In FY 2022, we established the feasibility for megawatt, kilovolt fault management devices for electrified aircraft propulsion, at TRL-4. The objective was 

to design, build, and test breadboard circuit interrupters that meet established key performance 

parameters (KPPs)

We also designed and fabricated a semi-span 

model of an advanced Transonic Truss Braced Wing 

(TTBW) configuration, conducted a wind tunnel 

test to further investigate the buffet boundary of 

the configuration, and compared the experimental 

results with the computational predictions of structural response and buffet boundary to improve 

(or calibrate) methods for this non-traditional wing 

architecture

We also completed formulation of the Hi-Rate 

Composite Airframe Manufacturing (HiCAM) 

Project, with a goal to enable widespread use of 

composite materials in next generation transport 

vehicles to reduce weight and support advanced 

configurations yielding economic and environmental benefit. 

The Electric Powertrain Flight Demonstrator (EPFD) 

project successfully completed the General Electric 

Preliminary Design Review on September 1, 2022, 
Strategic Goal 3

NASA’s FY 2024 Volume of Integrated Performance 100

 Innovate

and no major concerns were identified. NASA rated 

this activity Yellow because the planned schedule 

was to complete at least one Preliminary Design 

Review of one integrated, 1MW class electric powertrain flight demonstration during the third quarter 

of FY 2022

The X-57 Maxwell Mod II Flight Campaign did not 

complete in FY 2022 therefore NASA rated this 

activity as red. Despite this, the X-57 has made

significant progress in identifying and resolving 

technical challenges as a pathfinder for designing, 

integrating, and testing electric propulsion aircraft

As of the end of FY 2022, NASA was projecting the 

first flight to occur in December 2022 however, due 

to resolving cruise motor design challenges, the 

first flight is now anticipated to occur in the fourth 

quarter of FY 2023 with the release of performance 

analysis following. The path to first flight continues 

to be evaluated and updates are anticipated in the 

third quarter of FY 2023.

Below: With 14 electric motors turning propellers and all of them integrated into a 

uniquely-designed wing, NASA will test new propulsion technology using an experimental airplane now designated the X-57 and nicknamed “Maxwell.” This artist’s concept of the X-57 shows the plane’s specially designed wing and 14 electric motors. 

NASA Aeronautics researchers will use the Maxwell to demonstrate that electric propulsion can make planes quieter, more efficient and more environmentally friendly. 

NASA’s aeronautical innovators hope to validate the idea that distributing electric 

power across a number of motors integrated with an aircraft in this way will result in 

a five-time reduction in the energy required for a private plane to cruise at 175 mph. 

Image Credit: NASA Langley/Advanced Concepts Lab, AMA, Inc. 

3.2.3: Advance airframe and engine technologies to enable the development 

of future generations of ultra-efficient air vehicles that minimize environmental impact and accelerate towards net-zero carbon emissions including opportunities to transition to alternative propulsion and energy. [New in FY 2024]

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target 

Activities N/A N/A 4

Results 

Performance activities for FY 2024

1. Develop, test, and apply a model-based systems analysis & engineering (MBSA&E) framework for integrated

multi-fidelity vehicle concept design optimization and 

technology assessments

2. Advance maturity and confidence in transonic trussbraced wing (TTBW) configuration fuel burn benefi

3. Design, build, test, evaluate a suite of composite manufacturing technologies at technical and manufacturin

readiness level of 4 (TRL/MRL 4) that are relevant to 

high-rate, low-cost manufacturing of lightweight large 

composite airframe structures

4. Successful completion of the Sustainable Fligh

Demonstrator Preliminary Design Review (PDR)
Strategic Goal 3

NASA’s FY 2024 Volume of Integrated Performance 101

 Innovate

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. [Completion = End of FY 2023]

Annual performance activities completed

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Activities 1 1 N/A

Results 1

Rating Green

Development milestone for FY 2022

1. Assessment of Urban Air Mobility vehicle nois

operating in realistic trajectories with a second 

generation (Gen-2) noise-power-distance database 

that includes loading, thickness, and broadband selfnoise for a mix of vehicles

Performance activities for FY 2023

1. Conduct a workshop open to US industry to foste

transition and provide training for best-practice 

use of NASA-developed toolchain for Advanced Air 

Mobility (AAM) and Urban Air Mobility (UAM) aeromechanics and acoustic analysis

Lead Organization: Aeronautics Research Mission 

Directorate (ARMD) 

FY 2022 Performance Progress

In FY 2022, NASA fully achieved this Performance 

Goal by developing the ability to use FAA’s Aviation 

Environmental Design Tool (AEDT) to generate 

noise footprints for UAM vehicle fleets consisting 

of two different aircraft over multiple flight trajectories leading to a Green rating. This is done

while incorporating loading, thickness, and broadband self-noise sources from the vehicle rotors to 

generate acoustic footprint predictions over the 

area of operations. The route structure and high

volume of operations allowed an in-depth assessment of noise exposure in the vicinity of vertiports

Differences in noise exposure for different fleet 

mixes were traceable to differences in source 

noise. It should be noted that the assessments are

not indicative of what the noise exposure will be for 

any particular future scenario but demonstrate the 

capability that NASA has developed to assess the 

noise impact of this general class of vehicles

The main results were documented in the publication “Second-Generation Uam Community Noise 

Assessment Using The Faa Aviation Environmental 

Design Tool,” by S.A. Rizzi and M. Rafaelof presented at the American Institute of Aeronautics a

Astronautics (AIAA) SciTech Forum, San Diego, CA, 

January 2022

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, including electric vehicle propulsion systems. [New in FY 

2024].

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Activities N/A N/A 1

Results 

Rating

Performance activities for FY 2024

1. Apply and document reliability prediction for high reliability motor conce
Strategic Goal 3

NASA’s FY 2024 Volume of Integrated Performance 102

 Innovate

3.2.5: Define and demonstrate solutions that predict, identify, and mitigate 

emerging safety risks and address the national need to safely transform the 

National Airspace System.

Supporting development activities completed

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Activities 1 of 1 1 of 1 1 of 1

Results 1

Rating Green

Development milestones for FY 2022

1. Complete simulations and flight tests of automate

in-time safety/risk assessment with alternate proactive and responsive mitigation methods

Performance activities for FY 2023

1. Analyze aircraft data and make recommendation

for applying NASA’s developed monitoring, assessment, and mitigation techniques to future aviation 

operations

Performance activities for FY 2024

1. Complete final testing and provide summary findings and recommendations to external stakeholder

on implementation of In-Time System-Wide Safety 

Assurance data architecture to achieve required 

assurance levels

Lead Organization: Aeronautics Research Mission 

Directorate (ARMD) 

FY 2022 Performance Progress

NASA made significant progress advancing this 

Performance Goal in FY 2022 leading to a Green 

rating. In-time risk assessment, anomaly detection,

and precursor identification algorithms have been 

developed that provide for assessment across five 

hazards and may be used during pre-flight planning or in-flight. 

The specific hazards addressed are related to battery/power conditions, flight over people, navigation systems, communications systems (i.e., los

link), geo-spatial constraints, and wind. Proactive

mitigation methods support both semi-autonomous (supervisory) and fully autonomous (auto-pilot based) flight. The latter is implemented using 

run-time assurance principles that help to provide 

deterministic behavior when or if risk exceeds 

acceptable thresholds. Initial simulations and flight 

tests have been completed using small, unmanned 

aircraft systems (UAS)

Simulation and flight tests were completed to 

meet requirements for software assurance (i.e., 

NASA classification standards) and to evaluate the 

algorithms operating open-loop for two use-cases

Subsequent tests will demonstrate the methods 

across additional use-cases and conditions while 

engaging automated risk mitigation functions. At

the June AIAA Aviation Forum 2022, NASA presented 12 research papers describing progress by 

the team and its partners

The System Wide Safety (SWS) Project successfully 

worked with other projects within the Airspace 

Operations and Safety Program by incorporating research requirements into SWS flight tests 

through use of their routes and vertiport placements into the SWS flight scenarios. SWS also 

tested a Dynamic Density safety metric by collecting data by interfacing with a prototype urban air 

mobility airspace system. NASA is analyzing the

data that was collected during these tests
Strategic Goal 3

NASA’s FY 2024 Volume of Integrated Performance 103

 Innovate

3.2.6: Contribute toward the safe introduction of on-demand Urban Air 

Mobility (UAM) and other emerging operations by developing, applying, 

demonstrating, and validating advanced autonomy and automation technologies and providing methods or research results that support certification of 

autonomous systems.

Supporting development activities completed

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target 3 3 3

Results 3

Rating Green

Performance activities for FY 2022

1. Enable informed investment decisions for futur

development of increasingly automated vehicles and 

airspace operations

2. Delivery of draft evidence and recommendation

for the robustness of failover plans; and the use of 

run-time monitoring to the FAA, Unmanned Aircraft 

Safety Team, and Flight Safety Foundation that can 

be used in regulatory guidance to industry and in 

standards committees

3. Demonstration through flight testing of automate

aircraft vertiport operations using operational scenarios

Performance activities for FY 2023

1. Develop a prototype Digital Information Platfor

that will improve access to aviation data critical for 

the development of machine learning and artificial 

intelligence services that can improve the sustainability of aviation operations

2. Demonstrate algorithms for checking safety standards for systems relying on untrusted component

for autonomous surface operations and autonomous drone flight operations.

3. Demonstrate automated aircraft vertiport operation

using operational scenarios through the Scalable 

Autonomous Operations simulation and flight test 

execution

Performance activities for FY 2024

1. Demonstrate an airspace service that applie

machine learning to improve the sustainability of 

aviation operations

2. Delivery of final evidence and recommendations fo

the FAA, UAST, and Flight Safety Foundation on a 

process for certification of learning-enabled components in aerospace systems

3. Demonstrate automated integrated aircraft/airspace operations using operational scenarios in th

Integrated Automation Systems-1 (IAS-1) flight test.

Lead Organization: Aeronautics Research Mission 

Directorate (ARMD) 

FY 2022 Performance Progress

NASA made significant progress advancing this 

Performance Goal in FY 2022 leading to a Green 

rating. In support of enabling informed investment

decisions for future development of increasingly 

automated vehicles and airspace operations, NASA 

conducted simulations and assessments of increasingly autonomous operations to identify airspace 

integration challenges and potential solutions to 

those challenges. We also completed a systems

assessment of increasingly autonomous operations to identify airspace integration challenges 

and potential solutions to those challenges. This

included both infrastructure and traffic levels at 

regional airports. Airspace integration use cases

were completed and used to identify community-informed airspace integration challenges and gaps

This led to the completion of a concept description 

document in September, which included airspace 

integration challenges and potential procedural 

and technological solutions that can help enable 

airspace integration of increasingly autonomous 

operations

In support of the delivery of draft evidence and recommendations for the robustness of failover plans 

and the use of run-time monitoring to the FAA, the 

Unmanned Aircraft Safety Team and Flight Safety 

Foundation delivered a report summarizing all of 

NASA’s findings to the FAA System Wide Safety 

(SWS) Research Transition Team and to the Flight 

Safety Foundation in September for their review 

and comment. This information can be used in regulatory guidance to industry and in standards committees. Lastly, a flight test using automated small

Unmanned Aircraft Systems (sUAS) flying nominal 

and at least two off-nominal approach and landing 

operational scenarios was successfully conducted 

in April. Analysis of the data is complete and being

prepared for publication
ADVANCE

Above: John Inness, front left, leads the North Carolina State University team to the launch pad during NASA’s 2016 Student Launch Challenge. Inness 

applied his six years of experience competing in Student Launch toward becoming a full-time employee at NASA’s Marshall Space Flight Center in Huntsville, 

Alabama. He currently works as a Guidance, Navigation, and Controls (GNC) engineer, supporting many NASA projects such as the Space Launch System 

(SLS) rocket, Solar Cruiser, Smartphone Video Guidance Sensor, and more. Image Credit: NASA Images

Below: Students from California State University, Long Beach, prepare to compete in the 2019 Student Launch. Image Credit: NASA Images

Strategic Goal 4

Enhance capabilities and operations to 

catalyze current and future mission success.
Strategic Goal 4

NASA’s FY 2024 Volume of Integrated Performance 105

 Advance

Strategic 

Objective 

Performance 

Goal Description Rating

4.1

Attract and develop a talented and diverse workforce.

4.1.1 Improve diversity in the Agency’s overall civil service workforce composition and occupations 

and across employee lifecycles. Gree

4.1.2 Decrease overall Agency time to hire. Gree

4.2

Transform mission support capabilities for the next era of aerospace.

