www.nasa.gov

Volume of Integrated Performance

FY 2020

FY 2018 Annual Performance Report

FY 2019 Annual Performance Plan Update

FY 2020 Annual Performance Plan

National Aeronautics and Space Administration
NASA’s FY 2020 Volume of Integrated Performance i

Letter from the Chief Financial Officer

Letter from the 

Chief Financial Officer

I have learned a lot about NASA and working in the Federal Government since I arrived at the Agency back in 

April 2018. I have learned that working in Washington, D.C., means adapting to a culture unlike any I have ever 

experienced, to include a lifetime’s worth of acronyms. What I have enjoyed most has been learning from the people across NASA as they plan new missions, build hardware, conduct testing, analyze scientific data, and assess 

ongoing business operations to become more efficient. I have had the pleasure of seeing NASA accomplish 

amazing achievements against the most challenging odds. I have also experienced the pain when something did 

not go as well as we wanted it to, when we had to dig in, learn what went wrong, and figure out how we are going 

to fix it. 

In the process, I have also learned something about the NASA family. We aim high and our successes are simply 

phenomenal. We recently landed Insight on the surface of Mars, an instrument we will use to study the core of the 

planet by creating mini “Mars-quakes.” The engineering it takes to land on Mars is as impressive as the spacecraft 

itself, as well as the scientific knowledge we will gain as Insight continues sending data back to Earth. In FY 2018, 

we launched the Parker Solar Probe, our first ever attempt to “touch the Sun,” and TESS, which will study extrasolar planets as never before. Our scientists found evidence of what could be liquid water on Mars, and we 

launched Earth observing satellites—GRACE-FO and ICESat-2, which will use different techniques to observe 

the changing landscape of Earth. Our commercial partners saw some amazing successes too, like the SpaceX 

Falcon Heavy test launch. Working with our partners, we developed plans and contracted with Boeing to develop 

a quieter supersonic aircraft. It really has been an amazingly successful year. 

In FY 2018, we also had the opportunity to learn from our mistakes. As a bunch of “top of the class students,” we 

do not give up on a good idea when things go wrong. We study, we analyze, we reassess, and we rework our 

plans with the knowledge we have gained. This year, we learned valuable lessons on managing our largest missions—the really complex efforts that pose science and engineering challenges that come with the first attempt to 

do anything completely new. For example, the James Webb Space Telescope Independent Review Board highlighted technical challenges that we could have worked differently. Importantly, the findings also included lessons 

that we can apply to all of our work—that we can more actively and aggressively manage our contracts, we can 

better understand and manage risk, and we must better communicate within the Agency and with our partners 

and stakeholders. Can NASA apply these lessons? Of course. Will we apply these lessons? Absolutely!
NASA’s FY 2020 Volume of Integrated Performance ii

Letter from the Chief Financial Officer

In the FY 2020 Volume of Integrated Performance, NASA presents a performance framework for how the Agency 

will accomplish its Mission. Our strategic goals, as outlined in the NASA 2018 Strategic Plan, are supported by 

strategic objectives, multi-year performance goals, and annual performance indicators against which we can 

measure steady progress of our scientific and engineering ventures. The document also demonstrates how our 

FY 2018 performance fared compared to our plans and expectations. It also describes some of the approaches 

the Agency will take to strengthen our activities in acquisition management, cost and schedule estimating, and 

management and control. We are committed to stewardship of taxpayer dollars, to safety, and to security. We 

must do better in areas that have traditionally been challenging to manage, and with our new action plans in 

place, we will. 

You will see the Agency’s commitment to “doing better” throughout the FY 2020 Volume of Integrated 

Performance. We have updated our plans and milestones for the Lunar Gateway, an early step in using the Moon 

as a testing ground for eventual human exploration of Mars and beyond. We are strengthening our planning for 

the Space Launch System and Exploration Mission-1, applying management lessons learned in development of 

NASA’s heavy-lift Earth-to-space transport. We have reprioritized our technology investments, seeking better and 

more efficient solutions for exploration. We are aggressively managing research aboard the International Space 

Station, applying what we learn to protect human health for future long-duration space travel. We are reworking a 

plan to complete and launch the James Webb Space Telescope, a long-standing priority of astrophysicists seeking answers to the mysteries of the universe. Finally, we have renewed our intent to serve national interests by 

more thoughtfully managing all of our contracts, grants, investments, and partnerships. 

I have been NASA’s Chief Financial Officer for almost a year now. My team has come to know that I like to challenge the old ways of doing things, to ensure that what we are doing is a “value add” to the Agency, and to identify 

better and more effective ways of working. I have learned since last April that we do have the right goals, as outlined by the National Space Council and the Administration. I have also seen that we have the right tools in place 

to do the job, and more importantly, we have the right workforce—an extremely capable and dedicated corps of 

people committed to mission success. 

I am proud to release NASA’s FY 2020 Volume of Integrated Performance. This document represents the performance plan that ties directly to NASA’s FY 2020 Budget Estimates. In this volume, we have applied the Agency’s 

continuous learning and improvement philosophy as we upgraded several features of this year’s report. For 

example, we have condensed and tightened up several of the performance goals to remove functional stovepipes 

and foster cross-pollination of ideas and infrastructures. We have also revised several of our narrative sections 

to better show how our performance investments and activities interconnect and come together as a system of 

measures, assessments, and evaluations. These feedback loops progressively drive the Agency to an ever-higher 

level of achievement and accomplishment.

We view it as an honor that we have been chosen, on behalf of the Nation, to pursue the exploration of space and 

the advancement of science and aeronautics. 

Jeff DeWit

Chief Financial Officer 
Overview

NASA’s FY 2020 Volume of Integrated Performance iii

Overview

Above: A structural test version of the intertank for the Space Launch System arrives

at the Marshall Space Flight Center aboard 

the barge Pegasus on March 7, 2018. 

Image credit: NASA/Emmett Given

The National Aeronautics and Space Administration’s (NASA’s) FY 2020 

Volume of Integrated Performance1 reports on performance over the 

course of the last fiscal year (2018), provides the performance plan for the 

current fiscal year (2019), and presents the initial performance plan for the 

coming budget year (2020). The information reported in this document is 

aligned with the performance framework established by the NASA 2018 

Strategic Plan and aligns with NASA’s FY 2020 Budget Estimates,

2

 in 

accordance with the requirements of the Government Performance and 

Results Act (GPRA) Modernization Act of 2010. This information provides 

a holistic view of NASA’s past, present, and future performance, grounded 

in sound management practices, rigorous internal and external review and 

evaluation, and proactive management of risks and challenges. 

1 The FY 2020 Volume of Integrated Performance is produced by NASA’s Office of the Chief 

Financial Officer with contractor support provided by Deloitte Consulting LLP.

2 NASA’s FY 2020 Budget Estimates, which combines the President’s budget request and

the budget justification, can be found on NASA’s Budget Documents, Strategic Plans and

Performance Reports website.

Executive Summary

In February 2018, NASA unveiled a new strategic plan to guide a new 

era of exploration and discovery. This report summarizes the results of 

NASA’s first year executing the performance framework introduced in the 

strategic plan. NASA’s strong management of operational and business 

activities is reflected in performance assessments. Management of small 

research and development missions and projects also shows steady 

positive performance, almost across the board. Development of a commercial space industry through cooperation with commercial partners was 

FY 2018 Performance 

Overview

Performance Goals

achieved or on track

slightly behind schedule or 

below target

significantly behind schedule or below target

Annual Performance Indicators

90%

9%

1%

89%

9%

2%

achieved or on track

slightly behind schedule or 

below target

significantly behind schedule or below target
Overview

NASA’s FY 2020 Volume of Integrated Performance iv

generally strong in FY 2018. Performance associated 

with large flagship missions (i.e., James Webb Space 

Telescope) and major systemic Agency restructuring 

initiatives (e.g., enterprise protection), remain priority 

areas for improvement. Annual performance plans for 

FY 2019 and FY 2020 reflect Administration priorities 

for an increased emphasis on exploration, with lunar 

research in the nearer term, and Mars and still-farther 

destinations to follow.

Document Organization

■ Part 1–Performance Management at NASA

summarizes how NASA conducts performance. It 

provides an overview of the strategic framework 

established in the NASA 2018 Strategic Plan. 

It describes how the Agency manages performance and uses data, evidence and evaluations, 

and reporting. Part 1 also discusses how NASA 

is addressing identified management challenges 

and high-risk activities. 

■ Part 2–Performance Planning and Reporting 

presents NASA’s FY 2018 Annual Performance 

Report, the FY 2019 Annual Performance Plan 

Update, and the FY 2020 Annual Performance 

Plan organized by strategic goal and strategic 

objective, including the summary of progress 

stemming from the 2018 Strategic Reviews for 

each strategic objective. Each strategic objective 

includes performance goals and annual performance indicators, their FY 2018 performance 

ratings, as well as rating explanations for the 

performance goals. Depending on when they 

started, measures show five years of historical 

performance ratings alongside the two years of 

plans for future performance goals and annual 

performance indicators. Where NASA did not 

achieve its target or milestone for a performance 

goal or annual performance indicator, an explanation describes why the target wasn’t met, and 

when appropriate, the corrective actions the 

Agency intends to take to complete the target or 

milestone. 

■ Appendices include two elements. The first 

is Changes to the FY 2019 Performance Plan. 

The second appendix, Data Quality Elements, 

provides the verification and validation information supporting the performance goals reported 

in Part 2. 

■ NASA’s Statement of Assurance is available 

online in the FY 2018 Agency Financial Report.

Summary of Changes from 

the FY 2019 Volume of 

Integrated Performance

The FY 2020 report includes some significant differences from the prior year’s volume.

NASA Reorganization 

■ The Space Technology Mission Directorate did 

not provide a performance plan for FY 2018 

or 2019 in the FY 2019 Volume of Integrated 

Performance, as NASA was anticipating a 

reorganization for their activities. NASA is in the 

process of realigning components of its space 

technology development activities to better leverage synergies across organizations, which promises to better enable deep space exploration.

As planning and implementation of the reorganization is now underway, this document reports 

upon progress for a set of intermediate performance measures selected at the beginning of 

FY 2018, NASA’s current Performance Plan for 

FY 2019, and FY 2020 to support exploration-focused goals. These plans may be later updated 

to reflect closer alignment with the reorganization as necessary. Performance information is 

included under Strategic Objective 3.1. A further 

discussion of the new organization is provided in 

NASA’s FY 2020 Budget Estimates.

Above: The USS John P. Murtha recovers the test version of 

the Orion capsule at sunset in the Pacific Ocean. This is one 

in a series of tests that will verify and validate procedures and 

hardware that will be used to recover the Orion spacecraft after 

it splashes down in the Pacific Ocean following deep space 

exploration missions. Image credit: NASA
Overview

NASA’s FY 2020 Volume of Integrated Performance v

■ In FY 2018, NASA replaced the Office of 

Education with the Office of STEM Engagement. 

As proposed in the FY 2018 and FY 2019 budgets, the FY 2020 budget proposes the termination of funding for this office. In this volume, 

FY 2018 performance was assessed against 

measures implemented by the new office. The 

Office of STEM engagement also developed 

stronger, outcome-oriented performance measures for FY 2019. These performance measures 

are presented in Strategic Objective 3.3. 

Revised Performance Measures

■ The Science Mission Directorate has revised 

its measurement strategy to better demonstrate 

the common, synergetic approach to research 

and mission management employed within the 

Science Mission Directorate. Starting in FY 2020, 

new performance measures and groupings under 

Strategic Objective 1.1 reflect common outcome 

characteristics, rather than the previous and 

long-standing approach of grouping measures 

by scientific themes (Earth science, heliophysics, 

astrophysics, James Webb Space Telescope, 

planetary science). 

■ The FY 2019 Volume of Integrated Performance

included legacy performance goals, FY 2017 performance goals that were discontinued when the 

Agency transitioned to the NASA 2018 Strategic 

Plan framework. These legacy performance 

goals are not included in this document. 

Changes from the FY 2018 

Volume 

■ Part 1 of the FY 2020 volume references 

new activities resulting from the Program 

Management Improvement Accountability Act 

(PMIAA). 

■ Information on Management Challenges identified by NASA’s Office of Inspector General 

(OIG), is presented in Part 1. In FY 2020, this 

section also provides an overview of NASA’s new 

corrective action plan designed to proactively 

address NASA’s inclusion on the Government 

Accountability Office High Risk List.

■ Budget tables were not included in the FY 2019 

Volume of Integrated Performance due to the 

delayed release of the President’s budget 

request. A budget table, consistent with the 

NASA FY 2020 Budget Estimates, is once again 

included for each strategic objective in Part 2. 

■ The Data Quality Elements, which provide verification and validation information for the FY 2018 

performance goals, have been moved from 

Part 2 to Appendix B to improve readability. 

Above: Technicians examine streaks made by oil along the 

body of amodel of the QueSST X-plane after a test in the 

14 x 22 wind tunnel as Langley Research Center. The oil, 

which was released into the wind tunnel’s airstream,shows 

how the air moved around the shape of this design for a quieter supersonic aircraft. Image credit: NASA
Table of Contents

NASA’s FY 2020 Volume of Integrated Performance vi

Table of Contents

Above: An Orbital ATK Antares rocket, with the Cygnus spacecraft onboard, is seen on the launch pad at NASA’s Wallops Flight Facility on 

November 11, 2017. Image credit: NASA/Bill Ingalls

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

Foundations for Performance .

Strategic Themes and Goals .

Strategic Plan Framework .

Annual Performance Plan .

Performance Management in Action .

Strategies for Success . 

High Risk Challenges Identified by GAO .

A Corrective Action Plan for Acquisition Management .

Management Challenges Identified by the OIG . 

Organizing for Success and Sustainability . 

Performance Management Is a Team Effort  .

Reorganizing for Success and Sustainability .

Part 2: Performance Planning and Reporting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

How to Read NASA’s Performance Data .
Table of Contents

NASA’s FY 2020 Volume of Integrated Performance vii

Strategic Goal 1: Expand human knowledge through new 

scientific discoveries. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Strategic Objective 1.1: Understand the Sun, Earth, solar system, 

and universe. . 

2018 Strategic Review Summary of Progress   

Performance Measures for Strategic Objective 1.1 .

Strategic Objective 1.2: Understand the responses of physical 

and biological systems to spaceflight. . 

2018 Strategic Review Summary of Progress   

Performance Measures for Strategic Objective 1.2 .

Strategic Goal 2: Extend human presence deeper into space and 

to the Moon for sustainable long-term exploration and utilization. . . . . . . . . . 4

Strategic Objective 2.1: Lay the foundation for America to 

maintain a constant human presence in low Earth orbit enabled 

by a commercial market. . 

2018 Strategic Review Summary of Progress   

Performance Measures for Strategic Objective 2.1 .

Strategic Objective 2.2: Conduct human exploration in deep space, 

including to the surface of the Moon. . 

2018 Strategic Review Summary of Progress   

Performance Measures for Strategic Objective 2.2 .

Strategic Goal 3: Address national challenges and catalyze economic growth. . 6

Strategic Objective 3.1: Develop and transfer revolutionary technologies 

to enable exploration capabilities for NASA and the Nation. . 

2018 Strategic Review Summary of Progress   

Performance Measures for Strategic Objective 3.1 .

Strategic Objective 3.2: Transform aviation through revolutionary 

technology research, development, and transfer. . 

2018 Strategic Review Summary of Progress   

Performance Measures for Strategic Objective 3.2 .

Strategic Objective 3.3: Inspire and engage the public in aeronautics, 

space, and science. . 

2018 Strategic Review Summary of Progress  .

Performance Measures for Strategic Objective 3.3 .
Table of Contents

NASA’s FY 2020 Volume of Integrated Performance viii

Strategic Goal 4: Optimize capabilities and operations. . . . . . . . . . . . . . . . . . . . . 9

Strategic Objective 4.1: Engage in partnership strategies. . 

2018 Strategic Review Summary of Progress  .

Performance Measures for Strategic Objective 4.1 .

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

2018 Strategic Review Summary of Progress .  

Performance Measures for Strategic Objective 4.2 .  

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

2018 Strategic Review Summary of Progress   .

Performance Measures for Strategic Objective 4.3 .  

Strategic Objective 4.4: Manage human capital. . .

2018 Strategic Review Summary of Progress   .

Performance Measures for Strategic Objective 4.4 .  

Strategic Objective 4.5: Ensure enterprise protection. . .

2018 Strategic Review Summary of Progress   .

Performance Measures for Strategic Objective 4.5 .  

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

2018 Strategic Review Summary of Progress   .

Performance Measures for Strategic Objective 4.6 .  

Appendices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137

Appendix A: Changes to the FY 2019 Performance Plan . .