4.2.1 Minimize the number and severity of employee injuries and illnesses to support the next era 

of aerospace. Gree

4.2.2 Reduce damage to NASA assets (excluding launched flight hardware). R

4.2.3 Ensure the health and safety of NASA astronauts and pilots. Gr

4.2.4 Safeguard NASA’s information resources through critical enhancements to confidentiality

integrity, and availability. Gree

4.2.5 Maximize the availability of the Space Environment Testing Management Office (SETMO) portfolio of assets to meet NASA’s current and future test facility needs. Gr

4.2.6 Demolish or eliminate obsolete/unneeded facilities to reduce the Agency’s infrastructur

footprint. Gree

4.2.7 Improve NASA’s ability to operate facilities sustainably and reduce overall resource demands. Yel

4.2.8 Demonstrate increased facility reliability for current and future mission needs through investments in preventative maintenance that reduce unscheduled maintenance. Gr

4.3

Build the next generation of explorers.

4.3.1 Create unique opportunities for a diverse set of students to contribute to NASA’s work in 

exploration and discovery. Gree

4.3.2 Build a diverse future STEM workforce by engaging students in authentic learning experience

with NASA’s people, content, and facilities. Gree

4.3.3 Attract diverse groups of students to STEM through learning opportunities that spark interes

and provide connections to NASA’s mission and work. Gree

4.3.4 Promote equal opportunity compliance and encourage best practices among NASA gran

recipient institutions to ensure that grantees are providing equal opportunity regardless of 

race, color, national origin, sex (including pregnancy, sexual orientation, gender identity), age, 

or disability

Green

FY 2022 Performance Goals and Ratings Supporting Strategic Goal 4

Organized by Strategic Objective
NASA’s FY 2024 Volume of Integrated Performance 106

 Advance

LEAD OFFICE

Mission Support Directorate (MSD) and the Office of 

Diversity and Equal Opportunity (ODEO)

GOAL LEADER

Robert Gibbs, Associate Administrator, MSD

Budget

FY $M

Op Plan 2022 $99.3

Enacted 2023 $104.8

Requested 2024 $111.7

Outyear

2025 $113.6

2026 $115.8

2027 $118.1

2028 $120.4

NASA strategy for this Objective is two-fold: (1) to 

equip the Agency for mission success by supporting mission workforce planning, acquiring top 

talent quickly, enhancing how people work, and 

growing employees and leaders and (2) advancing diversity, equity, inclusion, and Accessibility 

(DEIA) in the NASA workforce. We are identifying

and removing barriers to DEIA through implementation of the NASA DEIA Strategic Plan, which is 

focused on improving DEIA outcomes, including 

strategic integration into the NASA Mission. NASA

determined at the FY 2022 Strategic Review that 

this Strategic Objective was Satisfactory

In FY 2022, our Office of the Human Capital 

Officer allocated 20 percent of the awards budget 

for Special Act Awards, to recognize and award 

employees in a timely fashion versus only providing awards during the annual performance 

management process. This change required 

communication and collaboration with several stakeholder groups, including our unions

Strategic Objective 4.1

Attract and develop a talented and diverse workforce.

Below: Members of the Artemis I launch team monitor data at their consoles inside Firing Room 1 of the Rocco A. Petrone Launch Control Center at NASA’s 

Kennedy Space Center in Florida during a cryogenic propellant tanking demonstration on September 21, 2022. Image Credit: NASA Images
Strategic Goal 4

NASA’s FY 2024 Volume of Integrated Performance 107

 Advance

Those activities were concluded late in FY 2022, 

therefore, the 20 percent utilization for Space Act 

Agreements in FY 2022 was made a soft target, 

with full implementation beginning in FY 2023

In FY 2022, we implemented a communications 

campaign to educate hiring managers on the 

benefits of utilizing existing certificates to save 

time in filling vacant positions, as well as strengthened and emphasized the Agency-wide direct hire 

announcement process. This process provides hiring managers continuous active certificates from

which they can make selections for the most common positions we fill, and selections from existing 

certificates have increased by 18.8 percent through 

the third quarter of FY 2022. We will continue to 

simplify the process and improve the customer 

experience in FY 2023

We took several actions over the past year to equip 

all leaders to be as effective and efficient with their 

teams in a hybrid environment, to include developing training focused on hybrid meetings and 

settings, developing a series of on-demand videos 

to provide teams opportunities to create working 

norms in a hybrid environment, and bringing in 

classes and speakers to provide knowledge and 

skills needed to lead and manage a hybrid workforce. We will continue to develop and implement

training resources focused on leading in a hybrid 

environment, making this topic a primary focus in 

leadership courses and development programs, 

and utilizing existing platforms to communicate 

lessons learned, best practices, and the latest 

information to leaders and supervisors

As part of our DEIA Strategic Plan, we developed 

a baseline assessment of diversity in its Mission 

Directorate staffing. In addition, we provided DEIA 

and Unity training at various Centers across the 

country to develop culturally competent hiring 

managers and equip managers with strategies and 

best practices to identify and hire a broad spectrum of top diverse talent

We also implemented the U.S. Equal Employment 

Opportunity Commission’s (EEOC’s) Management 

Directive (MD)-715, with our annual plan and 

report. In FY 2022, we conducted analyses to identify, mitigate, and eliminate barriers to EEO and

equity. The Agency anticipates completion of our 

multi-phase barrier analysis of (1) Asian Americans 

and Pacific Islanders, and (2) women in NASA 

physical science occupations in FY 2022, a final 

report identifying challenges and corrective actions 

in early FY 2023, and implementation of recommended mitigation strategies beginning thereafter

The barrier analysis identified issues related to 

grade level and time-in-grade for women in physical sciences, particularly in the Office of Personnel 

Management (OPM) occupational series 1301 , 

Physical Scientist. We will include recommended

corrective actions in NASA’s FY 2022 MD-715 report, 

which will be submitted to EEOC in early FY 2023

In terms of the overall diversity of its workforce, 

NASA saw increases in the number of women in 

Senior Executive Service (SES) positions (currently 

35.7 percent of the Agency’s SES workforce). W

also saw increases in the diversity of NASA’s leadership pipeline, made up of GS-14 and GS-15 positions. The percentage of minorities at the GS-14 or 

-15 level is at 26.6 percent and the percentage of 

women is at 31.4 percent. In addition, we met and/

or exceeded EEOC goals for the employment of 

individuals with disabilities (IWD) and individuals 

with targeted disabilities (IWTD) with IWD at 13.4 

percent for GS-11 and above and IWTD at 2.6 percent for GS-11 and above. 
Strategic Goal 4

NASA’s FY 2024 Volume of Integrated Performance 108

 Advance

4.1.1: Improve diversity in the Agency’s overall civil service workforce 

composition and occupations and across employee lifecycles.

Number of efforts completed (plans and analyses, as well 

as assessments of their impact on reducing triggers and 

barriers)

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target 3 N/A N/A

Results 3

Rating Green

Efforts for FY 2022

1. Complete the multi-phase barrier analysis of (1

Asian American and Pacific Islanders and (2) women 

in NASA physical science occupations and produce 

a final report identifying challenges and corrective 

actions addressing each challenge

2. Complete a baseline assessment of diversity i

NASA’s Mission Directorates based on staffing 

(including leadership positions)

3. Complete an analysis of responses to the Federa

Employee Viewpoint Survey question on preventing 

harassment in the workplace4 to identify triggers 

affecting an inclusive, fair, and safe work environment important for workforce retention

This Performance Goal has been eliminated as of 

FY 2023. For FY 2025, NASA may renumber the

Performance Goals supporting Strategic Objective 

4.1 accordingly.

Lead Organization: Office of Diversity and Equal 

Opportunity (ODEO)

FY 2022 Performance Progress

As part of its Diversity, Equity, Inclusion, and 

Accessibility (DEIA) Strategic Plan, NASA developed 

a baseline assessment of diversity in our mission directorate staffing. The analysis found that 

between 2017 and 2022, there have been few hiring 

and promotional opportunities within the NASA 

mission directorates. The analysis identified gaps in 

NASA’s data collection that will be addressed in the 

NASA DEIA Strategic Plan. Our personnel data does

not map individuals working on specific programs 

and directorates across our Centers; thus, the baseline assessment could not provide a full picture of 

diversity within mission directorates or among the 

mission directorates’ leaders. We will focus on the

collection of additional data elements needed to 

measure the employee lifecycle and movements 

across centers, directorates, and programs. In addition, we provided DEIA and Unity training at various

centers across the country to develop culturally 

competent hiring managers and equip managers 

with strategies and best practices to identify and 

hire a broad spectrum of top diverse talent. NASA

has achieved a Green rating for this Performance 

Goal for FY 2022

We also implemented the U.S. Equal Employment 

Opportunity Commission’s (EEOC) Management 

Directive (MD)-715, with our annual plan and report. 

In FY 2022, we conducted analyses to identify, mitigate, and eliminate barriers to EEO and equity. The 

Agency anticipates completion of our multi-phase 

barrier analysis of (1) Asian Americans and Pacific 

Islanders, and (2) women in NASA physical science 

occupations in early FY 2023, followed by a final 

report identifying challenges and corrective actions, 

and implementation of recommended mitigation 

strategies beginning thereafter. The barrier analysis

identified issues related to workforce participation 

for Asian American and Pacific Islander employees and issues related to career progression for 

women employees. For Asian American and Pacific 

Islander employees, an elevated level of attrition 

was discovered. Internal survey data suggests

that this attrition is not accounted for by dissatisfaction with NASA or perceived unfairness within 

NASA’s personnel processes. Most of this attrition

was accounted for by a higher percentage of this 

demographic reaching retirement age. For women,

discrepancies were found for grade level and timein-grade for women in physical sciences, particularly in the Office of Personnel Management (OPM) 

occupational series 1301, Physical Scientist. Survey 

data from the Federal Employee Viewpoint Survey 

and internal survey data suggest that women in 

these positions perceive NASA as less inclusive than 

men, have less trust in their supervisors, and have 

less trust that NASA cares about diversity. A final 

data collection and analysis is forthcoming that 

will utilize focus group interaction to further identify root causes and potential corrective actions

Recommended corrective actions will be included 

in NASA’s FY 2022 MD-715 report, which will be submitted to EEOC in early FY 2023

In terms of the overall diversity of its workforce, 

we saw increases in the number of women in SES 
Strategic Goal 4

NASA’s FY 2024 Volume of Integrated Performance 109

 Advance

positions (currently 36.5 percent of the Agency’s

SES workforce). We also saw increases in the

diversity of its leadership pipeline (GS-14 and GS-15 

positions), with the percentage of minorities at the 

GS-14 or -15 level at 26.8 percent and the percent-

age of women at 31.7 percent. In addition, we 

met or exceeded EEOC goals for the employment 

of individuals with disabilities (IWD) and individ-

uals with targeted disabilities (IWTD), which are 

12 percent for IWD and 2 percent for IWTD. In FY 

2022, IWD accounted for 13.5 percent and IWTD 

accounted for 2.6 percent for individuals in grades

GS-11 and above. For grades GS-10 and below, IWD 

accounted for 24.9 percent and IWTD accounted

for 7.5 percen

As part of our Anti-Harassment Program efforts, 

we conducted an analysis of responses to the 

Federal Employee Viewpoint Survey question on 

preventing harassment in the workplace to identify 

triggers affecting an inclusive, fair, and safe work 

environment, which is important for workforce 

retention. We determined that, overall, 8.7 pe-

cent responded favorably on this question. Nonminorities and men, however, tended to rate this 

question more positively at most Centers, while 

women and some minority groups had less favor-

able responses. For example, 8.4 percent of men

responded favorably to the question. In compari-

son, 85.9 percent of women, 8.4 percent of African

Americans, 88.1 percent of Asian Americans and 

Pacific Islanders, and 85.2 percent of Hispanics 

responded favorably. We will use these data in

developing a second Agency-wide Anti-Harassment 

Campaign focused on leadership support and 

communications, and enhanced workforce training 

modules
Strategic Goal 4

NASA’s FY 2024 Volume of Integrated Performance 110

 Advance

4.1.2: Decrease overall Agency time to hire.

Time between hiring need validation date and enter on 

duty date for all hires, excluding Pathways and Senior 

Executive Service (SES) hires, from the FY 2021 baseline 

of 104 days to a long-term goal of 80 days

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target 

(decrease time 

to hire)

<5% <5% of 78 <5% of FY 

2023 Actual

Results 

(decreased 

time to hire)

18% (78 days)

Rating Green

NASA’s Office of the Chief Human Capital Officer will 

focus on stabilizing time to hire based on the long-term 

goal of 80 days. Once stabilized, OCHCO will focus on

further reductions to time to hire

Lead Organization: Office of the Chief Human 

Capital Officer (OCHCO) 

FY 2022 Performance Progress

NASA achieved a Green rating for this Performance 

Goal for FY 2022, surpassing the target of a 5 

percent reduction from the FY 2021 baseline of 104 

days. NASA finished FY 2022 with an average time 

to hire of 85 days, which is 14 days less than the target (99 days). NASA is targeting another 5 percent

reduction for FY 2023 (81 days), with a long-term 

target of 80 days. To reduce the time to hire, NASA

is focused on increasing the selections made from 

existing certificates, implementing efficiencies, and 

streamlining the hiring process. We must be able to

successfully compete for the skills and the diverse 

talent essential to deliver on our missions in a 

highly competitive market with a growing commercial aerospace sector. Our success in continuing to

reduce time to hire is critical to staying competitive 

in the labor market
NASA’s FY 2024 Volume of Integrated Performance 111

 Advance

LEAD OFFICE

Mission Support Directorate (MSD) 

GOAL LEADERS

Robert Gibbs, Associate Administrator, MSD; Joel Carney, 

Association Administrator for OSI; Jeff Seaton, Chief 

Information Officer, OCIO

Budget

FY $M

Op Plan 2022 $3,329.5

Enacted 2023 $3,430.3

Requested 2024 $3,702.3

Outyear

2025 $3,776.7

2026 $3,852.3

2027 $3,929.4

2028 $4,008.0

As NASA’s missions evolve and increasingly integrate with industry, and hybrid workforces and 

workplaces become the norm, mission support 

requirements will change. This is increasingly 

challenging with the growing complexity of our 

missions. Much of NASA’s infrastructure is from

the Apollo-era. To address this, we are re-building,

modernizing, and right-sizing NASA’s mission-enabling capabilities. For FY 2022, NASA determined

that Strategic Objective 4.2 was a focus area for

improvement due to budget constraints, reduced 

purchasing power, and increased mission 

demands

PRIORITY AREA 1: Strengthen NASA’s Agency 

Technical Authorities (ATA) 

Through our Technical Authorities, NASA ensures 

independent oversight of programs and projects 

in support of safety and mission success (SMS) by 

providing independent engineering, health and 

medical, and safety insight, oversight, assessment 

of, and technical expertise to programs to supStrategic Objective 4.2

Transform mission support capabilities for the next era of 

aerospace.

Below: NASA’s Langley Research Center in Hampton, Virginia, unveiled their new Measurement System Laboratory (MSL) on April 21, 2022. The MSL is 

part of a 20-year revitalization plan for Langley. Image Credit: NASA Images
NASA’s FY 2024 Volume of Integrated Performance 112

 Advance

port successful launch and execution of the Agency’s 

missions and activities

In FY 2022, we developed, updated, and published 

policy, standards, guidance, and processes to improve 

our foundation for SMS and technical excellence

Highlights include:

• Publication of new NASA procedural directives 

for planetary protection, nuclear flight safety, and 

collision avoidance of NASA spacecraft

• Update of NASA’s orbital debris procedural directive and technical standards consistent with U.

Government Standard Practices, and streamlined 

related assessment and compliance evaluation 

processes

• Publication of a new NASA technical standard for 

protecting solar system bodies from biological 

contamination from NASA missions and Earth’s 

biosphere from harmful biological contamination 

carried on returning spacecraft 

• Update of the human rating procedural directive 

to specifically include independent verification 

and validation (IV&V) of software in safety and 

mission assurance plans, and began revision to 

clarify and streamline the software IV&V process

• Began development of new health and medical 

policies related to commercial spaceflight, and 

updates to existing spaceflight and Health and 

Medical Technical Authority (HTMA) policies

• Institution of a process where evaluation and 

mission design for resilience occurs early in the 

project life cycle at the system level

• Began development of a systematic process for 

identifying, communicating, and deliberating on 

cross-cutting SMS issues

We continue to provide ample safety and mission 

assurance, technical, and health and medical learning 

opportunities, knowledge resources, and communications to our workforce. Technical Authorities to

continuously prioritize requirements and work across 

all program elements to mitigate risks in support 

of successful launch and execution of priority NASA 

missions and programs. In FY 2022, we executed

Agency-wide Organizational Silence training, offered 

180 courses and 11 Agency-wide webinars regarding 

program and project management (P/PM) and systems engineering , developed a management toolkit 

to mitigate impacts of program and project management and systems engineering knowledge loss due to 

retirements and attrition, and began implementation 

of HTMA Chief Health and Performance Officer training 

We are also working with other government agencies 

to develop health and medical training and knowledge 

sharing for future developments and potential mishap 

response

PRIORITY AREA 2: Modernize infrastructure and 

technical capabilities

The Agency’s Master Planning Team completed an Asset 

Inventory Assessment. NASA’s real property assets

now have an identified mission relevancy score and 

corresponding facility condition. These assessments

help to inform decisions to direct funding to the highest 

mission critical requirements and continued right-sizing 

NASA through footprint reduction, cost-sharing, investment, and modernization to meet future mission needs

We continue to make progress implementing ConditionBased Maintenance (CBM) at every NASA Center but did 

not meet our FY 2022 target. The long-term strategy is

to transition from a reactive to a proactive maintenance 

approach through CBM and tiered maintenance, with 

the implementation of CBM targeting unplanned maintenance, which consumed as much as 30 percent of the 

total maintenance budget in FY 2022.

In FY21, we explored the feasibility of energy-saving 

pilot projects in two major Significant Energy User 

facility types: data centers and wind tunnels. In FY 2022,

we initiated a multi-year project to upgrade the Ames 

Research Center Unitary Plan Wind Tunnel motor drive, 

a project that will improve the wind tunnel’s capability 

and reliability while also improving energy efficiency. 

This is the first project of its kind at NASA. If successful, 

similar motor drive replacement opportunities exist at 

two Glenn Research Center wind tunnels

PRIORITY AREA 3: Support our workforce with 

secure, innovative technology

We are better positioned to support our workforce 

and programs with secure, innovative technology. We

are formulating the FY 2022-2026 NASA IT Strategic 

Plan in alignment with the 2022 NASA Strategic Plan 

and related Agency-wide strategies. Over the next five 

years, the NASA IT community will focus on achieving 

consistent service delivery, operational excellence, 

transformational capabilities, and proactive, resilient 

cybersecurity, all supported by engaged, customer-focused IT teams

In FY 2022, we completed the initial transition to an 

enterprise operating model for IT to increase the 

Agency’s effectiveness and efficiency. We established 
NASA’s FY 2024 Volume of Integrated Performance 113

 Advance

Agency-level IT offices for customer experience, strategy and architecture, business management, service 

management, and program management, as well 

as six IT service lines focused on enterprise delivery 

of networks, computing, applications, collaboration, 

information management, and cybersecurity. After

completion of a multi-year technical demonstration, 

NASA’s Enterprise Data Platform transitioned into 

operational service as an initial operating capability in October 2022. This initial operating capability

supports continuation of demonstrated services and 

provides the foundation to onboard capabilities and 

tools for users to conduct enterprise analytics and 

obtain insights from key data sets. We also strengthened our cybersecurity posture to reduce risk to our

missions in the areas of hardware asset management, 

High Value Asset (HVA) personal identity verification 

(PIV) authentication, and intrusion detection and 

prevention.

Additional progress is provided by the following 

Performance Goal explanations
Strategic Goal 4

NASA’s FY 2024 Volume of Integrated Performance 114

 Advance

4.2.1: Minimize the number and severity of employee injuries and illnesses to 

support the next era of aerospace.

Numberof OSHA*-recordable injuries or illnesses compared to industry average** in the following categories: 

• All injuries or illnesses—the Total Case Incident Rate 

(TCIR)—per 100 employees 

• Injuries or illnesses per 100 employees that result in 

days away from work, restricted duty, or transfer of 

duties—Days Away Restricted or Transferred (DART)

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target per 100 

Employees

0.7 TCIR

0.3 DART

0.7 TCIR 

0.3 DART TBD

Results 0.30 TCIR

0.13 DART

Rating Green

*OSHA=Occupational Safety and Health Administration

**Each NASA Center has designated a North American Industry 

Classification System (NAICS) code (e.g., Space Research and

Technology, Nonscheduled Air Transportation). NASA averages 

TCIR and DART by the industry code for all Centers and compares the results to the most recent Bureau of Labor Statics data

for those industry codes.

Lead Organization: Agency Technical Authorities

FY 2022 Performance Progress

NASA measures its ability to minimize employee 

injury and illness by assessing its total number 

of OSHA-recordable injuries or illnesses (Total 

Case Incident Rate, TCIR) and those which result 

in days away from work or restricted duty (DART) 

compared to industry averages. Agency rates are

averaged across 10 NASA Centers. The Agency’s 

2022 TCIR of 0.43 and DART or 0.17 are significantly 

below industry average targets of 0.7 and 0.3

respectively. This is indicative of a world-class occupational safety and health program and is a result

of NASA planning and executing a very strong occupational safety and health program. NASA achieved

the FY 2022 milestones for this Performance Goal 

leading to a Green rating
Strategic Goal 4

NASA’s FY 2024 Volume of Integrated Performance 115

 Advance

4.2.2: Reduce damage to NASA assets (excluding launched flight hardware).

Cost of mishaps to NASA assets (excluding launched/operational flight hardware) compared to 5-year median*.

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target <$3.8M <$3.8M Amoun

TBD

Results $5.3

Rating Red

*The NASA Safety Center analyzes damage mishaps (excluding launched/operational flight hardware) reported by Centers

to the NASA Mishap Information System. NASA’s analysis includes NASA assets onsite at a Center or involving NASA assets 

on grounds outside Center property (i.e., including contractor 

sites) as described in NASA Procedural Requirements 8621.1D, 

“NASA Procedural Requirements for Mishap and Close Call Reporting,” Investigating, and Recordkeeping. Assets in flight or in

space operations are not included.

Lead Organization: Agency Technical Authorities

FY 2022 Performance Progress

In FY 2022, NASA’s non-mission related damage 

costs were $5.3 million, which is 30 percent above

the historical 5-year average of $3.8 million. As i

previous years when the goal was not achieved, 

the FY 2022 goal exceedance was driven by one 

event involving high-valued equipment. In this 

case, foreign object debris (FOD) was unintentionally injected into an F-15 engine during an engine 

run after maintenance. The extent of the damage

required replacement of the core of the engine, an 

estimated value of $2,550,000. An investigation into

the incident has been completed, and a corrective 

action plan is being developed to prevent reoccurrence. Due to damages sustained, this Performance

Goal received a Red rating
Strategic Goal 4

NASA’s FY 2024 Volume of Integrated Performance 116

 Advance

4.2.3: Ensure the health and safety of NASA astronauts and pilots.

Number of non-concurrence determinations by the 

Health and Medical Technical Authority (HMTA) and percentage of program variances from health and medical 

policies and standards*

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target

0 nonconcurrences

5% or fewer 

variances

0 nonconcurrences

5% or fewer 

variances

0 nonconcurrences

5% or fewer 

variances

Results 

0 nonconcurrences

5% or fewer 

variances

Rating Green

*Successful execution of the mission requires adherence to 

health and medical policies and standards and indicates that the 

Health and Medical Technical Authority has successfully supported NASA flight programmatics through ongoing observation and

documentation of spaceflight and aeronautics activities and evaluation processes, as well as effective implementation of health

and medical standards and operations.

A concurrence is a documented agreement by the HMTA that 

a proposed course of action associated with a program or project position, issue resolution, request for relief from HMTA standards, or program or project level requirements is acceptable.

For every NASA program with a potential impact to humans, the 

HMTA coordinates with the cognizant program to provide the applicable flow-down of health and medical standards into program

requirements. The HMTA discusses with programs any non-concurrences it issues at milestone and Key Decision Point reviews 

and Joint Cost and Schedule Confidence Level (JCL) meetings.

A variance is any authorized and documented change from prescribed technical requirements for a program or project.

Lead Organization: Agency Technical Authorities

FY 2022 Performance Progress

In FY 2022, 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, leading to a Green 

Performance Goal rating. Meeting these targets

enables NASA mission safety

The HMTA’s mission is to prevent or mitigate 

adverse health and medical events and provide for 

the human performance. Required for successful 

mission execution. HMTA resources have proven

critical in the development of appropriate standards, as well as program insight and oversight

In FY 2022 HMTA continued to apply prioritized, 

time-critical resources amongst and between programs and in the evaluation of requests for waiver 

or risk mitigations

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

Based on the increase in programs and the respective content since funding baseline, HMTA anticipates that it will be challenged in FY 2023 to meet 

Agency needs
Strategic Goal 4

NASA’s FY 2024 Volume of Integrated Performance 117

 Advance

4.2.4: Safeguard NASA’s information resources through critical enhancements to confidentiality, integrity, and availability.