Appendix B: Data Quality Elements . .
Part 1

Performance Management at NASA

NASA’s Orion spacecraft test article that flew on the uncrewed Exploration Flight Test-1 on December 5, 2014, is seen on the south 

lawn of the White House during a “Made in America” product showcase on July 23, 2018, in Washington, DC. NASA and prime 

contractor, Lockheed Martin, are working on a more complete spacecraft to fly aboard the uncrewed Exploration Mission-1. More

than 1,000 companies from across the the United States have manufactured or contributed elements to the spacecraft. Image credit: 

NASA/Aubrey Gemignani
Foundations of Performance

NASA’s FY 2020 Volume of Integrated Performance 2

Foundations for Performance

Above: The crew of the International 

Space Station (ISS) snapped this image of 

the full Moon on April 30, 2018, as the ISS 

passed over the coast of Newfoundland, 

Canada. Image credit: NASA

For six decades, NASA has led the peaceful exploration of space, 

advancing knowledge of Earth while making discoveries about the furthest reaches of the universe. NASA research has advanced aeronautics, 

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

economy. 

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

to proactively establish expectations and assess and improve performance on an ongoing basis. These practices are strengthened by the 

Agency’s diversity in technical and operational expertise. NASA uses data 

and evidence to inform investment decisions at all levels, from day-to-day 

operations to selecting major missions and establishing the necessary 

infrastructure to pursue goals that may take a generation, or longer, to 

realize. 

NASA is transparent in these efforts, complying fully with requirements 

on performance reporting and accountability, in accordance with the 

Government Performance Results Act (GPRA) Modernization Act of 2010. 

NASA’s commitment to performance reaches further than compliance. 

The Agency has an ingrained culture of self-evaluation and continuous 

improvement, using findings from these studies and assessments to 

improve the Agency is the short term, and position NASA for long-term 

success and sustainability. 

The NASA 2018 Strategic Plan outlines NASA’s plans for the future, 

provides a clear and unified direction for all of its activities, and sets the 

foundation on which the Agency can build and measure the success of its 

programs and projects. This direction is captured in NASA’s Vision and 

Mission statements—why NASA exists, what it aspires to achieve, and 

how it expects to make a difference that benefits all Americans.

Vision

To discover and expand knowledge for the benefit of humanity.

Mission

Lead an innovative and sustainable program of exploration with 

commercial and international 

partners to enable human expansion across the solar system 

and bring new knowledge and 

opportunities back to Earth. 

Support growth of the Nation’s 

economy in space and aeronautics, increase understanding of 

the universe and our place in it, 

work with industry to improve 

America’s aerospace technologies, and advance American 

leadership.
Foundations of Performance

NASA’s FY 2020 Volume of Integrated Performance 3

Strategic Plan Framework

The NASA 2018 Strategic Plan established a framework that consists of NASA’s priorities, approaches, and 

top-level objectives for evaluating and improving progress toward these priorities at varying levels throughout the 

Agency. At the top of the framework are strategic goals and long-term strategic objectives, which are set in the 

strategic plan. They are supported by performance goals and annual performance indicators, which are set annually in the Annual Performance Plan. Assessments of performance goals and annual performance indicators help 

the Agency demonstrate progress toward higher-level, long-term objectives, and when necessary, take corrective 

action to improve incremental and long-term performance. 

NASA’s Strategic Plan Framework 

Expand human knowledge through new scientific discoveries.

Discover

Extend human presence deeper into space and to the Moon for 

sustainable long-term exploration and utilization.

Explore

Address national challenges and catalyze economic growth.

Develop

Optimize capabilities and operations.

Enable

Strategic Themes and 

Goals

NASA’s Mission is aligned to four major 

themes, characterized by a single word, 

that are reflected in the Agency’s activities. These four themes are described in 

more detail in the NASA 2018 Strategic 

Plan. Set in the Strategic Plan Set in the Annual Performance Plan

Strategic Goals are far-reaching and ambitious. Forming the top of the strategic plan 

framework, strategic goals articulate clear statements of what the Agency wants to 

achieve to advance its Mission.

Strategic Objectives typically span up to 10 years. They express the outcome or 

management impact NASA plans to achieve for a strategic goal. Through the annual 

Strategic Reviews, NASA reviews progress toward achieving the strategic objectives 

at a portfolio level.

Performance Goals span two to five years and measure the performance of investments 

towards strategic objectives and strategic goals.

Annual Performance Indicators describe the smaller, achievable measurements that serve as 

NASA’s basic unit of performance measurement. They reflect progress achieved during the budget 

year, and NASA uses them to assess progress made towards achieving the performance goals.

Agency Priority Goals, a subset of performance goals, receive additional senior management 

focus and have additional reporting to external stakeholders. Agency priority goals represent 

NASA’s high-priority, high-profile programs. 

Cross-agency priority goals focus on major Administration priorities that benefit from collaboration 

across multiple Federal agencies. NASA contributes to cross-agency priority goals through relevant 

annual performance indicators.
Foundations of Performance

NASA’s FY 2020 Volume of Integrated Performance 4

Annual Performance Plan 

The Annual Performance Plan builds on the strategic 

plan framework by adding multi-year performance 

goals and annual performance indicators to the 

strategic goals and objectives set in the NASA 

2018 Strategic Plan. NASA develops its Annual 

Performance Plan in concert with the upcoming 

fiscal year budget request. The performance goals 

and annual performance indicators include targets 

and key milestones that reflect the contents of the 

budget at the program and project level. The Annual 

Performance Plan is released to the public on the 

same date that the Administration releases the annual 

President’s budget request. Part 2 includes the 

FY 2020 Performance Plan. 

Annual Performance Plan Update

In addition to performance planning for the budget 

year, NASA also evaluates the performance goals 

and annual performance indicators included in the 

Annual Performance Plan. The performance plan is 

issued with the previous fiscal year’s budget (i.e., the 

FY 2019 Performance Plan) to ensure that the plan 

still accurately reflects the budget and programmatic plans. NASA may revise performance measure 

descriptions, add new measures, or delete unneeded 

measures due to strategic, budgetary, or programmatic changes that have occurred since the plan was 

originally submitted the year before. Updates to the 

FY 2019 Performance Plan are integrated into Part 2, 

with a list of changes located in Appendix A.

Cross-Agency Priority Goals 

The President’s Management Agenda, released 

on March 20, 2018, set a plan for modernizing and 

reforming the Federal Government centered around 

three key areas for improvement: modern information 

technology; data, accountability, and transparency; 

and the workforce for the 21st century. Cross-agency 

priority goals have been created to implement the 

President’s Management Agenda and address these 

three key areas. Cross-agency priority goals drive 

cross-government collaboration to tackle government-wide management challenges affecting most 

agencies. 

Although NASA does not lead any cross-agency 

priority goals, NASA’s improvements feed into several 

measures. Per the GPRA Modernization Act requirement to address cross-agency priority goals in the 

Agency strategic plan, the Annual Performance Plan, 

and the Annual Performance Report, please refer to 

Performance.gov for the Agency’s contributions to 

those goals and progress. 

Left: Mission Specialist Ricky 

Arnold and ISS Commander 

Drew Feustel completed 

the sixth spacewalk at the 

ISS this year, which lasted 

6 hours, 49 minutes. The 

two astronauts installed 

new high-definition cameras 

that will provide enhanced 

views during the final phase 

of approach and docking of 

commercial crew spacecraft 

that will soon begin launching 

to the ISS. Image credit: 

NASA
Foundations of Performance

NASA’s FY 2020 Volume of Integrated Performance 5

Agency Priority Goals and Statements

Responsible 

Program FY 2018 Rating

Discover

1.1.5: Launch the James Webb Space Telescope.

Revolutionize humankind’s understanding of the Cosmos and humanity’s place 

in it. The James Webb Space Telescope (Webb) 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, 2019, NASA 

will initiate on-orbit commissioning of Webb after launch.

James 

Webb Space 

Telescope 

Program, 

Science 

Mission 

Directorate 

(SMD)

Red

Not on track; launch 

date delayed more 

than a year

1.1.15: Deliver the Mars 2020 instrument payload for spacecraft integration.

Explore a habitable environment, search for potential biosignatures of past life, 

collect and document a cache of scientifically compelling samples for eventual 

return to Earth, and contribute to future human exploration of Mars. By August 5, 

2020, NASA will launch the Mars 2020 rover. To enable this launch date, NASA 

will deliver the instrument payload for spacecraft integration by September 30, 

2019.

Mars 

Exploration 

Program, SMD

Green

On track to complete all milestones 

by planned launch 

date

Explore

2.2.1: Achieve critical milestones in development of new systems for th

human exploration of deep space

By September 30, 2019, NASA will conduct the Ascent Abort-2 test of the Orion 

Launch Abort System, perform the green run hot-fire test of the Space Launch 

System’s Core Stage at the Stennis Space Center, and roll the Mobile Launcher 

to the Vehicle Assembly Building to support the start of Exploration Mission-1 

stacking operations.

Exploration 

Systems 

Development, 

Human 

Exploration 

and Operations 

Mission 

Directorate 

(HEOMD)

Yellow

One milestone 

delayed; no anticipated impact on 

agency priority goal 

completion

2.2.3: Use the International Space Station (ISS) as a testbed to demonstrate 

the critical systems necessary for long-duration missions. Between October

1, 2017, and September 30, 2019, NASA will initiate at least eight in-space 

demonstrations of technology critical to enable human exploration in deep 

space

International 

Space Station 

Program, 

HEOMD

Green

On track to achieve 

target

Enable

4.2.2: Facilitate the development of and certify U.S. industry-based crew 

transportation systems while maintaining competition

By September 30, 2019, the Commercial Crew Program, along with its industry 

partners, will complete at least one Certification Review, following un-crewed and 

crewed test flights to the ISS.

Commercial 

Crew Program, 

HEOMD

Yellow

Two milestones 

delayed; no anticipated impact on 

agency priority goal 

completion

More information on NASA’s agency priority goals is available at Performance.gov.

Agency Priority Goals 

In accordance with the GPRA Modernization Act, NASA identified five agency priority goals for the FY 2018 

through FY 2019 reporting cycle. The agency priority goals represent key NASA projects, and achievements in 

these priority areas will benefit the United States in the areas of human spaceflight, space operations, astrophysics, and planetary science. 
Foundations of Performance

NASA’s FY 2020 Volume of Integrated Performance 6

Performance Management in 

Action

NASA aims to be a good steward of the taxpayer’s 

money and has a culture of data-driven performance 

management to continually improve its performance 

management systems and increase accountability, 

transparency, and oversight. This approach leads to 

more consistent performance reporting across NASA’s 

missions and ensures the optimal use of the resources entrusted to the Agency by its stakeholders.

NASA plans and evaluates its performance in a 

continuous cycle, spanning fiscal years, and also, 

thoughtfully, in conjunction with the annual planning, 

programming, budgeting, and execution process used 

to ensure that resource alignment supports mission 

and operational needs. This type of ongoing feedback 

loop ensures that plans reflect performance expectations, and, in return, those performance results inform 

decisions on planning. 

Performance Assessments 

and Reporting

During the third and fourth quarters of each fiscal 

year, program officials assess progress towards 

achieving the performance goals and annual performance indicators listed in the Annual Performance 

Plan. They determine whether targets and milestones 

were met as anticipated and rate the measures 

accordingly. They also provide an explanation supporting the rating. 

NASA’s Chief Operating Officer and the Performance 

Improvement Officer review the performance assessments results and provide feedback allowing for 

course corrections throughout the year to maintain 

alignment with strategic goals and objectives and to 

inform budget discussions. 

NASA publishes a summary of preliminary fiscal year 

performance ratings in the annual Agency Financial 

Report, using available fourth quarter data. NASA 

publishes the final fiscal year performance ratings 

in the Annual Performance Report, which becomes 

part of the Volume of Integrated Performance. Part 2

provides NASA’s final FY 2018 performance ratings 

and supporting explanations.

Annual Strategic Reviews 

The annual Strategic Review process encompasses 

a comprehensive analysis of each of NASA’s 13 

objectives, along with the performance measures 

that support each objective. Using the NASA 2018 

Strategic Plan, Agency leaders assess progress on 

achieving mission, management, and crosscutting 

strategic objectives. The assessment considers performance goals and other indicators the Agency tracks 

for each strategic objective, as well as challenges, 

risks, external factors, and other events that may have 

affected the outcomes.

Based on this assessment, one of three independent ratings is assigned for each strategic objective: 

demonstrating noteworthy progress; demonstrating 

satisfactory performance; or being a focus area for 

improvement. The Chief Operating Officer reviews 

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

for the strategic objectives and next steps for the 

Agency. NASA uses Strategic Review inputs, findings, 

and results throughout the Agency’s budget process 

and as an input to the annual performance planning 

process. A summary of progress and rating for each 

strategic objective is included in Part 2.

Enterprise Risk Management

The enterprise risk management process provides 

better insights on how to most 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 implements enterprise risk management in 

Above: Astronaut Drew Feustel swaps the thermal control gear 

during a spacewalk outside the International Space Station on 

May 16, 2018. Image credit: NASA
Foundations of Performance

NASA’s FY 2020 Volume of Integrated Performance 7

accordance with the update to Office of Management 

and Budget (OMB) Circular A-123, and its update 

M-16-17, and Circular A-11. NASA’s governing councils serve as the Agency’s risk management platform 

and the Chief Operating Officer serves as the senior 

official accountable for risk management.

While NASA cannot mitigate all risks related to achieving its strategic goals and objectives, the Agency is 

using these risk-management strategies to identify, 

measure, and assess challenges related to mission 

delivery to the greatest extent possible. Enterprise risk 

management is integrated with the Strategic Review 

process, providing an analysis of the risks and opportunities NASA faces towards achieving its strategic 

objectives.

Program and Project 

Management for Executive 

Agencies

The Program Management Improvement 

Accountability Act of 2016 (PMIAA) established 

requirements to strengthen program and project 

management within Federal agencies. As a research 

and development agency, NASA uses the core 

concept of cost, schedule, and program and project 

management to assess performance during the development phase. NASA has established a Program 

Management Improvement Officer and a permanent 

program management working group to address 

PMIAA requirements and develop implementation 

plans. NASA has met the direct requirements for 

PMIAA, and contributes to national goals. 

■ Assigning a Program Management 

Improvement Officer. This senior official will

implement program management policies and 

develop strategies to enhance the role of program management throughout the Agency.

■ Federal standards for program and project management. OMB provided additional

PMIAA guidance, requiring development 

of common, principle-based Governmentwide program management standards.

■ Training and development. PMIAA recognizes program and project management as

a specialized skill set, requiring training and 

development. NASA will continue to implement 

a variety of formal and informal practices to 

continue employee development in this area. 

NASA developed a five-year PMIAA strategic implementation plan and delivered it to OMB for review on 

November 30, 2018. NASA expects the document to 

be finalized in late 2019.

Oversight and Accountability

In setting goals and establishing plans to achieve 

mission success, NASA leaders rely on information 

from multiple sources. Rigorous independent assessments, both internal and external to the Agency, are 

an essential tool in ensuring the integrity of data necessary to make well-informed investment decisions. 

Independent verification and validation in planning 

and executing work provides greater confidence in 

performance during development and execution, and 

improves expected outcomes. In many cases, these 

assessments include a routine measure of progress 

against a predetermined set of indicators or other 

targets that effectively establish an “early warning 

system” so that deviations can be more quickly and 

easily addressed. 

Governance Councils

NASA has three Agency-level councils that establish 

strategic direction and provide oversight of Agency 

activities. The Executive Council focuses on major 

Agency-wide decisions by providing strategic guidance and top-level planning. The Mission Support 

Council is a functional council focused on mission-enabling decisions, threshold operational decisions, 

and internal controls as well as liability. The Program 

Management Council is an integral part of NASA’s 

program and mission decisions, ensuring acceptable 

performance as programs reach key decision points, 

and to determine the readiness of a program or project to progress to the next phase of the life cycle. 

The Senior Management Council, a fourth council 

comprised of NASA senior leaders, provides advice 

and counsel to the Executive Council on Agency 

issues and input on the formulation of Agency strategy. 

Technical Authorities

NASA has several technical authorities to ensure 

independent oversight of critical performance areas 

that affect numerous organizations and activities 

across the Agency. These senior officials have direct 

lines of reporting to the Administrator, ensuring work 

on these priority areas adheres to Agency policy and 

performance standards. NASA’s technical authorities 

are responsible for safety and mission assurance, 

engineering, and health and medical issues. Approval 
Foundations of Performance

NASA’s FY 2020 Volume of Integrated Performance 8

from NASA’s technical authorities is required at each 

phase of major mission development or project implementation.

Baseline Performance Reviews 

The Chief Operating Officer conducts a monthly 

internal assessment and reporting forum by which to 

track and assess performance of the Agency’s work 

against established plans. The baseline performance 

review is a bottom-up review of how well the Agency 

has performed against its strategic goals and other 

performance metrics, such as cost and schedule 

estimates, contract commitments, and technical 

objectives. Each project/activity manager provides 

a performance assessment. Analysts outside of the 

performing organization provide independent assessments. NASA’s technical authorities provide oversight 

and an additional level of control. 