Scoring is based on Cybersecurity Scorecard data collected from multiple Agency sources and also feeds the 

Federal Cybersecurity Dashboard. NASA’s cybersecurity

scorecard metric is taken from the average of the 20 individual overall scores that span the Missions, corporate 

organizations, and Centers/Federally Funded Research 

and Development Centers (FFRDCs) and is supported by 

95 “child” metrics: 

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target 

(Cybersecurity 

Scorecard)

Overall Score 

of 100%

Overall Score 

of 100%

Overall Score 

of 100%

Results 

(Cybersecurity 

Scorecard)

80.1%

Rating Green

Target represents the long-term exemplar for this Performance Goal. NASA will assess annual progress based on

the following interim targets for overall progress: FY 2023 

is 85-100 percent and FY 2024 is 90-100 percent

Lead Organization: Office of the Chief Information 

Officer (OCIO)

FY 2022 Performance Progress

NASA exceeded the Agency’s FY 2022 cybersecurity performance target with a mean score of 80.1 

percent across metrics for hardware asset management, HVA PIV authentication, and intrusion 

detection and prevention, exceeding our target of 

meeting a mean score of at least 70 percent in FY 

2022

NASA achieved this performance by strengthening cybersecurity capabilities across the Agency, 

leading to a Green Performance Goal rating. 92.

percent of NASA’s network is monitored by the 

Agency’s hardware asset management solution

Seventy-three percent of HVAs required the use of 

PIV for multi-factor authentication on the system or 

managing the related risk appropriately. Finally, the

Agency’s average score for cybersecurity intrusion 

prevention and detection capabilities was 74.5

percent

This cybersecurity performance goal was based 

on specific performance criteria established by 

the Office of Management and Budget (OMB) 

to implement the Federal Information Security 

Modernization Act (FISMA). OMB moved away from

using these criteria for FY 2023; therefore, NASA 

will update its cybersecurity performance goal 

for FY 2023 to address OMB’s new criteria. These

criteria will drive performance across several key 

indicators including Operating End of Life systems, Assessment and Authorization, Multi-Factor 

Authentication, and Vulnerability Management
Strategic Goal 4

NASA’s FY 2024 Volume of Integrated Performance 118

 Advance

4.2.5: Maximize the availability of the Space Environment Testing 

Management Office (SETMO) portfolio of assets to meet NASA’s current and 

future test facility needs.

Percentage of test availability* of SETMO portfolio of Tier 

1 assets** 

*Test availability = (planned capacity – unplanned downtime)/planned capacity. Unplanned downtime is total

downtime, including downtime that impacts a test

**Tier 1 assets: portfolio of assets for which SETMO 

provides annual sustainment funding. Tier 2 assets: portfolio of assets for which SETMO does not provide annual

sustainment funding

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target 

(availability) 90% N/A N/A

Results 

(availability) 100%

Rating Green

This Performance Goal has been eliminated as of 

FY 2023. For FY 2025, NASA may renumber the

Performance Goals supporting Strategic Objective 

4.2 accordingl

Lead Organization: Office of Strategic 

Infrastructure (OSI)

FY 2022 Performance Progress

NASA NASA maintained 100 percent test availability 

for the SETMO Tier 1 assets, which included flight 

simulation, space environments testing, high-enthalpy simulation and testing, and the Thermal 

Vacuum Test Chamber B at the Johnson Space 

Center in Houston. In turn, this Performance Goal

received a Green rating

NASA’s workforce performs essential preventive 

maintenance to ensure that key capabilities and 

critical assets are available on-time when needed 

and will continue to be available in the future to 

support the missions that require them. 
Strategic Goal 4

NASA’s FY 2024 Volume of Integrated Performance 119

 Advance

4.2.6: Demolish or eliminate obsolete/unneeded facilities to reduce the 

Agency’s infrastructure footprint.

Annual reduction in square footage or number of facilities

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target 100,000 sq ft 

or 20 facilities

471,000 sq ft or 

20 facilities

100,000 sq ft 

or 20 facilities

Results 700,000 sq ft 

or 45 facilities

Rating Green

Lead Organization: Office of Strategic 

Infrastructure (OSI)

FY 2022 Performance Progress

By eliminating inactive and obsolete facilities, we 

improve energy efficiency, reduce the Agency’s 

footprint, eliminate safety and environmental 

lia¬bilities, and make room for new construction 

that fits NASA’s current and future needs. During FY 

2022, we also eliminated $28.1 million of deferred 

maintenance and avoided $11.5 million in maintenance and operations costs. In addition, we

reduced the current replacement value by $304.6

million. In turn, this Performance Goal received a

Green rating
Strategic Goal 4

NASA’s FY 2024 Volume of Integrated Performance 120

 Advance

4.2.7: Improve NASA’s ability to operate facilities sustainably and reduce 

overall resource demands.

Percentage of sustainability goals met annually in the 

OMB Scorecard for Efficient Federal Operations/Management*

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target 80%

100% with 

no red 

ratings**

100% with 

no red 

ratings**

Results 71%

Rating Yellow

*A fiscal year’s OMB Scorecard for Efficient Federal Operations/Management is released more than 6 months 

after the close of that fiscal year. Therefore, NASA will use 

the previous fiscal year’s results to assess progress.

**Target represents the long-term exemplar for this Performance Goal. NASA assesses annual progress based on

an interim target of 80% for both FY 2023 and FY 2024

Lead Organization: Office of Strategic 

Infrastructure (OSI)

FY 2022 Performance Progress

The Office of Management and Budget released 

NASA’s FY 2021 Scorecard for Efficient Federal 

Operations/Management during the third quarter of FY 2022. We received five Green ratings 

and two Yellow ratings for the seven categories: 

facility energy efficiency; water efficiency; renewable energy use; efficiency measures/investment; 

high-performance sustainable buildings; transportation/fleet management; and sustainable acquisition. This result—71 percent Green with no Red 

ratings—falls short of the annual target

NASA received a Yellow rating in Facility Energy 

Efficiency due to missing the year-over-year 

reduction goal. However, NASA has significantly 

exceeded the overall energy intensity reduction 

goal of 30 percent from the FY 2003 baseline

NASA received a Yellow rating for Efficiency 

Measures/Investment because several of our 

Centers did not complete the required energy and 

water comprehensive evaluations. Several factors

contributed to this, including COVID impacts, funding constraints, and project delays. NASA did meet

the second part of metric to implement new energy 

savings performance contracts each fiscal year. 
Strategic Goal 4

NASA’s FY 2024 Volume of Integrated Performance 121

 Advance

4.2.8: Demonstrate increased facility reliability for current and future mission needs through investments in preventative maintenance that reduce 

unscheduled maintenance.

Percentage of maintenance funds dedicated to 

unscheduled maintenance

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target <20% <20% <20%

Results 19%

Rating Green

Lead Organization: Office of Strategic 

Infrastructure (OSI)

FY 2022 Performance Progress

NASA achieved a ratio of 19.04 percent unscheduled to total maintenance costs for FY 2022, below 

the annual target of 20 percent, leading to a Green 

Performance Goal rating

NASA performs scheduled maintenance on its 

equipment to keep it in good operating condition. 

When equipment fails, we must perform unscheduled maintenance to repair it. The percentage

of unscheduled maintenance spending to total 

maintenance spending is an indicator of the overall 

condition of the equipment. More unscheduled 

maintenance indicates that the equipment has 

become unreliable and unplanned failures and 

outages become more frequent, which can delay 

mission activities, such as manufacturing and 

testing. We have deployed tiered maintenance and

condition-based maintenance processes across 

the Agency, which is helping to reduce unplanned 

downtime and equipment failures. 
NASA’s FY 2024 Volume of Integrated Performance 122

 Advance

LEAD OFFICES

Office of Science, Technology, Engineering, and 

Mathematics (STEM) Engagement (OSTEM) 

GOAL LEADER

Kris Brown, Deputy Associate Administrator for Strategy 

and Integration, OSTEM 

Budget

FY $M

Op Plan 2022 $145.6

Enacted 2023 $152.2

Requested 2024 $166.9

Outyear

2025 $170.3

2026 $173.7

2027 $177.2

2028 $180.8

NASA makes vital investments toward building a 

diverse STEM workforce. The scope of our STEM

engagement comprises all endeavors to attract, 

engage, and educate students and to support 

educators and educational institutions. Given the

Nation’s need for a skilled STEM workforce and 

projected demand, NASA clearly has a vested 

interest in attracting, engaging, and preparing its 

future STEM professionals. The national STEM

ecosystem will benefit from NASA contributions 

to attract and retain students on STEM pathways, 

with increased attention on underserved and 

underrepresented students. Recent national and

international tests show that in the last decade, 

U.S. students have demonstrated little or n

growth in mathematics and remain ranked in the 

middle of advanced economies on international 

science and mathematics assessments

We have implemented strategies to broaden 

student participation to increase diversity, equity, 

Strategic Objective 4.3

Build the next generation of explorers.

Below: NASA Administrator Bill Nelson, right, meets with members of the Christine Darden youth chapter of the National Society of Black Engineers during 

a visit to NASA Langley Feb. 24. Image Credits: NASA Images
Strategic Goal 4

NASA’s FY 2024 Volume of Integrated Performance 123

 Advance

inclusion, and accessibility (DEIA) in STEM through 

NASA opportunities and activities. While the number of women and underrepresented minorities

earning STEM degrees has grown in broad science 

and engineering occupations over the last decade, 

significant underrepresentation remains in areas 

critical to NASA like engineering and computer 

and mathematical sciences. NASA is committed to

building a diverse, skilled future STEM workforce— 

our next generation of explorers with the technical 

skills needed to carry forward our Nation’s vital 

mission and work in aeronautics and space into the 

future

NASA was able to support students’ STEM skills 

by supporting the release of 3,413 peer-reviewed 

publications, papers, and presentations beating 

the target of 1,800 for FY 2022. We were also able 

to exceed the target for two categories of student 

diversity for NASA STEM enrollees for virtual and 

in-person engagement activities. NASA was able

to attract diverse groups of students to engage in 

authentic STEM learning experiences by piloting an 

online community of practice facilitating collaboration with NASA and next generation explorers

To meet the target for diversity, equity, inclusion, 

and accessibility (DEIA) equal opportunity, NASA 

provided outreach relating to civil rights and DEIA

We sent a notice to all grantee institutions as a 

reminder of their obligation to notify us when they 

act resulting from harassment allegations against 

a principal investigator or co-investigator on a 

NASA-funded project. In September 2022, NASA

hosted an Equity Action Plan Stakeholder Town Hall 

event for representatives of equity-focused organizations to discuss NASA’s accomplishments and 

planned actions under the 2022 NASA Equity Action 

Plan. For FY 2022, NASA determined that Strategic

Objective 4.3 demonstrated Satisfactory performance for meeting and exceeding Performance

Goal targets

Above: NASA Administrator Bill Nelson introduces NASA’s SpaceX Crew-2 NASA astronauts Shane Kimbrough and Megan McArthur, and Japan Aerospace 

Exploration Agency (JAXA) astronaut Akihiko Hoshide, during a visit to Arlington Science Focus Elementary School, Friday, June 10, 2022, in Arlington, 

Virginia. Image Credit: NASA Images
Strategic Goal 4

NASA’s FY 2024 Volume of Integrated Performance 124

 Advance

4.3.1: Create unique opportunities for a diverse set of students to contribute 

to NASA’s work in exploration and discovery.

Number of paper presentations and peer-reviewed 

research publications resulting from STEM engagement 

investments focused on advancing higher education 

students’ STEM skills

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target 1,800 2,000 TBD

Results 3,413

Rating Green

Performance activities for FY 2023

1. Advance higher education students’ STEM skills b

supporting the release of at least 2000 paper presentations and peer-reviewed research publications 

through STEM engagement investments

Performance activities for FY 2024

1. Advance higher education students’ STEM skills b

supporting the release of at least TBD* paper presentations and peer-reviewed research publications 

through STEM engagement investments

Lead Organization: Office of STEM Engagement 

(OSTEM)

FY 2022 Performance Progress

NASA met the target for Performance Goal 4.3.1. 

resulting in a Green rating. Results indicate that

we achieved this performance goal with a reported 

total of 3,413 peer-reviewed publications, technical papers, and presentations, exceeding target of 

1,800. 

Our performance in providing opportunities for 

students to contribute to our aeronautics, space, 

and science missions and work was assessed 

across peer-reviewed publications, non-peerreviewed technical publications, and invited 

and self-submitted 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, Space Grant and Minority University 

Research and Education Project (MUREP) grantee 

and awardee institutions published and submitted 

841 peer-reviewed papers, published or presented 

655 technical papers, and delivered 1,917 invited 

or self-submitted paper presentations. Notably,

49 percent of the peer-reviewed publications were 

authored or co-authored by students. Additionally,

28 patents and technology transfers were awarded 

to higher education institutions as a direct result of 

their NASA STEM Engagement grants or cooperative agreements
Strategic Goal 4

NASA’s FY 2024 Volume of Integrated Performance 125

 Advance

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

Meet or exceed target for student diversity for NASA 

STEM enrollees for both virtual and in-person higher 

education engagement activities: (1) students across 

all institutional categories and levels (as defined by the 

U.S. Department of Education) (2) racially or ethnicall

underrepresented students, (3) women, and (4) persons 

with disabilities, at percentages that meet or exceed the 

national percentages for these populations, as determined by the most recent, publicly available data from 

the U.S. Department of Education’s National Center fo

Education Statistics

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target 

(categories)

Meet or 

exceed at 

least 2 of 4 

categories

Meet or 

exceed at 

least 2 of 4 

categories

Meet or 

exceed at 

least 2 of 4 

categories

Results 

(categories)

3

Rating Green

Performance activities for FY 2023

1. Meet or exceed targets for higher education significant awards** in two of four categories of studen

diversity for NASA STEM enrollees for both virtual 

and in-person higher education engagement activities: 

 • Meet or exceed 7.6% of student diversity for racially

underrepresented students (African Americans, 

American Indians, Alaska Native, Native Hawaiians 

and Pacific Islanders)***

 • Meet or exceed 15.9% of student diversity for

ethnically underrepresented students (Hispanics and 

Latinos)***

 • Meet or exceed 44.1% of student diversity for

women***

 • Engage students across all institutional categories 

and levels (as defined by the U.S. Department of 

Education)

 • 2- and 4-year non-MSI (Minority Serving 

 Institution) HEIs (Higher Education Institutions)

 • 2- and 4-year MSIs (Minority Serving 

 Institutions)

 • Historically Black Colleges and Universities 

 (HBCUs)

 • Hispanic-Serving Institutions (HSIs)

 • Tribal Colleges and Universities (TCUs)

 • Asian American and Pacific Islander 

 Serving Institutions (AAPISIs)

 • Alaska Native and Native Hawaiian Serving 

 Institutions (ANNHs) 

 • Native American-Serving Non-Tribal 

 Institutions (NASNTIs)

 • Predominantly Black Institutions (PBIs)

Performance activities for FY 2024

1. Meet or exceed targets for higher education significant awards** in two of four categories of studen

diversity for NASA STEM enrollees for both virtual 

and in-person higher education engagement activities: 

 • Meet or exceed 7.6% of student diversity for racially

underrepresented students (African Americans, 

American Indians, Alaska Native, Native Hawaiians 

and Pacific Islanders)***

 • Meet or exceed 15.9% of student diversity for

ethnically underrepresented students (Hispanics and 

Latinos)***

 • Meet or exceed 44.1% of student diversity for

women***

 • Engage students across all institutional categories 

and levels (as defined by the U.S. Department of 

Education)

 • 2- and 4-year non-MSI (Minority Serving 

 Institution) HEIs (Higher Education Institutions)

 • 2- and 4-year MSIs (Minority Serving 

 Institutions)

 • Historically Black Colleges and Universities 

 (HBCUs)

 • Hispanic-Serving Institutions (HSIs)

 • Tribal Colleges and Universities (TCUs)

 • Asian American and Pacific I slander 

 Serving Institutions (AAPISIs)

 • Alaska Native and Native Hawaiian Serving 

 Institutions (ANNHs) 

 • Native American-Serving Non-Tribal 

 Institutions (NASNTIs)

 • Predominantly Black Institutions (PBIs)

* NASA rates this performance goal using data reported 

on the academic calendar. The FY 2023 rating is based on

data from the 2021-2022 academic calendar

**Higher education significant awards are made through 

the National Space Grant College and Fellowship Project, 

Minority University Research and Education Project, 

Internship and Fellowship programs, and Mission 

Directorates (funded internships)

***Categories are based on national categories used by 

the U.S. Department of Education’s Center for Educatio

Statistics Integrated Postsecondary Education Database

****NASA rates this performance goal using data 

reported on the academic calendar. The FY 2024 rating is

based on data from the 2022-2023 academic calendar
Strategic Goal 4

NASA’s FY 2024 Volume of Integrated Performance 126

 Advance

Lead Organization: Office of STEM Engagement 

(OSTEM)

FY 2022 Performance Progress

NASA met the target for Performance Goal 432

NASA achieved this performance goal by exceeding 

national averages in three of four diversity cate-

gories in providing significant higher education 

awards, such as internships and fellowships, for 

the 2020–2021 academic year, resulting in a Green 

rating.

FY 2021 data indicate NASA provided 8,764 

internships, fellowships, scholarships, and other 

sustained engagement opportunities (eg.,

engineering design challenges, competitions) 

to 8,006 higher education participants repre-

senting 2-year and 4-year institutions and all 

Minority Serving Institution classifications (Asian 

American and Native American Pacific IslanderServing 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). These significant awards 

provided a total of over $40M in direct financial 

support to higher education participants

In these opportunities, 17.1 percent of participants 

identified as racially underrepresented and 19.8 

percent of participants identified as ethnically 

underrepresented . Also, 4.7 percent of the

Agency’s higher education internships and fel-

lowship positions were filled by women. All three 

underrepresented statistics (ie., race, ethnicity, and

gender) exceeded the national averages for under-

represented students enrolled in STEM degree 

programs, as defined by the US. Department

of Education, National Center for Educational 

Statistics
Strategic Goal 4

NASA’s FY 2024 Volume of Integrated Performance 127

 Advance

4.3.3: Attract diverse groups of students to STEM through learning opportunities that spark interest and provide connections to NASA’s mission and 

work.

Complete all annual evidence-building activities in support of Performance Goal 4.3

*Annual performance activities are based on findings 

from the Internship Outcome Assessment Year 2 Study, 

which (among several areas) addressed how NASA can 

continue to broaden participation of students from 

historically underrepresented groups in STEM fields. An 

area of evaluation included the insights that mentors 

provide on the intern program

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target 2 1 1

Results 2

Rating Green

Performance activities for FY 2022

1. Develop and pilot strategies and/or systems t

improve access, navigability, and usability of 

NASA STEM Engagement K-12 products and learning opportunities (including the Office of STEM 

Engagement’s Next Gen STEM project and Mission 

Directorate K-12 activities) aimed at attracting 

diverse groups of students to STEM

2. Conduct external K-12 stakeholder needs assessment and gap analys

Performance activities for FY 2023

Establish a baseline for:

1. Demographics of educators by completing an assessment of STEM Engagement Educator Community o

Practice

Performance activities for FY 2024

1. Increase diversity of educators registered in NAS

STEM Engagement Community of Practice by TBD%

Lead Organization: Office of STEM Engagement 

(OSTEM)

FY 2022 Performance Progress

NASA met the target for Performance Goal 4.3

Results indicate NASA has achieved this performance goal by completing the FY 2022 milestones, 

resulting in a Green rating. The NASA OSTEM Next

Gen STEM (NGS) project piloted an online community of practice, Connecting Our NASA Network 

of Educators for Collaborating Together in STEM 

(CONNECTS), which facilitates synchronous and 

asynchronous collaboration among educators and 

NASA to inspire the next generation of explorers 

through authentic STEM learning experiences

The online platform provides registered members 

access to engagement events, networking opportunities, resources (e.g., lesson plans and interactiv

media), and activities from both the OSTEM’s Next 

Gen STEM project and NASA Mission Directorates

CONNECTS allows educators to ask questions and 

share lessons learned to improve access, navigability, and usability of NASA STEM Engagement 

K-12 products and learning opportunities aimed at 

attracting diverse groups of students to STEM. As

of September 2022, CONNECTS reached 713 educators in the community of practice
Strategic Goal 4

NASA’s FY 2024 Volume of Integrated Performance 128

 Advance

4.3.4: Promote equal opportunity compliance and encourage best practices 

among NASA grant recipient institutions to ensure that grantees are providing equal opportunity regardless of race, color, national origin, sex (including 

pregnancy, sexual orientation, gender identity), age, or disability.

Percentage of NASA civil rights recommendations or corrective actions that have been implemented within 1 year 

by the grant recipient institution.

Execution Planned 

Fiscal Year FY 2022 FY 2023 FY 2024

Target 100% 100% 100%

Results 100%

Rating Green

*NASA reviews 2-3 grant recipient institutions annually (through 

on-site and desk audits), issuing recommendations and/or corrective actions where needed, to ensure compliance with equal opportunity laws and mandates.

Lead Organization: Office of STEM Engagement 

(OSTEM)

FY 2022 Performance Progress

To help build a diverse future STEM workforce, 

NASA conducts compliance reviews under Title IX 

of the Education Amendments to ensure NASAfunded educational programs are free of discrimination based on sex. NASA also conducts

compliance reviews of NASA-funded educational 

and other programs under Title VI of the Civil Rights 

Act and under Section 504 of the Rehabilitation 

Act to ensure NASA-funded programs are free of 

discrimination based on disability, race, color, or 

national origin, and to ensure these programs are 

accessible to individuals with disabilities and to 

individuals with limited English proficiency. 

During FY 2022, NASA completed Title IX compliance reviews of two educational institutions and 

initiated Title IX compliance reviews of two additional educational institutions. NASA also conducted a Title VI and Section 504 compliance review

of an informal learning institution. Each of the

completed Title IX compliance reviews identified a 

deficiency in need of corrective action. NASA also 

made recommendations to the two institutions 

on the implementation of a best practice to help 

ensure diversity in the faculty recruitment process

We are working cooperatively with these institutions to implement the needed corrective actions

Throughout 2022, NASA provided outreach relating to civil rights and diversity, equity, inclusion, 

and accessibility (DEIA). NASA sent a notice to all

grantee institutions as a reminder of their obligation to notify NASA when they take action resulting 

from harassment allegations against a principal 

investigator or co-investigator on a NASA-funded 

project. In September 2022, NASA hosted an Equity 

Action Plan Stakeholder Town Hall event for representatives of equity-focused organizations to 

discuss NASA’s accomplishments and planned 

actions under the 2022 NASA Equity Action Plan. At

the Office of STEM Engagement’s Better Together 

2022 conference (held in November), we provided 

civil rights and DEIA best practices to STEM education stakeholders. In turn, this Performance Goal

received a Green rating
DISCOVER

Above: The NEA Scout and Lunar IceCube secondary payloads are the first to be installed in the Space Launch System (SLS) rocket’s Orion stage adapter 

for the Artemis I mission on July 14 at NASA’s Kennedy Space Center in Florida. Image Credit: NASA Images

Appendix

FY 2024 Annual Evaluation Plan
NASA’s FY 2024 Volume of Integrated Performance 130

 Appendix

NASA’s FY 2024 Annual Evaluation Plan 

The Foundations for Evidence-Based Policymaking Act of 2018 (Evidence Act) Title I reinforces and supports 

Federal evidence-building activities, the Open, Public, Electronic, and Necessary Government Data Act, and 

the Confidential Information Protection and Statistical Efficiency Act. Title I of the Evidence Act requires 

CFO-Act Agencies to publish an Annual Evaluation Plan (AEP) that conveys significant evaluations across the 

Agency each fiscal year, developed in coordination with the Annual Performance Plan. The AEP establishes 

and informs NASA’s key stakeholders about planned evaluations. Evaluations will uncover findings that will 

inform NASA program budgets, the Strategic Plan and Learning Agenda, annual Strategic Review, ongoing 

program management and development, and integrate evidence into the performance planning process

Evaluation Standards

NASA relies on a culture of evidence-based, data-driven research designs and methodologies to evaluate 

its programs, policies, and organizations across the agency. Evaluation, as defined by the Evidence Act, is 

an assessment using systematic data collection and analysis of one or more programs, policies, or organizations intended to assess their effectiveness and efficiency. The AEP details only those NASA evaluations 

that meet the Agency’s definition of “significant” evaluations (see Figure 1 below). Led by NASA’s Evaluation 

Officer, in conjunction with the Statistical Officer and Chief Data Officer, five standards guide NASA’s evaluation culture: rigor, relevance and utility, independence and objectivity, transparency, and ethics. These standards, in addition to the criteria established for significant evaluations are the foundation that NASA uses to

support its array of evaluation activities

Annual Evaluation Plan

Above: NASA astronaut Stephanie Wilson poses for a portrait, September 16, 2020, in the Blue Flight Control Room at NASA’s Johnson Space Center in 

Houston, Texas. Image Credit: Bill Ingalls/NASA Images
NASA’s FY 2024 Volume of Integrated Performance 131

 Appendix

Purpose

The AEP identifies planned significant evaluations from across the Agency. It serves as a means to inform 

Agency senior officials and the public where the most significant evaluations are conducted, cultivate data 

sharing and resources between NASA organizations, and provide information to help support the Agency’s 

evidence-driven culture

Dissemination and Sharing

NASA has long been committed to disseminating and sharing results from its evidence-building activities 

with the greater scientific community and, when permissible, making this information broadly available to 

the public. As detailed in NASA Procedural Requirement (NPR) 2200.2D – Requirements for Documentation,

Approval and Dissemination of Scientific and Technical Information, the Agency strives for the widest practicable and appropriate dissemination of information concerning its activities and scientific and technical 

information. NASA will leverage this framework in sharing findings from its significant evaluations.