Program and Project Key Decision 

Point Reviews 

The Agency requires internal independent assessments on the progress of programs. For major 

projects, senior leaders convene a series of formal 

gatekeeping key decision point reviews, requiring 

managers to provide assessments of how the project 

and programs are performing in key areas.1 Such 

key decision points are specific milestones at which 

managers must provide Agency leadership with information about the program’s maturity and readiness to 

progress to the next stage of the life cycle. 

The mandatory reviews at key decision point milestones focus on the program or project’s assessment 

of status, as well as that of the Standing Review 

Board or mission directorate independent review 

team. Multiple stakeholder organizations also have 

the opportunity to weigh in on the information presented. Other reviews may be scheduled, in accordance 

with the lifecycle schedule of that project, depending 

on the formulation, development implementation, 

or construction plan. Additionally, NASA senior 

leaders continually monitor overall performance 

monthly through the Baseline Performance Review. 

Additionally, NASA provides Congress, OMB, and 

Government Accountability Office (GAO) with cost and 

schedule updates for major projects. 

1 Requirements for flight programs and projects are detailed in in 

NASA Procedural Requirements 7120.5E, NASA Space Flight Program and Project Management Requirements and NASA Procedural Requirements 7120.8, NASA Research and Technology Program 

and Project Management Requirements.

Investment Reviews and Technology 

Readiness Reviews

In a manner similar to assessing project development 

through key decision points, experts in technology 

development use technology readiness levels to 

assess the progress of new concept advances in 

maturity. Technology readiness levels represent a set 

of progressively sophisticated criteria and milestones 

for which each individual technology investment must 

progress as it matures from concept, to development, 

to adoption, to integration, and use by NASA missions. 

Routine progress reviews measure the advancement 

of the work, but also serve as checkpoints to ensure 

the technology remains relevant to and of significant 

benefit to the Agency. An annual assessment of the 

technology development portfolio ensures that investments continue to align to future Agency needs and 

that a balance of desirable technologies remain in the 

pipeline.

Operations and Mission Support 

Assessments 

Assessments of the Agency’s operations and administrative programs are performed, at least annually, 

to measure if they are meeting their functional and 

operational goals. In addition to accomplishing the 

work, an activity may be assessed for improving operAbove: The Parker Solar Probe is lowered into the 40-foot-tall 

thermal vacuum chamber at the Goddard Space Flight Center 

on July 19, 2018. The vacuum chamber simulates the conditions the spacecraft will experience during its journey through 

space, including near-vacuum conditions and severe hot and 

cold temperatures. Image credit: NASA/JHUAPL/Ed Whitman
Foundations of Performance

NASA’s FY 2020 Volume of Integrated Performance 9

ations, customer satisfaction, and efficiency. These 

measures typically include improvements in output 

or capacity, increased customer satisfaction, or other 

quantifiable estimates of improvement, such as to 

reduce spending on unscheduled maintenance by at 

least one percent annually on NASA’s equipment for 

maintenance and testing.

Performance Results at Work 

NASA actively promotes a strong culture of achieving results, and leaders rely on data from numerous 

sources as they establish plans and make decisions.

Internal but Independent Cost and 

Schedule Estimating

NASA employs independent analysts with specialized 

skills to engage in formative planning with mission 

managers throughout the mission development 

process. These analysts help mission planners to craft 

and manage to realistic cost and schedule estimates, 

but also provide an independent perspective in establishing baselines and stakeholder expectations. Other 

analysts use earned value management expertise 

to help mission planners establish meaningful milestones for performance for acquired products and 

technology. 

External Independent Verification and 

Validation of Flight Software

Independent verification and validation are part of an 

Agency-wide strategy to provide the highest achievable levels of safety and cost-effectiveness for mission critical software. Overseen by the Office of Safety 

and Mission Assurance, the Independent Verification 

and Validation Program applies system and software 

engineering best practices to evaluate the correctness 

and quality of critical and complex software systems 

throughout the software’s system life cycle.

Peer and Subject Matter Expert 

Community Review

NASA relies on evaluations by external communities 

with expertise in areas of major scientific and academic disciplines. The Agency uses external peer review 

panels to objectively assess and evaluate proposals 

for new work in science, technology, and education. 

The Science Mission Directorate also draws from 

external senior scientist reviews when determining 

either operational extension or closeout for a science 

mission that has completed its objectives. Papers 

from NASA-supported research undergo independent 

peer review for publication in professional journals. 

NASA often leverages internal and external evaluators to assess specific initiatives for benefit, cost, and 

overall impact.

External Advisors

The NASA Advisory Council provides the NASA 

Administrator with recommendations on major issues 

related to programs, policies, plans, financial controls, proposed associate administrators, and other 

matters pertinent to the Agency’s responsibilities. The 

Aerospace Safety Advisory Panel evaluates NASA’s 

safety performance and advises the Agency on ways 

to improve performance. The panel bases its advice 

on direct observation of NASA operations and decision-making.

NASA’s Science Mission Directorate has goals 

that reflect broad scientific objectives, such as 

“demonstrate progress in improving the capability 

to predict weather and extreme weather events.” To 

measure progress toward achieving these goals, 

the Science Mission Directorate uses five Science 

Advisory Committees managed under the Federal 

Advisory Committee Act: Astrophysics Advisory 

Committee, Earth Science Advisory Committee, 

Heliophysics Advisory Committee, Planetary Science 

Advisory Committee, and Applied Sciences Advisory 

Committee. The committees are comprised of subject 

matter experts in each scientific discipline. Among 

other duties, the committees assess mission results, 

published peer-reviewed science, and progress on 

mission development to recommend performance 

ratings to NASA management. 

NASA receives expert advice from the National 

Academies of Sciences, Engineering, and Medicine, 

which guides planning and helps ensure that the 

Agency’s research and development priorities align 

with the needs of the exploration and science communities. The National Academies lead a series of 

decadal surveys and other analyses that help inform 

Agency decisions on the balance and direction of 

the Science Mission Directorate’s investment portfolio. These decisions are reflected in the Annual 

Performance Plan.

NASA’s Aeronautics Research Mission Directorate 

enlists experts in the aeronautics community to 

assess progress along six major research thrusts, 

ensuring that NASA is developing and maturing 

the technologies and capabilities according to the 

Agency’s aviation research agenda. See the NASA 

Aeronautics Strategic Implementation Plan for more 

information.
Strategies for Success

NASA’s FY 2020 Volume of Integrated Performance 10

Strategies for Success

Above: In the high bay of the Kennedy Space Center’s Space Station Processing Facility, technicians prepare the integrated the TSIS-1 payload and the EXPRESS Pallet Adapter for launch. NASA launched TSIS-1 to the International Space Station on December 15, 2017. Image 

credit: NASA/Cory Huston

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

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

Periodic external assessments also focus management attention on areas of high risk or potential difficulty. The 

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

assessments, identifying trouble spots, and formulating recommendations for addressing them. Issues raised by 

the GAO and OIG represent high-priority areas for strategic rework or management attention.

A summary of the challenge areas, recently identified by GAO and OIG, are included below. Each is followed by a 

short description of actions to be implemented by the Agency. For each, NASA has identified strategic objectives 

that will contribute to the mitigation of these challenges.

High Risk Challenges Identified by GAO

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

shortcomings that put agencies at risk. GAO’s High Risk List, updated every two years, has included NASA’s 

acquisition management since the list was established in 1990. To assist in corrective action planning, GAO 

established five criteria that, if addressed, would substantively improve operations and clear GAO’s concern about 

high-risk activity:

■ A demonstrated strong commitment to, and top leadership support for, addressing problems;

■ The capacity to address problems;

■ A corrective action plan;

■ A program to monitor corrective measures; and

■ Demonstrated progress in implementing corrective measures.
Strategies for Success

NASA’s FY 2020 Volume of Integrated Performance 11

The NASA Associate Administrator assumes ownership of the corrective action plan. The Office of the 

Chief Financial Officer is responsible for maintaining documentation, tracking and reporting progress 

against the plan on an annual basis. Mission directorates and mission support offices are responsible for 

executing the plan and reporting progress.

Several initiatives are anticipated to strengthen 

Agency acquisition management. The initiatives are 

categorized by the following actions.

■ Implement: Initiatives that NASA has determined 

should proceed and become part of regular 

Agency business cadence. Any actions taken to 

support execution of the described initiatives will 

follow all established Agency control and oversight boards, as applicable, to ensure no unintended consequences are experienced.

■ Pilot: Initiatives that NASA has determined 

show promise to provide value related to Agency 

acquisition management, but will initially be executed to a limited degree in scope and time until 

the Agency assesses and reaffirms continued 

execution.

■ Research: Initiatives that are less conceptually 

mature but warrant dedicated effort to explore 

and develop with respect to generating value for 

Agency acquisition management.

Each initiative in the corrective action plan includes 

a history and current state (as of plan publication); 

near-term (two-year) anticipated next steps; output 

and outcome measurements by which progress can 

be assessed; and recognition of challenges, interdependencies, and required resources that must 

be actively managed by NASA leadership. The lead 

organization(s) identified for each initiative will pursue the objectives outlined in the plan. Assessments 

will occur on an annual or biennial basis; results of 

these assessments may result in goal or initiative 

addition, revision, or resolution. Lead organizations 

are accountable to the NASA Associate Administrator, 

and NASA will share results and progress with GAO 

annually at a minimum, and more often when possible. NASA will keep this corrective action plan current 

and up to date until the GAO removes the High Risk 

designation for the Agency. 

As part of the 2019 update, High-Risk Series: 

Substantial Efforts Needed to Achieve Greater 

Progress on High-Risk Areas (GAO-19-157SP), GAO 

included a scorecard detailing which of these criteria 

for improving acquisition management have been met, 

partially met, or have not been met. NASA has fully 

met the criterion for a corrective action plan, and has 

partially met the criteria for leadership, monitoring, 

capacity, and demonstrated progress. NASA is one of 

only three (out of 35) high risk areas that saw a deterioration in ratings from the prior 2017 report.

NASA’s management changes 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, NASA needs to do better at 

managing its larger, more complex projects, which 

typically involve the development of a significant number of new technologies, greater risk, and early cost 

and sched¬ule estimation challenges. GAO observed 

that risks remain for NASA’s largest and flagship-type 

projects, such as the James Webb Space Telescope 

(Webb)(see Agency Priority Goal 1.1.5), the Space 

Launch System (SLS), and Orion (see Agency Priority 

Goal 2.2.1). 

A Corrective Action Plan for 

Acquisition Management

In 2018, NASA established a new corrective action 

plan to accomplish two principal objectives: 1) to 

strengthen the Agency’s cutting-edge program and 

project management efforts across the board and 

improve transparency to stakeholders; and 2) improve 

the Agency’s surveillance of contractors through 

appropriate insight and oversight. In December 

2018, the Agency Program Management Council 

approved the proposed plan, Corrective Action Plan: 

In Response to Recent Programmatic Performance 

and NASA’s Designation on GAO’s High Risk List. 

Recommendations and strategies informing the plan 

included previous GAO high risk reports, GAO’s 2018 

Priority Recommendations Letter, reports issued 

by GAO during its annual programmatic reviews of 

NASA’s major projects, and numerous internal analyses conducted by the Agency. Direction from senior 

leadership, the advice of subject matter experts drawn 

from across NASA, and feedback from GAO were 

also considered. 
Strategies for Success

NASA’s FY 2020 Volume of Integrated Performance 12

See Performance Goal 4.1.2 for more information 

about NASA’s performance in acquisition reforms.

Management Challenges 

Identified by the OIG

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

be the most serious management and performance 

challenges facing the Agency and briefly assesses 

the Agency’s progress in addressing those challenges. NASA leverages the results of OIG audits 

to improve the overall efficiency and effectiveness 

of the Agency’s programs, projects, and functional 

activities. NASA is also committed to ensuring timely 

and responsive final management decisions, along 

with timely and complete final management action on 

all audit recommendations issued by the NASA OIG. 

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

that audit recommendations issued by the OIG are 

resolved and implemented in a timely, responsive, 

and effective manner. NASA’s audit follow-up program 

is a key element in improving the overall efficiency 

and effectiveness of NASA’s programs, projects and 

operations. The requirements for managing OIG’s recommendations is detailed in NASA FY 2018 Agency 

Financial Report.

The six findings from OIG’s, 2018 Report on Top 

Management and Performance Challenges are summarized below. NASA’s response to the OIG findings 

is included in the final report. 

Space Flight Operations in Low Earth 

Orbit

Primary Challenge Owner: Human Exploration and 

Operations Mission Directorate

This challenge encompasses concerns about the 

International Space Station (ISS) and commercial 

transportation to and from the ISS. The OIG audit 

identifies a disconnect between the anticipated resolution of human health risks and actual ISS research 

capacity. This problem is compounded by the proposed decommissioning of the ISS in 2024.

This challenge also includes concern about the cost, 

availability, and design risks associated with NASA’s 

dependence on commercially available cargo and 

crew transportation. The OIG noted that recent 

commercial resupply service contracts are more 

expensive and deliver less upmass capability than 

anticipated.

See Performance Goals 1.2.1, 2.1.1, 2.1.2, 2.1.3, 

4.2.1, and 4.2.2 for more information about NASA’s 

performance towards achieving its ISS Program 

research goals, ISS operations, and commercial 

space transportation supporting ISS operations.

Deep Space Exploration

Primary Challenge Owner: Human Exploration and 

Operations Mission Directorate

OIG’s concerns about NASA’s plans for deep space 

exploration center around three main themes: the 

resources required to support development of a lunar 

gateway versus research necessary for Mars exploration; the increasing costs and schedule delays 

associated with the development of the Space Launch 

System (SLS), Orion Multi-Purpose Crew Vehicle 

(Orion), and Exploration Ground Systems (EGS); and 

technical challenges in each of these engineering 

programs. 

OIG notes the tension between competing priorities to 

develop a lunar gateway for research and to develop 

the deep space transport necessary for a potential 

Mars crewed mission.

To achieve any deep space human exploration, NASA 

must address significant challenges in managing 

development of these three systems. Testing and 

delivery of the SLS Core Stage remains is on the 

critical path for development, but there is no schedule margin remaining to manage problems that may 

Above: Engineers and technicians check fittings during installation of the heat shield to the Orion crew module July 25, 2018, at 

NASA’s Kennedy Space Center. Image credit: NASA/Kim Shiflett
Strategies for Success

NASA’s FY 2020 Volume of Integrated Performance 13

arise during the integration and test phase before an 

integrated SLS/Orion launch. The OIG cites poor contractor performance and poor NASA contract oversight 

as contributing to these problems, although the OIG 

does recognize some improvements have been made. 

Delivery of the European Service Module continues 

to be an issue, as it includes the primary power and 

propulsion elements for Orion. 

The OIG also references concerns by the Aerospace 

Safety Advisory Panel that the first flight test of the 

complete Environmental Control and Life Support 

System will be during Exploration Mission (EM)- 2 

with a crew aboard. Compounding these difficulties, 

furthermore, cost and schedule estimates for developing software to control these integrated systems have 

increased, to date, by approximately 77 percent and 

slipped by 14 months. The effort remains incomplete, 

as EGS will not be able to complete all necessary 

software validation and verification efforts until SLS 

and Orion complete development, testing, and delivery of their software. Development of EGS software is 

the third most critical task, schedule-wise, to meeting 

the current EM-1 launch date of June 2020.

See Performance Goals 2.2.1, 2.2.2, and 2.2.3 to find 

out more about NASA’s performance towards achieving goals supporting a lunar gateway and deep space 

exploration.

NASA’s Science Portfolio

Primary Challenge Owner: Science Mission 

Directorate

The OIG describes two major influencers of the 

Science Mission Directorate’s portfolio: the adverse 

consequences to the portfolio at-large when a large 

flagship-type mission experiences cost increases 

and schedule delays (i.e. what the OIG terms internal 

influencers) and the direction received from sources 

outside the Agency that direct missions, and cost and 

schedule expectations (i.e., external influencers).

The OIG discusses scientific imperative and its troubled management history on Webb. The OIG cites 

overly optimistic planning, changes in launch vehicle, 

and long-standing cost management issues. The OIG 

acknowledges that in a relatively-flat budget environment, funds to cover new requirements are reallocated from other projects, thus spreading risk to cost 

and schedule throughout the portfolio.

The OIG identifies external drivers on the portfolio as 

including Congress, the Administration, other federal 

agencies and nations, and the advisory boards that 

help establish scientific (thus budgetary) priorities. 

The Agency is mandated to follow direction from 

numerous sources, yet these directions are often 

misaligned, and can be in direct conflict. The OIG 

further describes how the appropriations process 

can adversely affect mission planning and execution, 

especially when the Agency is given direction to start 

up, scale down, or cancel a project, all within the span 

of one budget year. Such lack of cohesion stretches 

the Agency’s limited resources, from funding dollars to 

technical personnel.

See Agency Priority Goal 1.1.5 for more information 

on Webb. 

See the performance goals in Strategic Objective 1.1

to find out more about the performance of NASA’s 

science portfolio.

Information Technology Governance 

and Security

Primary Challenge Owner: Office of the Chief 

Information Officer

The OIG continues to express concern about the 

governance and security of NASA’s IT investments 

and data. The OIG believes that the Agency Chief 

Information Officer (CIO) and IT security officials have 

insufficient oversight over IT acquisition and security, 

caused in part by the distributed nature of IT activities at centers. Additional problems identified by OIG 

include a lack of definition of roles, changing manAbove: The Mars 2020 rover is car sized, about 10 feet long 

(not including the arm, 9 feel wide, and 7 feet tall. The Mars 

2020 mission will use a parachute, descent vehicle, and an 

approach called a “skycrane maneuver” to lower the rover on 

a tether to the Mars surface during the final seconds prior to 

landing. This type of landing system provides the ability to land 

a very large, heavy rover on the surface of Mars in a precise 

landing area. Image credit: NASA/JPL-Caltech
Strategies for Success

NASA’s FY 2020 Volume of Integrated Performance 14

agement structures and personnel, strategic planning, 

and poor inventory practices.

The OIG recognizes that NASA has IT connections 

with educational institutions, research facilities, and 

other outside organizations. This diversity in IT users 

and customers provides cybercriminals a larger target 

than most other government agencies, and presents 

unique IT security challenges. The OIG cites a recent 

incident in which several security controls failed, user 

roles were misconfigured, and vulnerability scans 

were ineffective. A malicious attack was not identified 

until a year later, casting doubt on the Agency’s threat 

detection abilities. The OIG questions the effectiveness of NASA’s Security Operations Center, ongoing 

risks to supply chain risk management, and security 

related to the use and oversight of cloud computing 

services and systems. OIG acknowledges that many 

of NASA’s IT systems must be interconnected and 

complex, but believes that the Agency hasn’t established sufficient security.

See Performance Goals 4.5.1, 4.5.2, and 4.5.4 to find 

out more about NASA’s performance in the area of IT 

risk management.

Infrastructure and Facilities

Primary Challenge Owner: Office of Strategic 

Infrastructure

In the OIG’s review of facility maintenance, NASA estimated its deferred maintenance costs at $2.4 billion 

in 2017. The OIG believes major contributors to this 

issue stem from decentralized governance, intense 

political interest in center assets, and competition for 

budget resources. Infrastructure and facilities maintenance have long been of concern to the OIG, noting 

that throughout 8 years and 17 independent reviews, 

common criticisms have been slow implementation 

of corrective actions, inconsistent implementation of 

Agency policies, and a need for stronger lifecycle 

cost considerations in facility construction decisions. 

Despite special action teams to study the issue and 

make recommendations on capability and future 

needs, the OIG believes that these assessments were 

flawed, failed to make recommendations to achieve 

cost savings, and did not establish firm timeframes for 

completing actions.

See Performance Goals 4.2.8, 4.6.1, 4.6.2, and 4.6.3

to find out more about NASA’s efforts to ensure that 

NASA’s facilities are right-sized, efficient, and available when needed.

Contracting and Grants

Primary Challenge Owner: Office of the Chief 

Financial Officer and Office of Procurement 

In FY 2017, NASA spent approximately $17.5 billion 

or 73 percent of its $24 billion of available resources, 

which includes reimbursable authority, on contracts to 

procure goods and services. The Agency awarded an 

additional $1 billion in grants and cooperative agreements.

To assist NASA in ensuring that the Government gets 

proper value for funds it expends, OIG examines 

Agency-wide procurement and grant-making processes; audits individual contracts, grants, and cooperative agreements; and investigates potential misuse 

of Agency contract and grant funds. Additionally, the 

OIG monitors the impact of awarded contracts and 

grants in accomplishing the Agency’s missions and 

support services. The OIG continues to uncover 

fraud and misconduct related to NASA contracts and 

grants. The OIG states that its ongoing audit work has 

uncovered consistent issues in use of service contracts, effort duplication, use of inappropriate contract 

type, and lack of adequate management attention on 

service and professional contracts.

The OIG states that the Agency faces an ongoing 

challenge of ensuring grant and cooperative agreement funds are administered appropriately and that 

recipients are accomplishing agreed-upon goals. The 

OIG cites recent audits that indicate a lack of NASA 

oversight leading to potential duplication of efforts 

with other federal activities, a lack of coordination in 

release of data and findings, questionable acquisitions, inappropriate spending, and insufficient performance.

See Performance Goal 4.1.2 to find out more about 

NASA’s acquisitions reform efforts.
Organizing for Success and Sustainability

NASA’s FY 2020 Volume of Integrated Performance 15

Organizing for Success and Sustainability

Above: A rainbow shines over the A-1 test stand at Stennis Space Center during a test of an RS-25 engine. The A-2 test stand is visible in the 

background. Image credit: KSC Unmanned Aerial Systems Team.

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 NASA’s work is 

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

The innovative, responsive, and dynamic nature of NASA’s work benefits from the Agency’s highly-leveraged relationships within and between mission directorates, mission support offices, and centers. This organizational model 

ensures that Agency leaders can take both a holistic and more narrowly-focused approach to programmatic, 

operational, business, and safety management. 

The NASA workforce of about 17,000 civil servants in 2018 is distributed among its centers, facilities, and 

Headquarters. NASA’s centers and facilities manage and execute the mission work—engineering, operations, science, and technology development—and mission-enabling activities. Each location is supported by a contractor 

workforce providing technical and business operations services. 

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

Headquarters offices lead the Agency’s budget development, execution, and performance assessment. 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, current as of early 2019. 

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

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

managing the workforce and its diversity, overseeing the acquisition and use of IT, conducting financial and 

procurement operations, as well as coordinating international partnerships and legislative affairs.
Organizing for Success and Sustainability

NASA’s FY 2020 Volume of Integrated Performance 16

■ The Aeronautics Research Mission 

Directorate (ARMD) designs, develops, and 

tests advanced technologies that will make aviation much more environmentally friendly, maintain safety in increasingly crowded skies, and 

ultimately transform the way the United States, 

air passengers, and these world-wide, travel 

between destinations. Research conducted by 

ARMD directly benefits today’s air transportation 

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

day. 

■ The Human Exploration and Operations 

Mission Directorate (HEOMD) leads and 

manages NASA space operations related to 

human exploration in and beyond low Earth orbit. 

HEOMD oversees requirements development, 

policy, and programmatic oversight across its 

numerous programs. HEOMD’s activities include 

the ISS, commercial space transportation, low 

Earth orbit spaceflight operations, deep space 

exploration systems, launch services, and space 

communications.

■ The Science Mission Directorate (SMD) conducts scientific exploration enabled by observatories that view Earth from space, observe and 

visit other bodies in the solar system, and gaze 

out into the galaxy and beyond. NASA’s science 

programs focus on three interdisciplinary objectives: discovering the secrets of the universe, 

searching for life in the solar system and beyond, 

and safeguarding and improving life on Earth.

■ The Space Technology Mission Directorate 

(STMD) is in the process of being reorganized to 

better support NASA meeting its exploration priorities. To date, STMD has pursued transformational technologies that may offset future mission 

risk, reduce cost, and advance capabilities that 

enable exploration. STMD has used merit-based 

competition to identify and promote research and 

technology development, demonstrate applicability, and infuse these technologies into NASA’s 

exploration missions.

■ The Mission Support Directorate (MSD)

enables the Agency’s missions by managing 

institutional services and capabilities. MSD is 

actively reducing institutional risk to NASA’s current and future missions by improving processes, 

stimulating efficiency, and providing consistency 

and uniformity across institutional standards and 

practices. 

■ The Office of STEM [science, technology, 

engineering, and mathematics] Engagement

(OSTEM) increases K-12 involvement in NASA 

projects, enhances higher education, supports 

underrepresented communities, strengthens 

online education, and boosts NASA’s contribution to informal education. Note that funding for 

OSTEM is not included in the fiscal year 2020 

request.

■ NASA’s Office of Inspector General (OIG)

promotes economy, effectiveness, and efficiency 

within the Agency by conducting independent 

and objective audits, investigations, and evaluations of Agency programs and operations. The 

OIG safeguards taxpayer dollars and the integrity 

of the Agency by detecting and preventing fraud, 

waste, and abuse.

Performance Management Is 

a Team Effort

NASA’s best asset for achieving mission success is 

a diverse, multi-disciplinary, and skilled workforce 

across all centers and facilities. NASA’s approach to 

performance management is based on a philosophy 

that each team member brings unique experience and 

important expertise to projects. NASA is committed to 

Above: Engineers power on the Orion test article, which will 

be used for the Ascent Abort-2 test, during the week of July 8 

2018, at the Johnson Space Center. Throughout the week, they 

incrementally turned on power, checked power distribution, 

checked connections and voltage, and ensured that the vehicle 

was healthy and providing accurate data. Image credit: NASA/

Robert Markowitz
Organizing for Success and Sustainability

NASA’s FY 2020 Volume of Integrated Performance 17

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.

For the seventh year in a row, NASA was named the 

“Best Place to Work” among large agencies in the 

Federal Government, as ranked by Federal employees. In the annual Federal Employee Viewpoint 

Survey, NASA employees expressed their satisfaction 

with and commitment to NASA’s Mission. Part 2 of 

this document presents the results of their efforts, as 

well as those of NASA’s contractors and partners, for 

FY 2018. Through teamwork and creativity, NASA had 

great successes and made notable progress in tackling the Agency’s management challenges.

Reorganizing for Success 

and Sustainability

Regular assessment of the status quo for efficiency, 

and periodic assessment of the Agency’s current 

versus desired future state is a hallmark of NASA’s 

organizational commitment to achieving an innovative and sustainable program of exploration. This is 

particularly important as budgets for supporting infrastructures decrease, or remain flat—in effect, reducing 

buying power. Any cost efficiencies or improvements 

in conduct of day-to-day operations allows the Agency 

to better sustain strategic investments in NASA’s core 

scientific, engineering, and exploration missions.

In October of 2018, NASA began rolling out a restructured approach to management of the Agency’s 

support services, based on findings and recommendations from business service assessments conducted 

in 2016 and 2017. Among other strategies, the new 

business models reduce duplication of effort and competition for resources by combining separate support 

organizations at centers into Agency-wide services 

managed by functional leads. This approach will help 

ensure a common set of business practices across 

centers and facilities, consolidate and standardize 

management tools, and ensure that workforce or 

programming decisions made at local or at a regional 

level are also aligned with the long-term interest of 

the Agency as a whole. In 2018, the Agency realigned 

work flow and operations support under the Office 

of the Chief Human Capital Officer, the Office of the 

Chief Financial Officer, and the Office of Legislative 

and Intergovernmental Affairs. 

The Agency is already realizing success with the 

new realignment from location-based activities to 

more strategic enterprise-wide services. In 2018, 

the Office of the Chief Financial Officer established 

horizontal inter-center portfolio leads to augment the 

existing vertical hierarchal organization. Each of these 

portfolios is managed by a Chief Financial Officer in 

the field, working at an Agency, not local, level. This 

portfolio lead is responsible for migrating to common, standard enterprise services by working with 

the stakeholder community to identify and implement 

improvements and efficiencies within their processes. 

Such improvements can, and have, included developing and applying a single set of policies, tools, directives, and decisions across all work areas in the area, 

while ensuring full compliance with Federal mandates, 

regulations, and appropriate business practices. Silos 

and inconsistent business processes are being eliminated.

This new structure began to prove its worth during the 

2018-2019 lapse in appropriations. The Office of the 

Chief Financial Officer portfolio leads developed and 

applied consistent guidance, then applied ensured it 

was applied consistently across by all centers. This 

improved identifying exempt and excepted activities, 

streamlining the shutdown and reopening process 

(including accelerating crucial vendor payments to 

vulnerable small businesses), and responding to 

customers both inside and outside of the Agency. In 

2019, the Agency-wide Office of the Chief Financial 

Officer will continue to realize improvements in budget 

management, financial reporting and monitoring, 

implementing agreements, and end user services. 

Performance in cost reduction and improved services 

will be assessed against 2018 baselines and future 

year targets. Several metrics are in use, but the most 

important one measures progress towards enterprise 

services, and the percentage of functions that are 

delivered using consistent processes, and providing a 

consistent quality of service to customers.

The success is not isolated; other realigned offices 

are also performing more efficiently and effectively. The shutdown services led by the Office of 

the Chief Human Capital Officer were well organized, and applied consistently across the Agency. 

Communications to staff, contractors, and vendors 

was viewed as a model by many agencies who 

directed those with inquiries to NASA communication 

sites. The Agency expects similar successes with 

other office realignments as the process continues. 

In 2019, NASA will begin similar efforts for activities 

related to procurement, small business, equal opportunity and diversity, and protective services.
Part 2

Performance Planning and Reporting

On August 12, 2018, a Delta IV Heavy rocket launched NASA’s Parker Solar Probe, the first-ever mission to go into the Sun’s 

corona. Image credit: NASA/Bill Ingall
How to Read NASA’s Performance Data

Part 2 of this volume presents an integrated view of NASA’s FY 2018 Annual Performance Report, the 

FY 2019 Performance Plan Update, and the FY 2020 Performance Plan organized by strategic goal and strategic objective. 

Performance Data within the Strategic Framework

Part 2 is organized according to the strategic plan framework established in the NASA 2018 Strategic Plan. 

the four themes and strategic goals and the strategic objectives shown below consist of NASA priorities, 

approaches, and metrics to evaluate and improve progress toward these priorities at varying levels throughout the Agency.

Expand human knowledge through new scientific discoveries.

Discover

Extend human presence deeper into space 

and to the Moon for sustainable long-term 

exploration and utilization.

Explore

Address national challenges and catalyze 

economic growth.

Develop

Optimize capabilities and operations.

Enable

Each strategic objective includes performance goals (PGs) and annual performance indicators (APIs), associated FY 2018 performance ratings, and rating explanations for the performance goals. Where NASA did 

not achieve its target or milestone for a performance goal or annual performance indicator, an explanation 

describes why the target wasn’t met, and when appropriate, the corrective actions the Agency intends to take 

to complete the target or milestone.

Strategic Goal 1: Expand human knowledge through 

new scientific discoveries

1.1 Understand the Sun, Earth, solar system and universe. 

1.2 Understand responds of physical and biological systems to spaceflight.

Strategic Goal 2: Extend human presence deeper into 

space and to the Moon for sustainable long-term exploration and utilization

2.1 Lay the foundation for America to maintain a constant 

human presence in low Earth orbit enabled by a commercial market.

2.2 Conduct exploration in deep space, including to the 

surface of the Moon. 

Strategic Goal 3: Address national challenges and 

catalyze economic growth

3.1 Develop and transfer revolutionary technologies to 

enable exploration capabilities for NASA and the Nation.

3.2 Transform aviation through revolutionary technology 

research development and transfer.

3.3 Inspire and enable the public in aeronautics, space, 

and science.

Strategic Goal 4: Optimize capabilities and operations

4.1 Engage in partnership strategies. 

4.2 Enable space access and services. 

4.3 Assure safety and mission success. 

4.4 Manage human capital.

4.5 Ensure enterprise protection.

4.6 Sustain infrastructure capabilities and operations.

Performance Planning and Reporting

NASA’s FY 2020 Volume of Integrated Performance 19
Part 2—Strategic Goal 2

NASA’s FY 2020 Volume of Integrated Performance 56

Explore

Lead Office

Human Exploration and Operations 

Mission Directorate (HEOMD)

Goal Leader

Altonell Mumford, Deputy Associate 

Administrator, HEOMD

Strategic Objective 2.2: Conduct human exploration 

in deep space, including to the surface of the Moon.

Above: The propulsion system that will give the Orion spacecraft the "in-space push" needed to travel thousands of miles beyond the moon 

and back has completed its major assembly at United Launch Alliance in Decatur, Alabama. Image credit: ULA

FY $M

Actual 2018 4,790.0

Enacted 2019 4,698.8

Requested 2020 5,021.7

Outyear

2021 5,295.5

2022 5,481.4

2023 6,639.0

2024 7,042.3

Budget 

NASA is extending human presence into cis-lunar space and the lunar 

surface, with capabilities that allow for sustained operations in deep 

space and the lunar surface.

2018 Strategic Review Summary of 

Progress

Assessment: Satisfactory Performance 

The Human Exploration and Operations Mission Directorate leads 

and manages NASA space operations related to human exploration in 

and beyond low Earth orbit. HEOMD oversees requirements development, policy, and programmatic oversight across its numerous programs. 

HEOMD’s activities include the International Space Station, commercial 

space transportation, low Earth orbit spaceflight operations, deep space 

exploration systems, launch services, and space communications. Efforts 

that supported the assessment of Satisfactory Performance included:

■ NASA continues to plan for an Exploration Mission (EM)-1 launch in 

December 2019, with six months of schedule reserve to June 2020 

to address possible first-time manufacturing and production risks.

■ NASA preparations underway for EM-2 include production of 

the Orion EM-2 crew module pressure vessel at the Michoud 

Assembly Center and the active launch abort system.

Walk Through an Example

The following sections explain how to read NASA’s performance information presented in Part 2. Please reference the links provided for more detailed information. 