The Agency’s dissemination framework includes an array of symposium presentations, peer reviewed 

journal publications, and NASA internal and external council discussions. Agency evaluations that provide

promising and effective findings are systematically and broadly disseminated to potential beneficiaries 

and to federal agency partners. Criteria and requirements for the dissemination of symposia lectures and 

papers, in addition to journal materials beyond the Agency, are detailed in Chapter 5 of NPR 2200.2D to

ensure proper review of substantive content, technical accuracy, overall quality, and value to the larger 

scientific community. The Evaluation Officer, as well as Mission Directorate Associate Administrators and 

Center Directors, have responsibility for the technical, scientific, and programmatic accuracy of information 

released externally from the Agency by their respective programs

While NASA maintains a free exchange of scientific and technological information among scientists and 

engineers, between NASA staff and the scientific community, and between NASA employees and the public, 

the AEP is a formal dissemination of significant evaluations. Table 1, below, depicts broad evaluation dissemination methods by stakeholder groups and the formats used to share significant evaluations.

Table 1. Dissemination and Sharing Summary

Stakeholder Group Dissemination Channel

NASA Senior Officials Council meetings, Conferences, Reports

Centers and Mission Directorates Leadership Conferences, Webinars, Performance Reviews

Internal Councils and Symposia Reports, Briefings, Conferences 

External Councils, NASA Advisory Council (NAC) Conferences, Webinars

Congress Committee hearings, Briefings 

Office of Management and Budget (OMB) Budget Submission and Reviews, Council Meetings

Public, National Academies Press releases, Webinars, NAC meetings, Conferences 

NASA’s Criteria for Defining “Significant” Evaluations

NASA has an extensive evidence culture that leverages the findings from the numerous evaluations performed across the Agency to make evidence-based decisions that support NASA’s mission, foster a culture 

of evaluation, and promote better value for the public. While the Agency considers every evaluation important, some rise to the level to influence policy and program decisions. To determine these significant evaluations, NASA has formulated criteria in accordance with the Evidence Act. These criteria identify NASA’s mos

significant evaluations and include those that fit one or more of the criteria illustrated in Figure 1.
NASA’s FY 2024 Volume of Integrated Performance 132

 Appendix

Figure 1. Criteria for NASA’s Significant Evaluations

FY 2024 Significant Evaluations

Minorities and Women in GS-14 and Higher Positions

NASA is committed to attracting and retaining a diverse workforce. In order to do this, NASA works to

ensure equal opportunity in all aspects of its human capital management, including recruitment, hiring, 

promotions, awards, etc. The agency monitors its workforce composition data to determine if discrepancies

exist in the employment of any demographic group as compared to the National Civilian Labor Force (NCLF) 

benchmarks. NASA’s workforce is highly specialized, as two-thirds of NASA employees are in Science and

Engineering occupations. As such, NASA also uses the Federal STEM workforce population for employment

demographic comparisons.

NASA regularly conducts trigger analyses of its workforce. A “trigger” is defined as “a trend, disparity, or 

anomaly that suggests the need for further inquiry into a particular policy, practice, procedure, or condition” 

to determine if there are barriers to equal employment opportunity (EEO). Accordingly, a low participation 

rate for any group (in relation to a benchmark) is a “trigger.” In other words, low participation (or representation) of a group in certain occupations, or among employees receiving promotions, awards, etc., may indicate that there is an agency policy or practice that limits the full participation of that group. A trigger do

not by itself demonstrate a barrier to EEO; it indicates an area to be monitored or further analyzed

In performing these trigger analyses, NASA discovered a downward trend in the percentage of minorities 

and women between grades GS-13 and GS-15. In addition, Hispanics, Asian Americans, and Pacific Islanders 

(AAPI), and Women are underrepresented in SES positions compared to their overall representation in 

the NASA workforce. Therefore, the Agency is undertaking a barrier analysis in FY 2024-FY 2025 to further

explore potential underlying causes of these discrepancies in order to determine the root causes. NASA will

utilize the insights obtained through this barrier analysis to formulate equitable workforce policies.

Theory of Change 

If NASA can better understand any recurring barriers facing minorities and women when striving for promotions and new hires from GS-13 and above, then NASA may be able to formulate workforce and hiring policies that are more equitable, which will hopefully increase the diversity of individuals in senior civil servant 

roles

Evaluation Question(s)

The following evaluation questions may guide the approach and design of this barrier analysis:

1. Do agency responses from FEVS questions or Employee Engagement, Satisfaction, and Inclusion 

indices indicate negative responses to questions regarding promotion practices? Does this vary 

between groups?
NASA’s FY 2024 Volume of Integrated Performance 133

 Appendix

2. Do hiring officials include supplementary qualifications for positions, in addition to those recommended by OP

3. Are promotion and new hire outcomes aligned with the percentages of qualified applicant

4. Do outcomes differ for minorities and women who are promoted into higher GS grades versu

newly hired?

5. How do demographic percentages in the workforce align with Civilian Labor Force and Relevan

Civilian Labor Force data?

6. How do demographic percentages in the applicant pool align with Civilian Labor Force and Relevan

Civilian Labor Force data?

7. Do promotion rates show gender, race, or ethnicity difference

Methods to be used and Evaluation Design

NASA will use a multiphase barrier analysis process to systematically assess representation in the higher 

grades. Phase 1 examines general representation of demographic groups by grade categories. Phases 2 and 

3 examine existing personnel data, such as data on losses and hires, to further explore the factors that may 

be contributing to any discrepancies discovered in Phase 1. At Phase 4, NASA will deploy a systematic set of 

questions to gather more information about triggers uncovered in Phases 1-3. In Phases 5-6, the Agency 

will use qualitative and quantitative data collection techniques to obtain input from members of potentially 

affected demographic groups. Finally, at Phase 7, NASA will identify root causes of potential barriers and 

develop corrective actions

Data and Information

The barrier analysis will focus NASA employees at grades GS-13 and above.

Source Purpose

NASA Personnel Data 

Warehouse

Landscape of NASA current employment and applicants, broken down by race, gender, age, education, and 

position type to establish baselines.

NASA USA Staffing Data Record of competitive promotions within the Agency, to map outcomes from competitive promotions.

Survey Results

Psychometric survey measures to further investigate, validate, and understand where barriers to equal 

employment opportunity might exist. Staff will distribute the survey to all NASA civil servant Physical 

Scientists and the data collected will be analyzed using quantitative inferential analytic techniques

Focus Group interviews Qualitative feedback from impacted populations.

Federal Employee 

Viewpoint Survey (FEVS) Employee Engagement, Global Satisfaction, New Inclusion Quotient

Publicly available 

information National Civilian Labor Force (NCLF), Federal STEM Workforce

Challenges

Anticipated challenges include correlating statistical data regarding outcomes with everyday practices at the 

agency, obtaining sufficient sample sizes of minorities and women across various age and ethnic classifications for focus groups, designing questions to solicit honest, actionable feedback from focus group members, and distinguishing the impact of root causes internal to the agency from outside factors

Dissemination Strategies

A final dissemination plan has not yet been approved. Initial considerations suggest a wide dissemination 

within NASA to all impacted programs, the Office of Human Capital Officer (OCHCO), the Office of Diversity 

and Equal Opportunity, and the Office of the NASA Administrator. There are various mechanisms through 

which these results will be shared including, but not limited to, agency-wide strategic planning, procedural 

documents, and the Agency’s Equity Action Plan.
NASA’s FY 2024 Volume of Integrated Performance 134

 Appendix

Timeframe

The timeframe for this evaluation is FY 2024-2025

Technology Investment

NASA invests in innovative early stage technology concepts that could lead to future breakthrough capabilities and enable new paradigms or new mission types in the longer-term. Through its Learning Agenda,

NASA is evaluating its strategy for investments in early stage innovation that helps enable these potential 

breakthroughs of tomorrow. Diversity is a key aspect of an early stage investment and partnership strategy,

and was the focus of NASA’s FY 2022 and FY 2023 Annual Evaluation Plans for this Priority Question. Those

evaluation plans were designed to complement NASA’s wider strategy of reaching underserved and underrepresented communities, through engagement with Historically Black Colleges and Universities (HBCU) 

and Minority Serving Institutions (MSI). Specifically, the results of those evaluations will help NASA facilitate 

increased HBCU/MSI participation in NASA early stage innovation research opportunities through Small 

Business Innovation Research (SBIR), Small Business Technology Transfer (STTR), and other NASA programs

We believe an expanded, more diverse innovation community will result in more novel ideas to seed tomorrow’s space technology breakthroughs

However, the work can’t stop there. Once promising concepts have established feasibility through early

stage investment, NASA should encourage and facilitate technology maturation wherever possible. The

most promising innovations must transition to the next stages of development to ensure eventual implementation of technology breakthroughs. This challenge is not unique to NASA and technology transition is 

required to bridge the gaps between adjacent stages of development, requiring technology transition. 

Building the bridges between early stage innovation and technology maturation (i.e., approximatel

Technology Readiness Level (TRL) 3) poses a unique challenge for technology development organizations. 

Early stage innovation often represents high-risk, high-reward investment, and by design, fewer concepts are expected to demonstrate the feasibility and potential impact required for technology transition. 

Nevertheless, there are often significant barriers to transition for early stage investments. For example, 

potential customers at early stages might be less obvious than for more mature technology development 

efforts, limiting transition opportunities. Similarly, even after successful completion of an early stage innovation project, there may be feasibility questions and other technology maturity concerns that temper the 

enthusiasm of potential transition partners. Thus, this evaluation for the FY 2024 Annual Evaluation Plan

focuses on transition of promising early stage investments

Since 2015, Space Technology Mission Directorate (STMD) has tracked transitions – conclusion of an investment where a technology is handed off for further development – as a measure of success. Through these 

efforts, we have identified hundreds of early stage transitions, including those eventually infused into space 

missions. STMD seeks to better understand previous experiences, through evidence-building activities, to

facilitate even more opportunities for technology transition leading to breakthrough capabilities. It is worth

noting that, through development of the STMD Strategic Framework and other efforts, we also continue to 

develop other potential measures of impact, both technical and socioeconomic. Technology transition, however, remains an important focus for NASA STMD and a significant indicator that NASA technology investments are helping to maintain American leadership in space technolog

To better facilitate technology transition, NASA STMD continues to assess current and potential mechanisms for technology transition at the program-, portfolio-, and MD-level. We consider technology transition

mechanisms to be funded and unfunded approaches to facilitate the transition of a project across STMD 

programs, NASA directorates, or among industry, or other government agencies (OGA). We plan to leverage

these efforts in the FY 2024 Annual Evaluation Plan for early stage investment.

There are several different potential mechanisms through which NASA can encourage and/or facilitate 

STMD technology transition within or beyond the Agency. For example

■ Extension: Advancement of promising technologies through funded project extensions, or phase 

advancement within a given program 

■ Research Solicitation: Competitive NASA R&D funding opportunities 
NASA’s FY 2024 Volume of Integrated Performance 135

 Appendix

■ Outside Opportunity Identification: Proactive identification of potential funding opportunities 

beyond NASA, including, for example, other OGA research solicitations and venture capital investment opportunities

■ Informal Partnerships: Relationships that assist the transition of a technology or provide additional 

funding opportunities

■ Formal Partnerships: Formal partnership agreements, such as Space Act Agreements, etc

■ Programmatic Decisions: Internal decisions regarding the transition of a technology into another 

STMD program

■ Integration forums: Opportunities that showcase the technologies, such as SBIR’s Innovation & 

Opportunity Conference, NASA Innovative Advanced Concepts (NIAC) Symposium, and Space 

Technology Research Grants (STRG) Space Technology Research Institutes (STRI) Boards 

Prior to FY 2024, STMD will continue efforts to characterize barriers to transition, identify potential transition 

mechanisms, assess policy and process, and improve transition tracking. One key example is an ongoing

effort within the SBIR/STTR program. SBIR/STTR is conducting a deep analysis and evaluation of that program’s transitions-related policy, process, and impact through a series of surveys and interviews, with the 

goal of implementing outcome-based program metrics and improving transition rates of SBIR projects. It is

worth noting that NASA’s technology transition strategy is not limited to Earth Science Information Partners 

(ESIP) programs. NASA is also exploring capture strategies within its technology maturation and demonstration portfolios, for early stage concepts that may address technology gaps. We will leverage the findings of

all such transition efforts to inform the specific design of the 2024 impact evaluation.

Building on our efforts in FY 2022 and FY 2023, NASA will conduct an impact evaluation in FY 2024 to show 

potential to lower transition barriers for promising early stage innovation projects through proactive intervention. We propose a one-year pilot effort within the STMD ESIP portfolio through which ESIP program 

offices may nominate their most promising projects to receive deliberate transition facilitation. 

These projects may include, for example, promising activities that met their study objectives but have now 

exhausted sponsor program pathways, OR projects that narrowly missed competitive continuation opportunities, but warrant additional study. Prior to final evaluation design, we will further assess transition barriers to inform the evaluation design, based on experience within STMD, NASA, and other organizations. We

will assess and identify specific criteria for project inclusion in this evaluation. NASA will include technology 

maturation and demonstration program offices, as well as Principal Technologists and Systems Capability 

Leaders – NASA personnel cognizant of strategic technology gaps for which early stage innovation solutions 

may play a significant role – in the development of the evaluation design.