The annual Strategic Review is a comprehensive analysis of each of NASA’s 13 strategic 

objectives. Based on this assessment, one of three independent ratings is assigned: noteworthy progress; satisfactory performance; or focus area for improvement. More detailed 

information can be found in Part 1.

The budget table shows the 

allocation of budget authority for each fiscal year, in 

millions. For FY 2018 and 

2019, the figure represents 

actual budget authority distributed to investments supporting this strategic objective. Funding for FY 2020 

is estimated, based on the 

budget requested. Budgets 

are provided for fiscal years 

2021 through 2024. Note 

that totals of all budgets 

provided for strategic 

objectives are rounded to a 

single decimal point. Totals 

will not add to the NASA 

total budget request; funds 

associated with the Office 

of Inspector General do 

not map to specific strategic objectives and are not 

included in any strategic 

objective budget roll-up.

Color-coded bookmarks on 

each page correspond to 

the strategic theme for the 

strategic objective.

Performance Planning and Reporting

NASA’s FY 2020 Volume of Integrated Performance 20
Part 2—Strategic Goal 2 Explore

NASA’s FY 2020 Volume of Integrated Performance 61

Performance Goal 2.2.3: Use the International Space Station (ISS) 

as a testbed to demonstrate the critical systems necessary for longduration missions. Between October 1, 2017, and September 30, 2019, 

NASA will initiate at least eight in-space demonstrations of technology 

critical to enable human exploration in deep space. (Agency Priority 

Goal)

Planned Performance Goals for FY 2019-2020

FY 2019 - 2.2.3: Use the International Space Station (ISS) 

as a testbed to demonstrate the critical systems necessary 

for long-duration missions. Between October 1, 2017, and 

September 30, 2019, NASA will initiate at least eight in-space 

demonstrations of technology critical to enable human exploration in deep space. (Agency Priority Goal)

FY 2020 - 2.2.3: Use the International Space Station (ISS) 

as a testbed to demonstrate key capabilities necessary 

for long-duration missions. Between October 1, 2019, and 

September 30, 2021, NASA will initiate at least ten in-space 

demonstrations of technology critical to enable human exploration in deep space.

2013 2014 2015 2016 2017 2018

Green Green Yellow Green Green Green

ERD-18-2: Deliver both the Spacecraft 

Atmosphere Monitor and Brine 

Water Processor to the International 

Space Station (ISS) for technology 

demonstrations.

2013 2014 2015 2016 2017 2018

No APIs before FY 2018 Red

Explanation of Performance

This annual performance indicator is rated red 

because neither the Spacecraft Atmosphere Monitor 

(SAM) nor the Brine Water Processor were delivered 

to the International Space Station (ISS) by the end of 

the first quarter of FY 2019. SAM, which continuously 

measures gases in the air on the ISS and transmits 

that data to researchers on Earth, will be delivered in 

March 2019 to the Jet Propulsion Laboratory due to 

the late delivery of ion pumps and other components. 

The Brine Water Processor, also known as the Brine 

Processor Assembly, will demonstrate the recovery 

of water from urine brine produced by the ISS Urine 

Processor Assembly. The delivery of the Brine Water 

Processor for flight integration will be delayed to early 

September 2019 due to design issues with its bladder 

and logic control board.

Planned Annual Performance Indicators

ERD-19-2: Deliver the Universal Waste Management System 

(UWMS) for flight on the International Space Station (ISS).

ERD-20-2: Deliver the Brine Processor Assembly for launch 

to the International Space Station.

NASA continues to be on track to achieve this agency 

priority goal. In spring 2018, researchers conducted 

the first-ever experiments on long-term exposure 

to galactic cosmic ray-like radiation at the National 

Space Radiation Laboratory, at the Brookhaven 

National Laboratory. These experiments will enable 

better assessments of space radiation health risks 

involved in human space exploration.

The International Space Station (ISS) is a unique 

scientific platform in low Earth orbit that enables 

research in a microgravity environment. The Human 

Research Program (HRP) focuses on discovering 

the best methods and technologies to support safe 

and productive human space travel. Advanced 

Exploration Systems (AES) develops innovative 

approaches and public-private partnerships to rapidly 

develop prototype systems, advance key capabilities, 

and validate operational concepts for future human 

missions beyond Earth orbit. All three programs are 

part of HEOMD.

There are four possible ratings for 

each PG and API, as shown below. 

The mission directorates define their 

own success criteria for the ratings 

during the development of their performance measures, so the success 

criteria are unique to each performance goal or annual performance 

indicator. More information about the 

performance assessment process can 

be found in Part 1.

Green 

On Track or Complete 

NASA completed or expects 

to complete this performance 

measure within the estimated 

timeframe. 

Yellow 

Slightly Below Target and/or 

Behind Schedule 

NASA completed or expects 

to complete this performance 

measure, but is slightly below 

the target and/or moderately 

behind schedule. 

Red

Significantly Below Target 

and/or Behind Schedule 

NASA did not or does not 

expect to complete this 

performance measure within 

the estimated timeframe. The 

program is substantially below 

the target and/or significantly 

behind schedule. 

White 

Canceled or Postponed 

NASA senior management 

cancelled or postponed this 

performance measure. The 

Agency is no longer pursuing activities related to this 

performance measure or the 

program did not have activities 

and/or resources during the 

fiscal year. 

PGs can be rated one color but its related APIs can be rated a 

different color. For example, the PG may be rated green but the 

supporting API is rated yellow. Every performance measure has 

success criteria that specify the amount of performance progress 

required for each color rating. For a PG, the success criteria for a 

fiscal year may be based entirely on the ratings of its API or they 

may be based on additional information. This scenario may indicate 

that that a project’s multiyear progress was not hindered by performance challenges in a single fiscal year. 

Up to five years of historical performance ratings are provided, depending on 

when the goal started. The table will note where ratings are not available (e.g., 

in years where the goal did not exist) in previous years by saying “No PG” or 

“No API.” 

Please note that the PG’s numbers changed over time due to strategic plan 

framework changes. Numbering change information is not available in this 

report.

Two years of planned PGs and APIs 

are provided. The table will state “No 

PG this fiscal year” if a PG is not 

scheduled for renewal.

Performance Planning and Reporting

NASA’s FY 2020 Volume of Integrated Performance 21
Expand human knowledge through new 

scientific discoveries.

Strategic Goal 1

Discover

Operation IceBridge is an airborne survey of Arctic and Antarctic ice sheets, ice shelves, and sea ice. It has helped fill the 

data collection between ICESat, which de-orbited in 2010, and ICESat-2, which launched in September 2018. This photo of the 

Larsen C ice shelf in Antarctica was taken by an IceBridge flight on October 31, 2017. Image credit: NASA/Nathan Kurtz
Part 2—Strategic Goal 1 

NASA’s FY 2020 Volume of Integrated Performance 23

Discover

Lead Office

Science Mission Directorate (SMD), with 

support from the Human Exploration 

and Operations Mission Directorate 

(HEOMD)

Goal Leader

Thomas Zurbuchen, Associate 

Administrator, SMD

Strategic Objective 1.1: Understand the Sun, Earth, 

solar system, and universe.

Above: The Juno spacecraft’s JunoCam took this color-enhanced image of Jupiter on May 23, 2018. Image credit: NASA/JPL-Caltech/SwRI/

MSSS/Kevin Gill

NASA is conducting scientific studies of the Earth and Sun from space, 

return data and samples from other bodies in the solar system, peer out 

into the vast reaches of the universe, and play a catalyzing role in lunar 

robotic exploration by supporting innovative approaches to advancing 

science. These efforts are guided by national priorities and recommendations from the National Academies’ decadal surveys and implemented 

through a balanced portfolio of programs. 

2018 Strategic Review Summary of 

Progress

The Science Mission Directorate conducts scientific exploration 

enabled by observatories that view Earth from space, observe and 

visit other bodies in the solar system, and gaze out into the galaxy and 

beyond. NASA’s science programs focus on three interdisciplinary objectives: discovering the secrets of the universe, searching for life in the 

solar system and beyond, and safeguarding and improving life on Earth. 

Near-term efforts that supported the assessment included:

■ Discovering Secrets of the Universe: Parker Solar Probe launched 

on August 12, 2018, will fly though the Sun’s coronal atmosphere, 

revealing the fundamental science of what drives solar wind. SMD 

also continues the integration and testing of the James Webb 

FY $M

Actual 2018 6,211.5

Enacted 2019 6,291.9

Requested 2020 6,303.7

Outyear

2021 6,319.0

2022 6,319.0

2023 5,846.5

2024 5,815.0

Budget 
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 24

Performance Measures for 

Strategic Objective 1.

The following pages provide the performance goals 

and annual performance indicators supporting 

Strategic Objective 1.1. They include the final performance results for FY 2018, the FY 2019 Performance 

Plan Update, which NASA considers final for FY 2019, 

and the initial FY 2020 Performance Plan. Below are 

charts summarizing the FY 2018 performance ratings 

for the performance goals and annual performance 

indicators supporting Strategic Objective 1.1.

As NASA conducts its 2019 Strategic Review, to be 

completed in spring 2019, it will conduct a retrospective and prospective analyses to determine if the programs supporting this strategic objective are healthy 

and can address potential or realized risks. Part of the 

retrospective analyses will take into consideration the 

FY 2018 performance results found on the following 

pages. Looking forward, NASA will assess whether 

it is on track to achieve the FY 2019 annual performance indicators. The results of this early assessment 

will inform planning for the FY 2021 Performance 

Plan, which will begin in spring 2019.

Space Telescope (Webb), which will be the 

premier observatory of the next decade, studying every phase in the history of the universe, 

ranging from the first luminous glows after the 

Big Bang, to the formation of solar systems 

capable of supporting life on planets like Earth, 

to the evolution of Earth’s solar system.

■ Searching for Life Elsewhere: The Transiting 

Exoplanet Survey Satellite (TESS) mission, 

launched on April 18, 2018, is poised to increase 

the number of candidate life-hosting planets. 

SMD also continues development of the Mars 

2020 mission, which will search for evidence 

of possible past or present life on Mars.

■ Safeguarding and Improving Life: SMD launched 

the Gravity Recovery and Climate Experiment 

Follow-on (GRACE-FO) on May 22, 2018 

to track water movement across the planet. 

SMD has also solicited proposals applying 

Earth observations for disaster risk reduction 

and resilience. Additionally, SMD maintains a 

watch for near-Earth objects, asteroids and 

comets that pass within Earth’s neighborhood, as part of an ongoing effort to discover, 

catalog, and characterize these bodies.

Summary of Strategic Objective 1.1: Understand the Sun, Earth, solar system and 

universe

Performance Goal 

Span two to five years, and measure the performance of investments towards strategic objectives and 

strategic goals. The total number of performance goals is reflected in each rating box and there is no 

one-to-one correlation to annual performance indicator ratings. . 

Annual Performance Indicator 

Describe the smaller, achievable measurements that serve as NASA’s basic unit of performance. 

They show progress achieved during the budget year, and NASA uses them to assess progress 

made towards achieving the performance goals and the strategic objectives. The total number of 

annual performance indicators is reflected in each rating box and there is no one-to-one correlation to performance goal ratings. 

23

40 3 1

1
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 25

Performance Goal 1.1.1: Demonstrate progress in exploring th

physical processes in the space environment from the Sun to Earth 

and throughout the solar system

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Performance Goals

2019 - 1.1.1: Demonstrate progress in exploring the physical 

processes in the space environment from the Sun to Earth 

and throughout the solar system.

See page 55 for a list of FY 2020 performance measures.

HE-18-1: As determined by the 

Heliophysics Advisory Committee 

(HPAC), demonstrate planned progress in 

exploring the physical processes in the 

space environment from the Sun to Earth 

and throughout the solar system

Planned Annual Performance Indicators

HE-19-1: As determined by the Heliophysics Advisory 

Committee (HPAC), demonstrate planned progress in exploring the physical processes in the space environment from the 

Sun to Earth and throughout the solar system.

See page 55 for a list of FY 2020 performance measures.

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

The Heliophysics Division, part of SMD, conducts 

research on the sun, its extended solar-system 

environment (the heliosphere), and planetary environments as a single connected system. The scope of 

Heliophysics ranges from the sun’s interior to Earth’s 

upper atmosphere and beyond, through interplanetary 

space, to the end of the region of the sun’s influence, 

far beyond the outer planets.

The Heliophysics Advisory Committee determined 

in October 2018 that NASA remained on track in its 

annual performance towards achieving this performance goal. Below are examples of the scientific 

progress reported in FY 2018. 

NASA missions led to significant advances in understanding of how plasmas are heated and accelerated. Observations of the sun by the Solar Dynamics 

Observatory (SDO) and the Focusing Optics X-ray 

Solar Imager (FOXSI) showed that finger-like jets 

called spicules and small bursts of magnetic fields 

called nanoflares both contribute to heating the 

outer atmosphere of the sun. At the boundary of 

Earth’s magnetosphere, which slows and deflects 

the solar wind, a new type of small-scale magnetic 

reconnection was discovered using data from the 

Magnetospheric Multiscale (MMS) mission. 

NASA satellite missions have also made significant 

progress in understanding the chemistry and composition of the middle atmosphere. For instance, NASA’s 

Aeronomy of Ice in the Mesophere (AIM) mission

made the first observations of meteoric smoke composition, revealing how extraterrestrial debris affects the 

chemistry of the upper atmosphere.
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 26

Performance Goal 1.1.2: Demonstrate progress in advancin

understanding of the connections that link the Sun, Earth, and 

planetary space environments, and the outer reaches of the solar 

system

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Performance Goals

2019 - 1.1.2: Demonstrate progress in advancing understanding of the connections that link the Sun, Earth, and planetary 

space environments, and the outer reaches of the solar 

system.

See page 55 for a list of FY 2020 performance measures.

HE-18-2: As determined by the 

Heliophysics Advisory Committee 

(HPAC), demonstrate planned progress 

in advancing understanding of the 

connections that link the Sun, Earth, and 

planetary space environments, and the 

outer reaches of the solar system

Planned Annual Performance Indicators

HE-19-2: As determined by the Heliophysics Advisory 

Committee (HPAC), demonstrate planned progress in advancing understanding of the connections that link the Sun, 

Earth, and planetary space environments, and the outer 

reaches of the solar system.

See page 55 for a list of FY 2020 performance measures.

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

The Heliophysics Division, part of SMD, conducts 

research on the sun, its extended solar-system 

environment (the heliosphere), and planetary environments as a single connected system. The scope of 

Heliophysics ranges from the sun’s interior to Earth’s 

upper atmosphere and beyond, through interplanetary 

space, to the end of the region of the sun’s influence, 

far beyond the outer planets. 

The Heliophysics Advisory Committee determined 

in October 2018 that NASA remained on track in its 

annual performance towards achieving this performance goal. Below are examples of the scientific 

progress reported in FY 2018.

NASA’s Interstellar Boundary Explorer (IBEX) has 

provided new insight into how the solar wind affects 

the entire heliosphere, expanding the boundaries. 

Additionally, simultaneous imaging of auroras in 

both hemispheres by NASA instruments, such as 

the Global Ultraviolet Imager on the Thermosphere 

Ionosphere Mesosphere Energetics and Dynamics 

(TIMED) spacecraft, has confirmed that circulation in 

the ionosphere is highly controlled by the solar wind 

magnetic field direction. 

NASA-supported investigations are improving understanding of the connections between atmospheric and 

space phenomena. Using data from AIM, analyses of 

gravity waves in the middle and upper atmosphere 

have shown how gravity waves transfer momentum 

and energy from Earth’s surface throughout the atmosphere. NASA-funded research has also shown, using 

data from instruments on TIMED and AIM, that winds 

in the upper atmosphere are substantially affected 

by space weather. These studies demonstrate how 

weather events originating at Earth’s surface and in 

space can impact the entire globe.
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 27

Performance Goal 1.1.3: Demonstrate progress in developing th

knowledge and capability to detect and predict extreme conditions in 

space to protect life and society and to safeguard human and robotic 

explorers beyond Earth

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Performance Goals

2019 - 1.1.3: Demonstrate progress in developing the knowledge and capability to detect and predict extreme conditions 

in space to protect life and society and to safeguard human 

and robotic explorers beyond Earth.

See page 55 for a list of FY 2020 performance measures. 

HE-18-3: As determined by the 

Heliophysics Advisory Committee 

(HPAC), demonstrate planned progress in 

developing the knowledge and capability 

to detect and predict extreme conditions 

in space to protect life and society and to 

safeguard human and robotic explorers 

beyond Earth

Planned Annual Performance Indicators

HE-19-3: As determined by the Heliophysics Advisory 

Committee (HPAC), demonstrate planned progress in developing the knowledge and capability to detect and predict 

extreme conditions in space to protect life and society and to 

safeguard human and robotic explorers beyond Earth.

See page 55 for a list of FY 2020 performance measures.

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

The Heliophysics Advisory Committee determined 

in October 2018 that NASA remained on track in its 

annual performance towards achieving this performance goal. Below are examples of the scientific 

progress reported in FY 2018. 

Data from NASA missions, across all heliophysics 

disciplines, were used to advance understanding of 

space weather phenomena capable of negatively 

affecting life on Earth as well as human and robotic 

explorers beyond Earth. Observations of the thermosphere by the Sounding of the Atmosphere Using 

Broadband Emission Radiometry (SABER) instrument 

on TIMED were critical to significantly improving the 

predictive capabilities of upper atmosphere forecast 

models, which reduces the risk of losing satellites to 

collisions or communication failures. Using data from 

NASA’s Van Allen Probes, new understanding of radiation belt variability will help researchers assess and 

mitigate the hazardous effects of elevated radiation on 

spacecraft and crew.

The Heliophysics Division, part of SMD, conducts 

research on the sun, its extended solar-system 

environment (the heliosphere), and planetary environments as a single connected system. The scope of 

Heliophysics ranges from the sun’s interior to Earth’s 

upper atmosphere and beyond, through interplanetary 

space, to the end of the region of the sun’s influence, 

far beyond the outer planets.
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 28

Performance Goal 1.1.4: By December 2019, launch one mission in 

support of Heliophysics

2013 2014 2015 2016 2017 2018

Green Green Green Green Yellow Green

Planned Performance Goals

2019 - 1.1.4: By December 2019, launch one mission in support of Heliophysics.

See page 55 for the FY 2020 launch performance goal.

HE-18-4: Launch Parker Solar Probe 

(PSP).

Planned Annual Performance Indicators

No APIs after FY 2018

2013 2014 2015 2016 2017 2018

No API Green Green Green Yellow Green

HE-18-5: Release the 2018 Heliophysics 

Medium Explorer (MIDEX) Announcement 

of Opportunity

Planned Annual Performance Indicators

No APIs after FY 2018

2013 2014 2015 2016 2017 2018

No API Green Green Green Yellow Yellow

Explanation of Performance

NASA delayed the release of the 2018 MIDEX 

Announcement of Opportunity to early FY 2019 in 

order to eliminate overlap between the proposal evaluation effort and the evaluation/site visits for the Small 

Explorer (SMEX) 2016 concept study reports. The 

2012 Decadal Survey for Solar and Space Physics 

strongly recommended a robust principal investigator-led Explorers program for Heliophysics. As a 

result, NASA selected five SMEX mission proposals 

for a Phase A study, with the intent to select two of 

those missions to progress to Phase B.

The Heliophysics Division, part of SMD, conducts 

research on the sun, its extended solar-system 

environment (the heliosphere), and planetary environments as a single connected system. The scope of 

Heliophysics ranges from the sun’s interior to Earth’s 

upper atmosphere and beyond, through interplanetary 

space, to the end of the region of the sun’s influence, 

far beyond the outer planets.

NASA achieved this performance goal by launching 

the Parker Solar Probe on August 12, 2018. When the 

spacecraft transmitted its first science observations in 

December, it began to advance scientific understanding of the star that makes life on Earth possible. The 

mission’s findings will help researchers improve their 

forecasts of space weather events, which have the 

potential to damage satellites and harm astronauts on 

orbit, disrupt radio communications and, at their most 

severe, overwhelm power grids.

Throughout its seven-year mission, the Parker Solar 

Probe will make 24 passes by the sun, journeying 

steadily closer until it makes its closest approach at 

3.8 million miles, inside the sun’s atmosphere. At this 

point, the probe will be moving at 430,000 miles per 

hour, setting the record for the fastest-moving object 

made by humankind.

NASA’s Parker Solar Probe is heading to the sun. Thermal 

Protection System Engineer Betsy Congdon (Johns Hopkins 

APL) outlines why the Parker Solar Probe can take the heat in 

Why Won’t it Melt? How NASA’s Solar Probe will Survive the 

Sun. Image Credit: NASA
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 29

HE-19-7 [Begins in FY 2019]

Planned Annual Performance Indicators

HE-19-7: Deliver Science and Technology Definition Team 

(STDT) report.

No API for FY 2020

HE-19-6 [Begins in FY 2019]

Planned Annual Performance Indicators

HE-19-6: Complete the 2016 Heliophysics Small Explorer 

(SMEX) Announcement of Opportunity down-select.

No API after FY 2020

HE-18-8: Launch the Ionospheric 

Connection Explorer (ICON).

2013 2014 2015 2016 2017 2018

No API No API Green Green Green Yellow

Explanation of Performance

NASA and Northrop Grumman delayed the October 

2018 ICON launch when they detected anomalous 

data from the Pegasus XL rocket, which contained 

ICON. The Pegasus XL rocket was transported back 

to Vandenberg Air Force Base in California for further 

analysis. A new launch date has not yet been set. The 

ICON spacecraft remains healthy.

Planned Performance Goals

See page 55 for a list of FY 2020 performance measures.

HE-18-7: Complete the selection for the 

Interstellar Mapping and Acceleration 

Probe (IMAP) Announcement of 

Opportunity

2013 2014 2015 2016 2017 2018

No APIs before FY 2017 Green Green

Planned Annual Performance Indicators

HE-19-9: Complete Interstellar Mapping and Acceleration 

Probe (IMAP) concept studies.

See page 55 for the FY 2020 IMAP annual performance 

indicator.
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 30

Performance Goal 1.1.5: Conduct on-orbit commissioning of the 

James Webb Space Telescope after launch. (Agency Priority Goal)

2013 2014 2015 2016 2017 2018

Green Green Green Green Yellow Red

Planned Performance Goals

2019 - 1.1.5: Conduct on-orbit commissioning of the James 

Webb Space Telescope after launch. (Agency Priority Goal)

See page 55 for a list of FY 2020 performance measures.

Although NASA completed some major milestones 

as planned for FY 2018, Webb will not achieve this 

agency priority goal, which assumed that Webb would 

launch no later than September 30, 2019. 

After successful completion of the cryovacuum testing 

at Johnson Space Center in October 2017, Webb’s 

Optical Telescope Element plus Integrated Science 

Instrument Module, together known as OTIS, was 

shipped to the Northrop Grumman Aerospace System 

Space Park facility in Redondo Beach, California, in 

February 2018. Subsequent successful functional 

testing of OTIS was performed at Space Park in May 

and June 2018.

During FY 2018, NASA completed testing of the 

sunshield, which was integrated to the spacecraft bus 

in FY 2017. The testing included initial folding of the 

sunshield membrane, full deployment of the sunshield 

structure and membrane, tensioning of the membrane 

and re-folding and stowing into the launch configuration. During this initial testing, snags with the membrane tensioning system occurred during deployment, 

as well as several small tears in the membrane. The 

membrane tensioning system was redesigned, tested, 

and re-installed on the sunshield. The cause of the 

membrane tears is fully understood, the majority have 

been repaired, and corrective action has taken place 

so that tears are minimized during subsequent test 

deployments. 

In early 2017, it was discovered that several dual 

thruster valves of the propulsion system leaked due to 

erosion of the seals. The replacement of the spacecraft propulsion system thruster valves was completed 

in March 2018.

Environmental testing of the spacecraft was initiated 

in April 2018. After completion of the acoustics test, 

which was the first of the testing series, loose screws, 

washers, and nuts were discovered and traced to the 

sunshield membrane cover battens. The root cause 

was identified as an insufficient installation procedure 

of the hardware, and all of the hardware was removed 

and replaced. NASA started the spacecraft/sunshield 

environmental testing again, with a re-run of the 

acoustics test in October 2018. 

NASA established an Independent Review Board 

to assess the schedule, work to go, and underlying 

causes of schedule erosion. Based on the board’s 

findings and recommendations, NASA is now planning 

to launch Webb in March 2021. This new launch date 

takes into account the lessons learned from the initial 

fold, deployment, and stow of the sunshield, as well 

as the corrective action required for the recent loosened hardware discovered after the acoustics test. In 

June, NASA alerted Congress of the new launch date 

and an increase in development cost of $800 million 

over the $8 billion cost cap.

The James Webb Space Telescope, or Webb, 

will be a large infrared space observatory capable of 

studying every phase in the history of the universe, 

from the first glows after the Big Bang to the evolution 

of planets. The Webb program is part of the Science 

Mission Directorate.
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 31

JWST-18-1: Integrate the James Webb 

Space Telescope Optical Telescope 

Element (OTE) plus Integrated Science 

Instrument Module (ISIM), known as OTIS, 

with the spacecraft and sunshield

2013 2014 2015 2016 2017 2018

Green Green Green Green Yellow Red

Planned Annual Performance Indicators

JWST-19-1: Complete spacecraft element thermal vacuum 

testing.

See page 55 for a list of FY 2020 performance measures.

Performance Explanation

Integration of OTIS with the spacecraft and sunshield 

has been delayed until October 2019 due to the discovery of loosened hardware after an acoustics test 

(see Performance Goal 1.1.5 for more information). 

Actions are being taken by the project and program 

to minimize procedural and human errors, as recommended by the Independent Review Board.

Webb’s two halves, the spacecraft and telescope, were 

connected together using temporary ground wiring that 

enabled them to “speak” to each other like they will in flight 

in September 2018 This was an optional “risk reduction” test 

that took advantage of an opportunity to connect the two 

halves of the observatory together electrically months earlier 

than planned. If any issues had been found, it would have 

given engineers more time to fix them and without causing 

further delays. As a bonus, it also provided a jumpstart for the 

separate spacecraft and telescope test teams to begin working 

jointly as they will when the whole observatory is reassembled 

into one spacecraft in 2019. Image credit: Northrop Grumman
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 32

Performance Goal 1.1.6: Demonstrate progress in probing the origi

and destiny of the universe, including the nature of black holes, dark 

energy, dark matter, and gravity.

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Performance Goals

2019 - 1.1.6: Demonstrate progress in probing the origin and 

destiny of the universe, including the nature of black holes, 

dark energy, dark matter, and gravity.

See page 55 for a list of FY 2020 performance measures.

AS-18-1: As determined by the 

Astrophysics Advisory Committee 

(APAC), demonstrate planned progress 

in probing the origin and destiny of the 

universe, including the nature of black 

holes, dark energy, dark matter, and 

gravity

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Annual Performance Indicators

AS-19-1: As determined by the Astrophysics Advisory 

Committee (APAC), demonstrate planned progress in probing 

the origin and destiny of the universe, including the nature of 

black holes, dark energy, dark matter, and gravity.

See page 55 for a list of FY 2020 performance measures.

The Astrophysics Division, part of SMD, studies the 

origin and evolution of the universe, including planets 

circling stars outside the solar system, distant galaxies and groups of galaxies, and compact objects and 

black holes.

The Astrophysics Advisory Committee determined in 

July 2018 that NASA remained on track in its annual 

performance toward the achievement of this performance goal. Below are examples of the scientific 

progress reported in FY 2018. 

Numerous new discoveries and fruitful measurements 

propelled progress in understanding the workings of 

the universe. Moments after the Laser Interferometer 

Gravitational-wave Observatory (LIGO) detected 

gravitational waves, the Fermi Gamma-ray Space 

Telescope picked up a pulse of high-energy light. 

The coincidental detections provided the first powerful evidence of a pair of stars smashing together 

and exploding. The Swift, Hubble, Chandra, and 

Spitzer missions, along with ground-based observatories including the NASA-funded Panoramic Survey 

Telescope And Rapid Response System (PanSTARRS) survey, later captured the glow of the blast’s 

debris. The detection of a gravitational-wave source’s 

light has revealed that the event was caused by the 

merger of two neutron stars.

Progress has taken place in finding and understanding black holes, as well as into probing the fate of the 

Universe and its dark energy content by measuring 

the Hubble constant with higher precision. Nuclear 

Spectroscopic Telescope Array (NuSTAR) data has 

provided insight into the origin of jets around black 

holes. Archival observations by the Chandra X-Ray 

Observatory revealed the presence of a dozen black 

holes gathered around the supermassive black hole in 

the center of the Milky Way Galaxy. For the first time, NASA scientists have detected light tied to a 

gravitational-wave event, thanks to two merging neutron stars in 

the galaxy NGC 4993, located about 130 million light-years from 

Earth in the constellation Hydra. Image credit: Credits: NASA’s 

Goddard Space Flight Center/CI Lab
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 33

Performance Goal 1.1.7: Demonstrate progress in exploring the origi

and evolution of the galaxies, stars, and planets that make up the 

universe

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Performance Goals

2019 - 1.1.7: Demonstrate progress in exploring the origin 

and evolution of the galaxies, stars, and planets that make up 

the universe.

See page 55 for a list of FY 2020 performance measures.

AS-18-2: As determined by the 

Astrophysics Advisory Committee 

(APAC), demonstrate planned progress in 

exploring the origin and evolution of the 

galaxies, stars, and planets that make up 

the universe

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Annual Performance Indicators

AS-19-2: As determined by the Astrophysics Advisory 

Committee (APAC), demonstrate planned progress in exploring the origin and evolution of the galaxies, stars, and planets 

that make up the universe.

See page 55 for a list of FY 2020 performance measures.

The Astrophysics Advisory Committee determined in 

July 2018 that NASA remained on track in its annual 

performance toward the achievement of this performance goal. Below are examples of the scientific 

progress reported in FY 2018 in understanding the 

origin and evolution of the galaxies, stars, and planets 

that make up the universe.

The Kepler Space Telescope solved a previously 

unsolved problem related to energetic stellar 

explosions. Exploding stars known as supernovas 

sometimes include brief flashes called fast-evolving 

luminous transients, or FELTs. Observations by the 

Kepler Space Telescope helped astronomers to conclude that these brief flashes come from a vast shell 

of material around a supernova that abruptly lights up 

when the supernova blast wave crashes into it.

NASA’s airborne Stratospheric Observatory for 

Infrared Astronomy (SOFIA) have helped astronomers to understand how massive stars form. Using 

data collected with SOFIA, astronomers confirmed 

that high-mass stars can form like their less massive 

siblings (like the sun), through collapsing interstellar 

gas and dust clouds that are collected in an “accretion 

disk” surrounding the young star.

The Astrophysics Division, part of SMD, studies the 

origin and evolution of the universe, including planets 

circling stars outside the solar system, distant galaxies and groups of galaxies, and compact objects and 

black holes.
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 34

Performance Goal 1.1.8: Demonstrate progress in discovering an

studying planets around other stars and exploring whether they could 

harbor life

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Performance Goals

2019 - 1.1.8: Demonstrate progress in discovering and studying planets around other stars and exploring whether they 

could harbor life.

See page 55 for a list of FY 2020 performance measures.

AS-18-4: As determined by the 

Astrophysics Advisory Committee 

(APAC), demonstrate planned progress in 

discovering and studying planets around 

other stars and exploring whether they 

could harbor life

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Annual Performance Indicators

AS-19-4: As determined by the Astrophysics Advisory 

Committee (APAC), demonstrate planned progress in discovering and studying planets around other stars and exploring 

whether they could harbor life.

See page 55 for a list of FY 2020 performance measures.

The Astrophysics Advisory Committee determined in 

July 2018 that NASA remained on track in its annual 

performance toward the achievement of this performance goal. Below are examples of the scientific 

progress reported in FY 2018.

The discovery and study of planets around other stars 

(“exoplanets”) continues to be a rapidly growing field. 

NASA’s Kepler mission has completed a census of a 

field of sky in the Cygnus constellation, revealing a 

divide between smaller Earth-like planets and larger 

mini-Neptunes with significant gaseous atmospheres. 

Using the Hubble and Spitzer space telescopes, 

scientists detected water vapor in two gas giant exoplanets, WASP-39b and WASP-121b, that orbit close 

to their host stars. A surprising amount of water was 

found in WASP-39b, suggesting that the exoplanet 

developed far away from its star, where it was bombarded by icy material. 

Observations by the Hubble and Spitzer telescopes of 

the seven Earth-sized TRAPPIST-1 planets demonstrate that two of these rocky worlds have compact 

atmospheres like Earth’s and may be good candidates as habitable worlds.

The Astrophysics Division, part of SMD, studies the 

origin and evolution of the universe, including planets 

circling stars outside the solar system, distant galaxies and groups of galaxies, and compact objects and 

black holes.

Analysis conducted in 2018 concluded that the seven planets of 

the TRAPPIST-1 system are all rocky, and some could contain 

significant amounts of water. This artist’s concept, the relative 

sizes of the planets and their host star, an ultracool dwarf, are 

all shown to scale. Image credit: NASA/JPL-Caltech
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 35

Performance Goal 1.1.9: By December 2018, launch at least one 

mission in support of Astrophysics

2013 2014 2015 2016 2017 2018

No PG Green Green Green Green Green

Planned Performance Goals

2019 - 1.1.9: By December 2021, launch one mission in support of Astrophysics.

See page 55 for the FY 2020 launch performance goal.

AS-18-5: Complete Wide-Field Infrared 

Survey Telescope (WFIRST) Key Decision 

Point (KDP)-B.