We will assess and select one or more options for proactive transition intervention in the FY 2024 impact 

evaluation. Possible interventions include, but are not limited to

■ Designated budget(s) to fund technology maturation seedling projects beyond the sponsoring program

■ Funded extensions within the sponsoring program, with a focus on identifying transition partners

■ Championing specific connections with relevant communities within STMD, across NASA, and 

potentially beyond the agency. For example, invitations to present at Space Mission Directorate

(SMD) technology forums; invitations to attend Game Changing Development (GCD), Lunar Surface 

Innovation Consortium (LSIC), or other STMD-led events; invitations to visit relevant labs at NASA 

Centers

■ Increased exposure of the concept. For example, features in NASA agency-level social media and

communications events, funded participation in relevant scientific/technical conferences and workshops, or training opportunities on product development and commercialization

Once we have established the interventions to be explored in the evaluation, we will also establish measures of success to enable leadership decision to continue, expand, or modify intervention strategies 

beyond this evaluation plan. Success measurement of this evaluation plan may include, but is not limited to,

project-specific milestones and/or recipient/transition partner surveys.

The FY 2024 evaluation will follow the guidelines set forth in this plan, but the specific design will evolve 

during FY 2023. The final scope will be informed by further assessment of transition barriers, criteria for 
NASA’s FY 2024 Volume of Integrated Performance 136

 Appendix

transition potential, and intervention methods, as well as assessment of available budget. Accordingly,

the final evaluation design may represent either a small number of selected case studies or assessment 

of a larger portfolio of projects. Similarly, the tested interventions may range from informal (i.e., general

unfunded) activities to more formal (i.e., generally funded) transition opportuniti

Theory of Change 

If NASA can better understand the challenges associated with the future bridges that span the technology 

gaps, identify promising early stage innovation concepts most in need of transition facilitation, and proactively implement effective transition interventions, then NASA will increase the probability of progressing breakthrough innovations through technology maturation, demonstration, and adoption, profoundly 

impacting U.S. aerospace capabilities and global leadership in space technolog

Evaluation Question(s)

The following potential evaluation questions may guide the approach of this impact evaluation:

1. What are some of the most promising early stage innovation concepts?

2. Which of those promising early stage innovation concepts are most in need of transition facilitatio

3. How can NASA successfully implement effective transition intervention

Data and Information

This evaluation will leverage data and information collection across STMD, and where applicable, across 

NASA and beyond

 Source Purpose

NASA TechPort and SPAR

Provide programmatic technical information on current and previous NASA space technology 

investments to better understand the STMD portfolio, existing technology transitions, and potential future transitions

NASA Strategic Framework/ 

Envisioned Futures

Serve as a reference for NASA space technology strategic outcomes, including potential early 

stage pathways for meeting future aerospace mission needs and providing desired socioeconomic benefits

NASA STARPort Provide the connection between existing investments and strategic technology capability needs, 

enabling gap analysis that can inform effective transition strategies

Technology Maturation and 

Demonstration Program data and 

information

Provide coordination with transition efforts complementary to those in the ESIP portfolio. Ensure 

any findings or recommendations regarding the pull of early stage concepts into technology maturation and/or demonstration are considered on the evaluation design and implementation

2022 ESIP Performance and 

Accountability Report (PAR) 

Findings

Inform potential NASA transition strategies, leveraging the findings and recommendations from 

a recent independent assessment of STMD’s Early Stage Innovation and Partnerships portfolio

Ongoing studies and assessments Leverage existing transition-relevant studies within STMD, including those in individual programs 

such as SBIR/STTR

Other studies Leverage information and lessons learned from relevant studies by other federal agencies and 

other organizations

Methods to be used and Evaluation Design

NASA will undertake an experimental design process evaluation to understand strategies to facilitate technology transition more effectively. This will be a mixed-method evaluation. Qualitative and quantitative 
NASA’s FY 2024 Volume of Integrated Performance 137

 Appendix

approaches may be used in the implementation study. The detailed design of the evaluation, identification 

of participating projects, transition interventions, success measurement, and finding and recommendation capture will be developed further in FY 2023. Currently, NASA plans to leverage external evaluation

expertise where needed, (e.g., General Services Administration’s (GSA) Office of Evaluation Services) to help 

ensure a robust and credible evaluation design

Inputs

Criteria for identifying candidate technologies for transition facilitation

Technology transition mechanisms to inform potential evaluation interventions

Strategic needs and technology gaps best suited for early stage innovation solutions

Complementary transition efforts beyond ESIP

Processes

Identification of candidate projects 

Identification of study intervention methods

Development and application of success criteria and measures

Implementation of deliberate formal and/or informal interventions

Expected outputs

Assessment of extensibility of results beyond the scope of the evaluation

Recommended future policy to facilitate technology transition of ESIP concepts

Challenges

Measuring the effectiveness of specific strategies and approaches to early stage investment is particularly 

difficult, partly because of the long development times necessary to recognize the benefit and impact of 

early stage concepts. Accordingly, learning from successful case studies of transition can be incredibly useful, but can also require a decade or more to assess. The often complicated development path to ultimate

implementation also makes it difficult to trace breakthroughs to originating research. In fact, successful 

technology development pathways are often non-contiguous and nonlinear. Thus, wherever possible, we

plan to focus on nearer term proxy measures of effectiveness that are clearly traceable to the results of this 

evaluation

Dissemination Strategies

The results will be shared broadly within NASA. This includes dissemination across all STMD programs and

initiatives and across NASA mission directorates. These results could inform programmatic strategies to

be considered by other technology programs and portfolios, as the applicability of the results may extend 

beyond transition of early stage innovation investments. Evaluation results may also benefit other agencies’ 

efforts to enhance technology transition strategies.

Timeframe

The evaluation design will be finalized in FY 2023, and evaluation will occur by the end of FY 2024. 

Commercial Low Earth Orbit Destination Crew Certification Requirements

One of NASA’s strategic objectives is to develop a human spaceflight economy in Low-Earth Orbit (LEO) 

enabled by a commercial market. To achieve this objective, NASA is partnering with industry to develop

future commercial LEO destinations (CLDs) from which NASA and other customers can purchase services 

and stimulate the growth of commercial human spaceflight activities. 

Since the International Space Station’s (ISS) inception, industry, academia, and our international partners 

have used the ISS as a testbed for research and the development and maturation of state-of-the art systems 

that increase access to space. As CLDs become available, we intend to implement an orderly transition from

current ISS operations to these new CLDs. The continuous operation of a research and technology demonstration platform in space is critical to achieving NASA’s and the Nation’s goals in science, technology, and

human space flight. NASA’s investments will ensure access to a platform in LEO to continue U.S. human 

presence and expand the American foothold in space
NASA’s FY 2024 Volume of Integrated Performance 138

 Appendix

The purpose of this formative evaluation is for NASA to seek feedback from all interested parties on its draft 

Commercial LEO Destination Crew Certification Requirements and the CLD Overall Service Summary documents that discuss the assumptions NASA is considering with regards to the utilization of these CLD systems. The requirements and assumptions will eventually support NASA’s purchase of contracted services. 

This evaluation will provide an opportunity for industry participants to provide feedback to NASA’s approach 

to certification as well as an opportunity to challenge and clarify the assumptions presented in the aforementioned documents

Theory of Change 

If NASA can better understand the current commercial capabilities in low-earth orbit related to design, 

development, testing, and evaluation (DDT&E), then NASA will be able to develop a more informed and 

comprehensive acquisition strategy for the development of a sustainable commercial human spaceflight 

economy

Evaluation Question(s)

The following evaluation questions may guide the approach and design of this evaluation:

1. How accurate are the assumptions within the Commercial LEO Destination Crew Certification 

Requirements and the CLD Overall Service Summary documents?

2. Are there other considerations NASA should contemplate within the Commercial LEO Destinatio

Crew Certification Requirements?

Data and Information

NASA plans on releasing several Requests for Information to industry. 

Source Purpose

RFI responses Input from private commercial industry regarding certification requirements for CLD

Methods to be used and Evaluation Design 

Further evaluation design details are under discussion, with several options, techniques, and tools under 

consideration (i.e. focus groups, literature reviews, evidence summaries). This includes identification of feasible and relevant evaluation approaches to address the questions using the results of the RFI and potentially other data sources that will ultimately support this formative evaluation

Challenges

Anticipated challenges include the willingness of RFI respondents to provide detailed explanations of elements within the Commercial LEO Destination Crew Certification Requirements and the CLD Overall Service 

Summary documents. Conversely, NASA could receive a large number of respondents thus making the task

of reviewing all responses extremely burdensome

Dissemination Strategies

NASA reserves the right to share all information received in response to this evaluation within the CLD 

Program and other NASA program stakeholders, and to use all information submitted in response to this 

evaluation in the formulation of the final Commercial LEO Destination Crew Certification Requirements as 

well as other technical documentation

Timeframe

Several Requests for Information will be released to industry, culminating with the final Commercial LEO 

Destination Crew Certification Requirements that will likely be finalized in FY24.
NASA’s FY 2024 Volume of Integrated Performance 139

 Appendix

Industrial Base

NASA and the Department of Commerce’s (DOC) Bureau of Industry and Security (BIS), National Oceanic 

and Atmospheric Administration (NOAA), National Environmental Satellite, Data, and Information Service 

(NESDIS), will conduct an evaluation of the factors that drive efficiency in the NASA and United States civil 

space supply chain network

This multi-year collaboration will build upon a substantial record of space sector analysis conducted 

between BIS, NASA and the broader U.S. Government (USG) to identify traits that benefit or impede the 

current health and competitiveness of the civil segment of the U.S. Space Industrial Base (SIB). Early findings 

will also inform the planning and execution of the civil space provisions of the 2020 National Space Policy 

(NSP). NASA and DOC (NOAA) seek visibility into the current and prospective performance of the civil space

community to achieve enhanced situational awareness in times of uncertainty

As NASA and interagency partners develop the civil space industrial base survey, a variety of evidence-building activities will impact the Agency. For example, if survey responses from firms in the sector lead analysts 

to identify gaps, shortages or pending issues in our supply chain, then we will propose measures to mitigate 

potential problems and adjust our acquisition strategy to improve Agency risk posture and cost/schedule 

for missions. Furthermore, survey responses from firms in the sector are expected to help illuminate the 

impacts of COVID-19, mergers and acquisitions (M&A), disruptive technology, changing workforce dynamics 

and other supply chain issues

Theory of Change 

If NASA can better understand the civil space industrial base and supply chain, then NASA may be able to 

better forecast pressures, anticipate risks, and mitigate against issues that impact the aerospace supply 

chain to drive adaptability and enhance decision making

Evaluation Question(s)

The following evaluation questions may guide the approach and design of this formative evaluation:

1. What are the traits that benefit the current health and competitiveness of the civil segment of the 

U.S. Space Industrial Bas

2. What are the traits that impeded the current health and competitiveness of the civil segment of th

U.S. Space Industrial Bas

3. What impact has COVID-19 had on the U.S. Space Industrial Bas

4. What impact have mergers and acquisitions had on the U.S. Space Industrial Bas

5. What impact has disruptive technology had the U.S. Space Industrial B

6. What impact has changing workforce dynamics had on the U.S. Space Industrial B

7. What mitigation techniques can NASA and the USG implement to stabilize the U.S. Space Industria

Base in times of uncertainty?

Data and Information

The survey instrument is currently in work and has not been finalized. Preliminary sources of data are outlined below

Source Purpose

Survey responses Accurate responses from the firms regarding corporate operations, structure, financials and tech 

development. 

Publicly available 

information

Some publicly-traded firms file annual reports and 10-K filings, providing additional insight into the 

corporation. 

Methods to be used and Evaluation Design 

NASA will undertake a non-experimental formative evaluation design to analyze survey results, including a 

time series analysis of responses over the course of three observation years:
NASA’s FY 2024 Volume of Integrated Performance 140

 Appendix

■ FY 2021-2022: Survey development, testing, information sharing agreement established, and organization of mailing list and portal hosted by the Census Bureau

■ FY 2023: Distribution of Wave 1 survey; survey analysis of roughly 500-750 completed survey 

responses in Wave 1 compiled, analyzed, briefed and shared; Distribution of Wave 2 survey

■ FY 2024: Survey analysis and comparison of roughly ~1,000 completed survey responses in Wave 2 

compiled, analyzed, briefed and shared

Further evaluation design details are under discussion, with several options, techniques, and tools under 

consideration. Currently, the survey instrument is being finalized, submitted to OMB for Paperwork 

Reduction Act (PRA) review. The Census Bureau data portal is nearly completed. The survey is forecasted t

be released in October 2022, with Wave 1 results expected in late 2022/early 2023. 