2013 2014 2015 2016 2017 2018

No APIs before FY 2016 Green Yellow Green

Planned Annual Performance Indicators

No APIs after FY 2018

NASA achieved this performance goal in April 2018 

when it launched the Transiting Exoplanet Survey 

Satellite (TESS) on the first-of-its-kind mission to find 

worlds beyond the solar system, including some that 

could support life. TESS has started its search for 

planets around nearby stars, officially beginning science operations on July 25 and transmitting science 

data back to Earth every 13.5 days, once per orbit, as 

the spacecraft makes it closest approach to Earth. 

Over the next two years, the spacecraft will use its 

array of telescopes to perform the first-ever spaceborne all-sky exoplanet transit survey, looking for exoplanets ranging from Earth-sized to gas giants in orbit 

around the nearest and brightest stars in the sky. The 

project’s goal is to identify terrestrial planets in the 

habitable zones of nearby stars. TESS will monitor the 

brightness of half a million stars, looking for momentary changes in brightness caused when a planet 

passes, or transits, in front of the star as viewed from 

Earth.

NASA also completed the Key Decision Point-B 

review for the Wide-Field Infrared Survey Telescope 

(WFIRST), allowing the project to explore options for 

fulfilling the mission, advance required technologies, 

and take other steps to prepare for future mission 

development.

AS-18-6: Complete concept studies for 

the 2016 Astrophysics Medium Explorer 

(MIDEX) Announcement of Opportunity.

2013 2014 2015 2016 2017 2018

No APIs before FY 2017 Green Green

Planned Annual Performance Indicators

AS-19-6: Complete the 2016 Astrophysics Medium Explorer 

(MIDEX) Announcement of Opportunity down-select.

See page 56 for the FY 2020 MIDEX annual performance 

indicator.

AS-18-7: Launch the Transiting Exoplanet 

Survey Satellite (TESS).

2013 2014 2015 2016 2017 2018

No API Green Green Yellow Green Green

Planned Annual Performance Indicators

No APIs after FY 2018

The Astrophysics Division, part of SMD, studies the 

origin and evolution of the universe, including planets 

circling stars outside the solar system, distant galaxies and groups of galaxies, and compact objects and 

black holes.
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 36

Performance Goal 1.1.10: Demonstrate progress in advancing th

understanding of how the chemical and physical processes in the 

solar system operate, interact, and evolve.

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Performance Goals

2019 - 1.1.10: Demonstrate progress in advancing the understanding of how the chemical and physical processes in the 

solar system operate, interact, and evolve.

See page 55 for a list of FY 2020 performance measures.

PS-18-1: As determined by the Planetary 

Science Advisory Committee (PAC), 

demonstrate planned progress in 

advancing the understanding of how 

the chemical and physical processes in 

the solar system operate, interact, and 

evolve

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Annual Performance Indicators

PS-19-1: As determined by the Planetary Science Advisory 

Committee (PAC), demonstrate planned progress in advancing the understanding of how the chemical and physical 

processes in the solar system operate, interact, and evolve.

See page 55 for a list of FY 2020 performance measures.

The Planetary Science Division, part of SMD, 

develops and operates robotic spacecraft to advance 

the scientific understanding of planetary bodies. The 

division is improving understanding of the origin and 

evolution of life on Earth and guiding the search for life 

elsewhere. In addition, the division identifies and characterizes objects in the solar system that pose threats 

to Earth or offer resources for human exploration.

The Planetary Science Advisory Committee determined in September 2018 that NASA has remained 

on track toward achievement of this performance goal. 

Below are examples of the scientific progress reported 

in FY 2018.

The Lunar Reconnaissance Orbiter (LRO) made 

unprecedented measurements of the Moon’s radiation environment, showing that the Moon receives an 

increase in radiation from galactic cosmic rays, which 

would be more harmful to future deep-space explorers. Scientists suggest that particles in Venus’ lower 

clouds may contain sufficient mass balance to harbor 

microorganisms, water, solutes, and a potentially sufficient biomass to be detected by optical methods. The 

Juno mission has made new observations of cyclonic 

activity in Jupiter’s polar regions. Cassini observed 

storms on Saturn that can disturb atmospheric patterns at the planet’s equator. The Dawn mission 

discovered sites rich with organic molecules on the 

asteroid Ceres. Scientists discovered methane ice 

formations, some reaching hundreds of feet high, near 

Pluto’s equator through data from the New Horizons 

mission.

Using data collected during New Horizons’ 

flyby of Pluto in July 2015, researchers 

have discovered blade-like spires that rise 

hundreds of feet. Known as “penitentes,” 

the features were formed by erosion 

caused by evaporating ices. Image credit: 

NASA/JHUAPL/SwRI
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 37

Performance Goal 1.1.11: Demonstrate progress in exploring an

observing the objects in the solar system to understand how they 

formed and evolve

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Performance Goals

2019 - 1.1.11: Demonstrate progress in exploring and observing the objects in the solar system to understand how they 

formed and evolve.

See page 55 for a list of FY 2020 performance measures.

PS-18-2: As determined by the Planetary 

Science Advisory Committee (PAC), 

demonstrate planned progress in 

exploring and observing the objects in 

the solar system to understand how they 

formed and evolve

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Annual Performance Indicators

PS-19-2: As determined by the Planetary Science Advisory 

Committee (PAC), demonstrate planned progress in exploring 

and observing the objects in the solar system to understand 

how they formed and evolve.

See page 55 for a list of FY 2020 performance measures.

The Planetary Science Division, part of SMD, 

develops and operates robotic spacecraft to advance 

the scientific understanding of planetary bodies. The 

division is improving understanding of the origin and 

evolution of life on Earth and guiding the search for life 

elsewhere. In addition, the division identifies and characterizes objects in the solar system that pose threats 

to Earth or offer resources for human exploration.

The Planetary Science Advisory Committee determined in September 2018 that NASA has remained 

on track toward achievement of this performance goal. 

Below are examples of the scientific progress reported 

in FY 2018. 

LRO evaluated the shapes of 930 small craters (40 

meters to 10 kilometers in diameter) to highlight 

changes to the sizes of ubiquitous impact craters 

across the Moon.

Data from the Compact Reconnaissance Imaging 

Spectrometer for Mars (CRISM), aboard the Mars 

Reconnaissance Orbiter (MRO), demonstrated that 

clays on Mars belong to three different chemical 

families, based on their crystal structure. Laboratory 

experiments demonstrated that the thicknesses of 

surface clay minerals observed on Mars could have 

formed in a few million years or less, depending on 

the temperature. The less crystalline minerals above 

the clay layers are a record of a colder, dryer Mars.

The Juno mission created a detailed model of 

Jupiter’s global magnetic field. Jupiter’s magnetic field 

is shown to be different from all other known planetary 

magnetic fields. Cassini’s final images will allow scientists to better characterize atmospheric conditions 

on Saturn, while the New Horizons mission enabled 

scientists to create global and topographic maps of 

Pluto and its largest moon, Charon.

PS-18-11: Complete Juno mission 

success criteria

2013 2014 2015 2016 2017 2018

No API No API No API Green No API Green

Planned Annual Performance Indicators

No APIs after FY 2018
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 38

PS-18-12: Complete Origins, Spectral 

Interpretation, Resource Identification, 

and Security-Regolith Explorer (OSIRISREx) arrival at the Bennu asteroid.

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Annual Performance Indicators

See 1.1.16 for planned APIs

PS-19-3 [Begins in FY 2019]

Planned Annual Performance Indicators

PS-19-3: Complete New Horizons’ first-ever flyby of a Kuiper 

Belt Object (2014MU69).

No API for FY 2020

This “super-resolution” view of asteroid Bennu was created 

using eight images taken by OSIRIS-REx’s PolyCam camera 

on October 29, 2018. OSIRIS-REx was about 205 miles away 

from Bennu, executing its third asteroid approach maneuver 

to slow the spacecraft and guide it toward the asteroid. Image 

credit: NASA/Goddard/Univ. of Arizona
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 39

Performance Goal 1.1.12: Demonstrate progress in exploring an

finding locations where life could have existed or could exist today

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Performance Goals

2019 - 1.1.12: Demonstrate progress in exploring and finding 

locations where life could have existed or could exist today.

See page 55 for a list of FY 2020 performance measures.

PS-18-3: As determined by the Planetary 

Science Advisory Committee (PAC), 

demonstrate planned progress in 

exploring and finding locations where life 

could have existed or could exist today

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Annual Performance Indicators

PS-19-4: As determined by the Planetary Science Advisory 

Committee (PAC), demonstrate planned progress in exploring 

and finding locations where life could have existed or could 

exist today.

See page 55 for a list of FY 2020 performance measures.

The Planetary Science Division, part of SMD, 

develops and operates robotic spacecraft to advance 

the scientific understanding of planetary bodies. The 

division is improving understanding of the origin and 

evolution of life on Earth and guiding the search for 

life elsewhere. In addition, the division identifies and 

characterizes objects in the solar system that pose 

threats to Earth or offer resources for human exploration.

The Planetary Science Advisory Committee determined in September 2018 that NASA has remained 

on track toward achievement of this performance goal. 

Below are examples of the scientific progress reported 

in FY 2018.

The Mars 2020 mission will analyze samples in situ 

and identify those that could have preserved biosignatures in ancient habitable environments. Samples will 

be cached for later return to Earth where detailed biosignature analyses will take place. The payload suite 

will include a first-time mission instrument for biosignature detection and contextual environment characterization, the Scanning Habitable Environments 

and Luminescence for Organics and Chemicals 

(SHERLOC).

Data from NASA’s Cassini spacecraft revealed 

complex organic molecules originating from Saturn’s 

icy moon Enceladus, strengthening the idea that 

this ocean world hosts conditions suitable for life. 

Additional data implied the presence of a global ocean 

underneath the icy surface of Enceladus, with a huge 

amount of internal heating to avoid freezing.

In December 2018, NASA announced that it had used 

images from the Mars Reconnaissance Orbiter’s (MRO’s) 

High Resolution Imaging Science Experiment (HiRISE) to 

assess several candidate landing sites for the Mars 2020 

rover, looking for potential erosion by studying wind-caused 

ripples and dunes. Jazero Crater, shown here in an image 

taken by HiRISE in March 2015, and Northeast Syrtis were 

selected as candidate sites because they showed the most 

evidence for ongoing sand transport and erosion potential. The Mars 2020 rover will explore signs of habitable 

conditions and microbial life on ancient Mars. Image credit: 

NASA/JPL-Caltech
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 40

Performance Goal 1.1.13: Demonstrate progress in improvin

understanding of the origin and evolution of life on Earth to guide the 

search for life elsewhere

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Performance Goals

2019 - 1.1.13: Demonstrate progress in improving understanding of the origin and evolution of life on Earth to guide 

the search for life elsewhere.

See page 55 for a list of FY 2020 performance measures.

PS-18-4: As determined by the Planetary 

Science Advisory Committee (PAC), 

demonstrate planned progress in 

improving understanding of the origin 

and evolution of life on Earth to guide the 

search for life elsewhere

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Annual Performance Indicators

PS-19-5: As determined by the Planetary Science Advisory 

Committee (PAC), demonstrate planned progress in improving understanding of the origin and evolution of life on Earth 

to guide the search for life elsewhere.

See page 55 for a list of FY 2020 performance measures.

The Planetary Science Division, part of SMD, 

develops and operates robotic spacecraft to advance 

the scientific understanding of planetary bodies. The 

division is improving understanding of the origin and 

evolution of life on Earth and guiding the search for 

life elsewhere. In addition, the division identifies and 

characterizes objects in the solar system that pose 

threats to Earth or offer resources for human exploration.

The Planetary Science Advisory Committee determined in September 2018 that NASA has remained 

on track toward achievement of this performance goal, 

leading to new discoveries about the history of life on 

Earth. Below are examples of the scientific progress 

reported in FY 2018.

A team funded by the NASA Astrobiology Institute 

analyzed jasper rock samples from the Nuvvuagittuq 

belt in Canada and found microfossils of filaments 

and tubes filled with hematite, similar to the remains 

of modern-day microbes living around hydrothermal 

vents. The findings provide evidence for biological 

activity in submarine-hydrothermal environments 

dated to be at least 3.77 billion years old and perhaps 

as old as 4.28 billion years. The minimum age of 

these fossils would make them the oldest indication of 

life on Earth found to date.

Scientists with the NASA Astrobiology Institute combined several global data sets (sediment thickness, 

bathymetry, heat flow, bottom water temperatures) 

with modeling efforts to calculate the three-dimensional distribution of temperature in marine sediments. 

The temperature in about 25 percent of global sediment is less than 20 degrees Celsius, conditions 

most preferred by cold-loving psychrophiles, a type of 

microorganism that grows and reproduces in places 

that are at 15 degrees Celsius or lower. However, 

about 75 percent of global sediment is less than 80 

degrees Celsius, a temperature range suitable for 

extensive biological activity, including that of mesophiles (which prefer moderate temperatures) and 

thermophiles (which prefer temperatures between 41 

and 122 degrees Celsius).
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 41

Performance Goal 1.1.14: Demonstrate progress in identifying an

characterizing objects in the solar system that pose threats to Earth or 

offer resources for human exploration

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Performance Goals

2019 - 1.1.14: Demonstrate progress in identifying and 

characterizing objects in the solar system that pose threats to 

Earth or offer resources for human exploration.

See page 55 for a list of FY 2020 performance measures.

PS-18-5: Conduct research, involving 

both U.S. interagency and international 

cooperation and partnerships, into 

mitigation techniques and technologies 

to address the anticipated threat of small 

body impacts to life on Earth

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Annual Performance Indicators

PS-19-12: Conduct research, involving both U.S. interagency 

and international cooperation and partnerships, into mitigation 

techniques and technologies to address the anticipated threat 

of small body impacts to life on Earth.

See page 55 for a list of FY 2020 performance measures.

The Planetary Science Advisory Committee determined in September 2018 that NASA has remained on 

track toward achievement of this performance goal. 

In FY 2018, asteroid search teams funded by NASA’s 

Near-Earth Object Observations Program found 

another seven asteroids larger than one kilometer 

in size with orbits that can come within Earth’s vicinity. Asteroid search teams also found 1,927 smaller 

asteroids. As of the end of FY 2018, the total known 

population of near-Earth asteroids was 18,637. The 

high-precision orbit predictions computed by the 

Center for Near-Earth Object Studies at NASA’s 

Jet Propulsion Laboratory show that none of these 

objects is likely to strike the Earth in the next century. 

However, 1,927 small bodies (of which 155 are larger 

than one kilometer in diameter), with 107 near-Earth 

comets, are in orbits that could become a hazard in 

the more distant future and warrant continued monitoring.

The multi-agency Detecting and Mitigating the 

Impact of Earth-bound Near-Earth Objects (DAMIEN) 

Interagency Working Group released the National 

Near-Earth Object Preparedness Strategy and Action 

Plan on June 20, 2018. The 10-year plan identifies 

actions to improve the U.S. government’s preparedness for a possible asteroid impact threat. 

The Double Asteroid Redirection Test (DART) mission, 

which includes U.S. interagency and international 

participation on the investigation team, completed its 

Preliminary Design Review and was confirmed for fullscale development on August 17, 2018.

The Planetary Science Division, part of SMD, 

develops and operates robotic spacecraft to advance 

the scientific understanding of planetary bodies. The 

division is improving understanding of the origin and 

evolution of life on Earth and guiding the search for 

life elsewhere. In addition, the division identifies and 

characterizes objects in the solar system that pose 

threats to Earth or offer resources for human exploration.
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 42

PS-18-6: As determined by the Planetary 

Science Advisory Committee (PAC), 

demonstrate planned progress in 

identifying and characterizing objects 

in the solar system that pose threats 

to Earth or offer resources for human 

exploration

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Annual Performance Indicators

PS-19-6: As determined by the Planetary Science Advisory 

Committee (PAC), demonstrate planned progress in identifying and characterizing objects in the solar system that pose 

threats to Earth or offer resources for human exploration.

See page 55 for a list of FY 2020 performance measures.

PS-18-13: Identify and catalog a 

cumulative 8,400 of the estimated 25,000 

near-Earth asteroids (NEAs) 140 meters 

or larger

2013 2014 2015 2016 2017 2018

No APIs before FY 2018 Yellow

Explanation of Performance

NASA rated this annual performance indicator yellow because NASA identified and catalogued 8,307 

NEAs by the end of FY 2018, missing the target 

by 93 NEAs. The discovery rate was impacted by 

extremely poor weather in spring and summer 2018 

over Hawaii, which is the location for two primary NEO 

survey systems: the Panoramic Survey Telescope 

And Rapid Response System (Pan-STARRS) and the 

Asteroid Terrestrial-impact Last Alert System (ATLAS). 

The start of operations for Pan-STARRS 2 also was 

delayed by two hurricanes.

Planned Annual Performance Indicators

PS-19-13: Identify and catalog a cumulative 8,900 of the 

estimated 25,000 near-Earth asteroids (NEAs) 140 meters or 

larger.

See page 55 for the FY 2020 NEA catalog annual performance indicator.

The chart depicts the cumulative number of NEAs identified 

over time, from the start of the Near Earth Observations in July 

1998 through the end of May 2018. The area in orange depicts 

the quantity of known NEAs larger than 460 feet (140 meters). 