Challenges

Anticipated challenges include willingness of survey respondents to provide detailed current and historical 

information regarding performance, financials and supply chain issues. Additional challenges include ability 

of analysts to evaluate large datasets and assess impacts to NASA and other space agencies

Dissemination Strategies

A final dissemination plan has not yet been approved. Initial considerations suggest a wide dissemination 

within NASA to all impacted programs, the broader U.S. civil space community, including primary spac

agencies and associated partners. In addition, a summary of findings is likely to be disseminated to relevant 

stakeholders including the Administration, Congress, industry, academia and the public

Timeframe

The timeframe for this evaluation is FY 2021 – FY 2024.

NASA Communications Services Project: Analysis of Alternatives Evaluation

For years, the task of retrieving data collected from NASA probes throughout the solar system was handled 

by the Deep Space Network, Near Space Network, and Tracking and Data Relay Satellite (TDRS). Together,

these systems have been wholly owned and operated by NASA’s Space Communications and Navigation 

(SCaN) program office. However, the Communications Services Project (CSP) has been formulated to transition legacy SCaN services to robust, reliable, and cost effective commercially available communication and 

navigation services for near Earth missions by FY 2030

In order to implement future commercial satellite communications (COMSATCOM) services for a complex 

organization such as NASA and its many user missions, NASA needs an efficient way to manage the service planning, acquisition, and coordination of communication and navigation services between future 

NASA user missions and COMSATCOM service providers. The CSP has identified NASA mission needs for 

COMSATCOM services and gathered information on commercial service provider capabilities

The Agency is committed to selecting the best solution to meet its current and future needs for utilizing 

COMSATCOM services. However, there are many alternative service management solutions that can fit the 

requirements to meet mission service needs. Therefore, an evaluation will be conducted on these various alternatives in order to determine the most effective solution for the implementation of end-to-end 

COMSATCOM services for future NASA missions. This formative evaluation, also referred to as an Analysis of

Alternatives (AoA), will drive the structure, contracting mechanisms, procurement strategy, and rollout of the 

CSP operations for near-Earth missions

Theory of Change 

If NASA can better understand the various alternatives that exist to implement COMSATCOM services, then 

the Agency will be able to implement an efficient, cost-effective solution to optimize its transition to a new 

deep-space communications architecture that can encourage the growth of American industry and fulfill 

mission needs
NASA’s FY 2024 Volume of Integrated Performance 141

 Appendix

Evaluation Question(s)

The following evaluation questions may guide the approach of this formative evaluation:

1. What is the most effective approach to transition NASA missions to commercial services by FY 2030 

or sooner?

2. How should the service acquisition roadmap be structured based on responses from industr

3. What is the best division of roles and responsibilities between NASA and its private partner

4. What contracting mechanism is best for the required service management activitie

5. What specifications are required for service capabilities, interfaces, and securit

6. Are there additional alternatives that have not yet been identified by the CS

Data and Information

This evaluation will use both quantitative and qualitative methods to analyze survey data.

Source Purpose

Commercial Development 

and Demonstration 

Responses

Responses from the commercial providers regarding their current and upcoming capabilities will inform the development of alternative methods of contracting and service management.

Cost lifecycle data from 

different sources

Costs from analogous programs will be used for Rough Order of Magnitude (ROM) estimation of operations and maintenance costs. These costs include personnel, equipment, software, contractor, etc.

Goddard Space Flight Center 

Request for Information

A survey of current best practices, service agreements, design information, and service metrics utilized 

by NASA’s legacy space communications networks will be used as a baseline for formulating next generation architectures.

Trade Studies Information will be gathered to determine the ability of each alternative to meet service management 

functions and to provide quality service to each Mission Operations Center (MOC).

Methods to be used and Evaluation Design

Figures of Merit (FOMs) are quantifiable metrics that will be utilized to assess and compare each alternative. 

Specifically, the information drawn from NASA and commercial partners has been utilized to create Key 

Performance Parameters (KPPs), Measures of Effectiveness (MOEs), and Measures of Performance (MOPs). 

Collectively, these form several Performance Measures (PMs) that can qualitatively describe the efficacy of 

each alternative model, as well as drive improvements to the alternatives themselves

The following high-Level service management MOEs will be utilized for this evaluation:

MOEs Definition

Ease of Operations Simplicity to set up and operate, degree of automation, level of standards and seamless 

interoperability

Ease of Management Complexity of management of the option

Quality of Service to Customers Satisfaction of customers with the services provided, addresses reliability of services

Agility

• The capability to quickly sense and respond to new events, innovations, and manage 

evolution changes 

• Ability to adopt to new technologies for service management 

• Ability to quickly respond to and recover from non-nominal events

Consistency The achievement of a level of performance that does not vary greatly in quality over time 

(robustness and reliability)

Security Level of security trust, degree of compliance

Cost Price to implement and operate the option
NASA’s FY 2024 Volume of Integrated Performance 142

 Appendix

Challenges

Anticipated challenges include gathering the needed information on commercial partner approaches to service management. Gaps in necessary information may remain, and it is possible that commercial partners

may not make information available until after the AoA kickoff. Furthermore, Rough Order of Magnitude 

(ROM) estimations may be constrained by the availability of some cost information due to the Commercial 

Development and Demonstration schedule, gaps in data from analogous NASA programs, or a lack of publicly available supplemental information

Dissemination Strategies

A final dissemination plan has not yet been approved. However, because the results of this AoA will form the 

foundations of NASA’s procurement strategy, the results of the evaluation will only be shared with offices 

and individuals involved with the procurement of these COMSATCOM services

Timeframe

This evaluation will be completed by the 2nd quarter of FY 2024.

Internship Process Evaluation

The purpose of the Internship Process Evaluation is to understand the pool of individuals who participate 

in the NASA STEM Internship process and generate insights regarding proportions of applicants in different participation categories and how the process used may facilitate or pose barriers for more equitable 

distributions within each category of participation. This process evaluation shifts the focus from previous

years’ Internships Outcome Assessments from understanding the diversity and experiences of selected 

interns (i.e., program outcomes) to understanding the diversity and experiences of those interested in NAS

Internships (i.e., program process). The FY 2022 and 2023 Internship Outcomes Assessment showed th

NASA Internships hold great potential in supporting participants’ STEM knowledge, identity, and persistence; 

however, little is known about barriers to the process of becoming a NASA intern. Past investigations of

Pathways Internships (Datta & Kincaid, 2022) indicated that while many potential applicants viewed internship opportunities, less than 1% made it through the process from viewing opportunities to being hired into 

an internship. Statistics such as these indicate the need for an investigation into the efficacy of the process 

used by those interested in applying for a NASA Internship. Additionally, the levels of diversity within each

category must be investigated to not only determine whether the application process poses barriers, but 

indeed whether barriers are more substantial for some diverse groups of potential applicants

Theory of Change 

If NASA increases the number of interns from underrepresented and underserved communities who apply 

to and are accepted for a NASA internship, there will be an increase in contributions to NASA’s work from 

diverse viewpoints and lead to full time employment that will strengthen the potential for a more diverse 

future workforce

Evaluation question(s)

The following evaluation questions may guide the approach and design of this outcome assessment:

1. What data are collected from the internship Registrants, Applicants, Participants, and Those Who 

Declined Offers (see Table 1)?

2. What patterns emerge about Registrants, Applicants, Participants, and Those Who Declined Offers i

the FY 2022* NASA fall, spring, and summer cohorts?

3. What facilitators and barriers are evidence in the NASA STEM Internship application proces
NASA’s FY 2024 Volume of Integrated Performance 143

 Appendix

Table 1. Key Terms

Categories Definitions

Registrants Individuals who may have started an application, but it was not submitted

Applicants Individuals who completed a Gateway profile and submitted an application

Participants Individuals who accepted offer letters and participated in a NASA STEM Internship

Those Who Declined Offers Individuals who received offer letters, but declined the offer

*Data utilized for this evaluation is based on data from the 2021-2022 academic calendar.

Data and information

Source Purpose

NASA STEM Gateway 

Universal Registration and 

Application Data

The NASA STEM Gateway Universal Registration and Application system collects data from Registrants, 

Applicants, Participants, and Those Who Declined Offers. Data collected during FY22 from the system 

will be quantitively analyzed. This will include demographic information, NASA site affiliation, and 

application status. 

Interviews with NASA STEM 

Internships applicants

Interviews will be conducted with a sample of NASA STEM Internship Applicants, Registrants, 

Participants, and those who did not accept an internship to provide insight about facilitators and 

barriers within the application process. This process will be completed under the guidelines of the 

Paperwork Reduction Act.

Methods to be used and Evaluation Design 

This process evaluation will apply a complementarity mixed methods approach to obtain quantitative demographic data and qualitative interview data to understand the process (Greene et al., 1989; Palinkas et al., 

2019) of the Internship application process. The quantitative phase will analyze demographic data from the 

NASA STEM Gateway to identify the characteristics of Registrants, Applicants, Participants, and those who 

declined offers. In the qualitative phase, semi-structured interviews will identify elements within the NASA 

STEM Internship application process that pose as facilitators and barriers

This evaluation study will use two modes of data collection: 1) descriptive quantitative data and 2) interviews. 

Quantitative data will be collected through the NASA STEM Gateway using data collected during FY22, including demographic information, NASA site affiliation, and application status. Interviews will be conducted with 

a sample of NASA STEM Internship Applicants, Registrants, Participants, and those who did not accept an 

internship to provide insight about facilitators and barriers within the application process. This process will

be completed under the guidelines of the Paperwork Reduction Act

Challenges

We strive to execute a utilization-focused evaluation that provides data that is useful for continual programmatic improvement and evidence-based decision-making. Thus, we anticipate challenges related to the

practical trade-offs that must be considered in less than ideal, or “real world” contexts. The table below identifies three common evaluation challenges for utilization-focused evaluation and corresponding pragmatic 

principles that are relevant to this study (Patton, 2015).
NASA’s FY 2024 Volume of Integrated Performance 144

 Appendix

Table 2. Challenges of utilization-focused evaluation (Excerpt from Patton, 2015, p. 156)

Evaluation Challenge Pragmatic Principle

1. Providing the best possible data 

in time to affect decisions.

Providing less than perfect data that is available on time to affect decision is better than using 

more perfect data that is available after decisions have been taken. 

2. Providing methodologically rigorous data on important questions.The meaning of “rigor” depends on context. Rigor includes not just validity and accuracy but 

whether the findings are actionable and useful.

3. Providing comprehensive 

findings.

Timeliness trumps comprehensiveness. Less is more when the evaluation can cut to the 

chase and focus on what is most useful. 

Additionally, to ensure a high-quality evaluation is conducted, we have used the program evaluation standards for evaluator credibility (U1 Evaluator Credibility) and conflicts of interest (P6 Conflicts of Interest) to 

assess the evaluator’s potential bias. To address evaluator credibility, the independent contractor conducting the evaluation, has selected highly qualified, experienced program evaluators to design and conduct

this study. The individuals selected to design and conduct this evaluation are independent from the policies,

decision-making, operations, and/or implementation of the activities which are the subject of this investigation

Table 3 lists the primary risks associated with the study and the management strategies that will be used to 

minimize these risks

Table 3. Risk mitigation strategy

Potential Issues and Risk Management Strategies

Schedule Slippage A schedule of tasks and milestones will be created for the study. The schedule will be closely 

monitored by the evaluator and NASA. Any potential schedule slippage will be addressed. 

Evaluator or Researcher Credibility

• This study will meet the Joint Committee on Standards for Educational Evaluation 

(JCSEE, 2011) Program Evaluation Standard U1: Evaluator Credibility – evaluations 

should be conducted by qualified people who establish and maintain credibility in evaluation context. 

• The Evaluators/Researchers are Ph.D.-credentialed staff with expertise in higher 

education STEM teaching and learning, education program evaluation, and education 

research.

• The data collected during this investigation, data analysis, and findings will be reviewed 

by two experienced program evaluators. 

Conflicts of Interest

• This study will meet the Joint Committee on Standards for Educational Evaluation 

(JCSEE, 2011) Program Evaluation Standard P6: evaluations should openly and honestly 

identify and address real or perceived conflicts of interests that may compromise the 

evaluation. 

• Potential conflicts of interest between the evaluator’s (i.e. independent contractor) 

implementation and evaluation of NASA’s STEM Engagement higher education activities 

will be openly discussed with NASA. Any perceived or real conflicts of interest will be 

minimized by the independence of the individuals conducting the evaluation from the 

policies, decision-making, operations, and/or implementation of the activities which are 

the subject of this investigation. 

Dissemination strategies

The findings of this study will be summarized in an evaluation report. The report will be shared broadly 

among the NASA STEM Engagement community. The findings will also be presented at the OSTEM 

Performance and Evaluation Community of Practice, STEM Engagement Council meetings, and to the NASA 

Advisory Council.
NASA’s FY 2024 Volume of Integrated Performance 145

 Appendix

Timeframe

This study will take place in FY 2023 – FY 2024.