The area in blue depicts the number of known NEAs in all sizes. 

Image credit: NASA/JPL-Caltech
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 43

Performance Goal 1.1.15: Deliver the Mars 2020 instrument payload 

for spacecraft integration. (Agency Priority Goal)

2013 2014 2015 2016 2017 2018

No PGs before 2018 Green

Planned Performance Goals

2019 - 1.1.15: Deliver the Mars 2020 instrument payload for 

spacecraft integration. (Agency Priority Goal)

See page 55 for a list of FY 2020 performance measures.

PS-18-7: Complete Mars 2020 System 

Integration Review (SIR).

2013 2014 2015 2016 2017 2018

No API No API Yellow Green Green Green

Planned Annual Performance Indicators

PS-19-7: Deliver Mars 2020 instrument payload to Assembly, 

Test, and Launch Operations (ATLO).

See page 56 for the Mars 2020 annual performance 

indicator.

The Planetary Science Division, part of SMD, 

develops and operates robotic spacecraft to advance 

the scientific understanding of planetary bodies. The 

division is improving understanding of the origin and 

evolution of life on Earth and guiding the search for 

life elsewhere. In addition, the division identifies and 

characterizes objects in the solar system that pose 

threats to Earth or offer resources for human exploration.

This agency priority goal is on track and is rated 

green for FY 2018. The Mars 2020 System Integration 

Review (SIR) was completed successfully on 

February 28, 2018. The SIR ensures that the various 

components and subsystems are on schedule to be 

physically integrated into the overall mission system. 

The instrument payload for the Mars 2020 rover will 

include instruments that will analyze the minerals on 

and below Mars’ surface, measure the Martian wind, 

and look for signs of organic material.

In this image, the second stage of the Black Brant IX sounding 

rocket separates from the Advanced Supersonic Parachute 

Inflation Research Experiment (ASPIRE) payload, which 

tested a parachute that will help land the Mars 2020 rover on 

Mars. The third and final flight test of the ASPIRE payload was 

launched from NASA’s Wallops Flight Facility on September 7, 

2018. Image credit: NASA/JPL-Caltech.
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 44

Performance Goal 1.1.16: By December 2017, launch at least two 

missions in support of Planetary Science

Planned Performance Goals

2019 - 1.1.16: By December 2021, launch one mission in support of Planetary Science.

See page 55 for the FY 2020 launch performance goal.

PS-18-8: Complete New Frontiers 4 Step 

One Selection

2013 2014 2015 2016 2017 2018

No APIs before 2017 Green Green

Planned Annual Performance Indicators

PS-19-9: Complete New Frontiers 4 down-select.

FY 2020 TBD

2013 2014 2015 2016 2017 2018

No PG Green Green Green Green Green

NASA successfully completed this performance goal 

with the launches of the Mars Atmosphere and Volatile 

Evolution (MAVEN) mission in November 2013 

and the Origins, Spectral Interpretation, Resource 

Identification, Security, Regolith Explorer (OSIRISREx) in September 2016.

MAVEN is investigating Mars’s upper atmosphere, 

ionosphere, and interactions with the Sun and solar 

wind. Scientists are using the data to determine 

how the loss of volatiles (substances that evaporate 

quickly) to space has affected the Martian atmosphere 

through time. MAVEN is exploring how the Sun may 

have stripped Mars of most of its atmosphere, turning a once possibly habitable planet into a cold and 

barren desert world. 

OSIRIS-REx is investigating Bennu, a carbonaceous 

asteroid whose surface may record the earliest history 

of our solar system. Asteroids like Bennu also contain 

natural resources such as water, organics, and precious metals. In the future, these asteroids may one 

day fuel the exploration of the solar system by robotic 

and manned spacecraft.

The Planetary Science Division, part of SMD, 

develops and operates robotic spacecraft to advance 

the scientific understanding of planetary bodies. The 

division is improving understanding of the origin and 

evolution of life on Earth and guiding the search for 

life elsewhere. In addition, the division identifies and 

characterizes objects in the solar system that pose 

threats to Earth or offer resources for human exploration.

PS-18-10: Complete Europa Instrument 

Preliminary Design Reviews (PDRs).

Planned Annual Performance Indicators

PS-19-8: Complete Europa Clipper Key Decision Point 

(KDP)-C.

See page 56 for the FY 2020 Europa annual performance 

indicator.

2013 2014 2015 2016 2017 2018

No APIs before 2017 Green Green

PS-18-14: Complete the Double Asteroid 

Redirection Test (DART) Preliminary 

Design Review (PDR).

Planned Annual Performance Indicators

PS-19-14: Complete the Double Asteroid Redirection Test 

(DART) Preliminary Design Review (PDR).

See page 56 for the FY 2020 DART annual performance 

indicator.

2013 2014 2015 2016 2017 2018

No APIs before FY 2018 Green
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 45

PS-18-15: Launch the Interior Exploration 

using Seismic Investigations, Geodesy 

and Heat Transport (InSight) mission.

Planned Annual Performance Indicators

No APIs after FY 2018

2013 2014 2015 2016 2017 2018

Green Green Green Green Red Green

PS-19-10 [Begins in FY 2019]

Planned Annual Performance Indicators

PS-19-10: Complete the Lucy mission Key Decision Point 

(KDP)-C.

See page 56 for the FY 2020 Lucy mission annual performance indicator.

PS-19-11 [Begins in FY 2019]

Planned Annual Performance Indicators

PS-19-11: Complete the Psyche mission Preliminary Design 

Review (PDR).

See page 56 for the FY 2020 Psyche mission annual performance indicator.

The mobile service tower at Space Launch Complex-3 is 

rolled back to reveal the rocket with NASA’s InSight spacecraft onboard, May 4, 2018, at Vandenberg Air Force Base in 

California. Image credit: NASA/Bill Ingalls
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 46

Performance Goal 1.1.17: Demonstrate progress in advancing th

understanding of changes in Earth’s radiation balance, air quality, and 

the ozone layer that result from changes in atmospheric composition

Planned Performance Goals

2019 - 1.1.17: Demonstrate progress in advancing the understanding of changes in Earth’s radiation balance, air quality, 

and the ozone layer that result from changes in atmospheric 

composition.

See page 55 for a list of FY 2020 performance measures.

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

ES-18-1: As determined by the Earth 

Science Advisory Committee (ESAC), 

demonstrate planned progress in 

advancing the understanding of changes 

in Earth’s radiation balance, air quality, 

and the ozone layer that result from 

changes in atmospheric composition

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Annual Performance Indicators

ES-19-1: As determined by the Earth Science Advisory 

Committee (ESAC), demonstrate planned progress in advancing the understanding of changes in Earth’s radiation balance, air quality, and the ozone layer that result from changes 

in atmospheric composition.

See page 55 for a list of FY 2020 performance measures.

The Earth Science Division, part of SMD, develops 

a scientific understanding of Earth and its response 

to natural or human-induced changes. Understanding 

Earth’s atmosphere, crust, water, ice, and life as a 

single, connected system is necessary to improve 

predictions of climate, weather, and natural hazards.

The Earth Science Advisory Committee determined in 

October 2018 that NASA remained on track to achieve 

this performance goal. Below are examples of the 

scientific progress reported in FY 2018.

A recent study found correlations between biogenically enhanced cloud condensation nuclei concentrations and cloud droplet concentrations derived 

from passive satellite data. The findings suggest that 

marine biological activity influences cloud properties 

and, thus, albedo, supporting the hypothesis that biogenic activity within the ocean can influence cloud and 

precipitation properties. 

Observations from the NASA Micro-Pulse Lidar 

Network site in Fairbanks, Alaska, reported unusually 

deep wintertime cirrus clouds, exceeding 13 kilometers above mean sea level. Such occurrences are 

quite rare, according to a 2006–2015 climatology 

developed from Cloud-Aerosol Lidar and Infrared 

Pathfinder Satellite Observation (CALIPSO) mission 

measurements. The data indicate that polar meteorology is undergoing significant change and that cloud 

characteristics are important for predicting changes in 

the polar climate.

Volatile organic compounds derived from transportation, including automobiles, rail, and marine transport, 

have decreased due to stricter controls on air pollution. Researchers have shown that volatile chemical 

products, such as pesticides, coatings, printing inks, 

adhesives, cleaning agents, and personal care products, contribute one-half of emitted volatile organic 

compounds in 33 industrialized cities, thus emerging 

as the largest petrochemical source of urban organic 

emissions.
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 47

Performance Goal 1.1.18: Demonstrate progress in improving th

capability to predict weather and extreme weather events

Planned Performance Goals

2019 - 1.1.18: Demonstrate progress in improving the capability to predict weather and extreme weather events.

See page 55 for a list of FY 2020 performance measures.

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

ES-18-2: As determined by the Earth 

Science Advisory Committee (ESAC), 

demonstrate planned progress in 

improving the capability to predict 

weather and extreme weather events

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Annual Performance Indicators

ES-19-2: As determined by the Earth Science Advisory 

Committee (ESAC), demonstrate planned progress in improving the capability to predict weather and extreme weather 

events.

See page 55 for a list of FY 2020 performance measures.

The Earth Science Division, part of SMD, develops 

a scientific understanding of Earth and its response 

to natural or human-induced changes. Understanding 

Earth’s atmosphere, crust, water, ice, and life as a 

single, connected system is necessary to improve 

predictions of climate, weather, and natural hazards.

The Earth Science Advisory Committee determined in 

October 2018 that NASA remained on track to achieve 

this performance goal. Below are examples of the 

scientific progress reported in FY 2018. 

Over the past year, NASA researchers developed 

a Landslide Hazard Assessment for Situational 

Awareness (LHASA) model to indicate potential 

landslide activity in near-real time. The researchers 

combined satellite-based precipitation estimates 

(based on Tropical Rainfall Measuring Mission and 

Global Precipitation Measurement mission data) with 

a landslide susceptibility map derived from information on slope, geology, road networks, fault zones, 

and forest loss. When rainfall was considered to be 

extreme and susceptibility values were moderate to 

very high, the model issued a “nowcast” to indicate 

the times and places where landslides were more 

probable. LHASA nowcasts agrees with NASA’s 

Global Landslide Catalog, with probability of detection 

between 8 and 60 percent, depending on the evaluation period, precipitation product used, and the size of 

the spatial and temporal window considered around 

each landslide point.

Researchers conducted intensive calibration and 

validation activities for the Cyclone Global Navigation 

Satellite System (CYGNSS) mission during the active 

2017 Atlantic hurricane season using “ground truth” 

wind speed measurements taken with the NOAA P-3 

hurricane hunter aircraft. Results indicate improvements in hurricane forecast skill and in temporal and 

spatial sampling of tropical convective systems with 

CYGNSS, and most notably, the ability to measure 

soil moisture and image flood inundation over land. This map, focused on the Americas, shows 15 years of nowcasts 

of potential landslide activity generated by the LHASA model. 

The compilation of nowcasts highlight landslide hotspots, such 

as along the coast of Peru. Black and blue indicate the lowest 

risk of landslide and orange a red the highest risk. Image credit: 

NASA Scientific Visualization Studio
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 48

Performance Goal 1.1.19: Demonstrate progress in detecting an

predicting changes in Earth’s ecosystems and biogeochemical cycles, 

including land cover, biodiversity, and the global carbon cycle.

Planned Performance Goals

2019 - 1.1.19: Demonstrate progress in detecting and 

predicting changes in Earth’s ecosystems and biogeochemical cycles, including land cover, biodiversity, and the global 

carbon cycle.

See page 55 for a list of FY 2020 performance measures.

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

ES-18-3: As determined by the Earth 

Science Advisory Committee (ESAC), 

demonstrate planned progress in 

detecting and predicting changes in 

Earth’s ecosystems and biogeochemical 

cycles, including land cover, biodiversity, 

and the global carbon cycle

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Annual Performance Indicators

ES-19-3: As determined by the Earth Science Advisory 

Committee (ESAC), demonstrate planned progress in detecting and predicting changes in Earth’s ecosystems and 

biogeochemical cycles, including land cover, biodiversity, and 

the global carbon cycle.

See page 55 for a list of FY 2020 performance measures.

The Earth Science Division, part of SMD, develops 

a scientific understanding of Earth and its response 

to natural or human-induced changes. Understanding 

Earth’s atmosphere, crust, water, ice, and life as a 

single, connected system is necessary to improve 

predictions of climate, weather, and natural hazards.

The Earth Science Advisory Committee determined in 

October 2018 that NASA remained on track to achieve 

this performance goal. Below are examples of the 

scientific progress reported in FY 2018. 

Researchers used satellite remote sensing and 

climate reanalysis data to fingerprint the sensitivity of 

Alaska’s ecosystems to changing environmental conditions and disturbances. Approximately 13 percent 

of Alaska has experienced change over the last 32 

years, with the majority of change processes (e.g., 

wildfire, glacial retreat, shrub expansion) occurring in 

coastal, riverine, and boreal ecozones. Increasing air 

temperatures have promoted vegetation growth, while 

increases in evaporation have resulted in drought 

stress predisposing vegetation to mortality from other 

stressors.

A study analyzing observations over the course of 

six El Niño events found that reductions in precipitation and terrestrial water storage increased fire 

emissions in pan-tropical forests by 133 percent 

during and following El Niño as compared with La 

Niña. Fires peaked in equatorial Asia early in the El 

Niño–Southern Oscillation cycle, when El Niño was 

strengthening (August-October), before moving to 

southeast Asia and northern South America (JanuaryApril), Central America (March-May) and the southern 

Amazon (July-October) during the following year.
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 49

Performance Goal 1.1.20: Demonstrate progress in enabling bette

assessment and management of water quality and quantity to 

accurately predict how the global water cycle evolves in response to 

climate change

Planned Performance Goals

2019 - 1.1.20: Demonstrate progress in enabling better 

assessment and management of water quality and quantity 

to accurately predict how the global water cycle evolves in 

response to climate change.

See page 55 for a list of FY 2020 performance measures.

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

ES-18-4: As determined by the Earth 

Science Advisory Committee (ESAC), 

demonstrate planned progress in 

enabling better assessment and 

management of water quality and quantity 

to accurately predict how the global water 

cycle evolves in response to climate 

change

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Annual Performance Indicators

ES-19-4: As determined by the Earth Science Advisory 

Committee (ESAC), demonstrate planned progress in enabling better assessment and management of water quality 

and quantity to accurately predict how the global water cycle 

evolves in response to climate change.

See page 55 for a list of FY 2020 performance measures.

The Earth Science Division, part of SMD, develops 

a scientific understanding of Earth and its response 

to natural or human-induced changes. Understanding 

Earth’s atmosphere, crust, water, ice, and life as a 

single, connected system is necessary to improve 

predictions of climate, weather, and natural hazards.

The Earth Science Advisory Committee determined in 

October 2018 that NASA remained on track to achieve 

this performance goal. Below are examples of the 

scientific progress reported in FY 2018. 

A seminal study analyzed 14 years (2002–2016) of 

Gravity Recovery and Climate Experiment (GRACE)

data to quantify 34 trends in terrestrial water storage 

and categorize their drivers as natural interannual 

variability, unsustainable groundwater consumption, 

or climate change. The study showed that the largest 

terrestrial water storage trends occurred in Antarctica, 

Greenland, the gulf coast of Alaska, and the Canadian 

archipelago, where the warming climate continues to 

drive rapid ice sheet and glacier ablation. Excluding 

those four ice-covered regions, freshwater was 

found to be accumulating in northern North America 

and Eurasia and in the wet tropics, while the greatest non-frozen freshwater losses have occurred at 

mid-latitudes. Researchers found that several of these 

trends had been lacking thorough investigation and 

attribution, including massive changes in northwestern 

China and the Okavango delta. Other trends were 

found to be consistent with climate model predictions. 

The researcher’s observation-based assessment of 

how the world’s water landscape is responding to climate variations provides a blueprint for evaluating and 

predicting emerging threats to water and food security.

NASA researchers developed a quantitative framework for characterizing the water cycle intensity over 

land by using a spatially distributed water-balance 

model of the contiguous United States. They found 

that water cycle intensity increase over most of the 

lower United States between the 1945–1974 and 

1985–2014 periods was driven primarily by increases 

in precipitation.
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 50

Performance Goal 1.1.21: Demonstrate progress in improving th

ability to predict climate changes by better understanding the roles 

and interactions of the ocean, atmosphere, land, and ice in the climate 

system

Planned Performance Goals

2019 - 1.1.21: Demonstrate progress in improving the ability 

to predict climate changes by better understanding the roles 

and interactions of the ocean, atmosphere, land, and ice in 

the climate system.

See page 55 for a list of FY 2020 performance measures.

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

ES-18-5: As determined by the Earth 

Science Advisory Committee (ESAC), 

demonstrate planned progress in 

improving the ability to predict climate 

changes by better understanding the 

roles and interactions of the ocean, 

atmosphere, land, and ice in the climate 

system

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Annual Performance Indicators

ES-19-5: As determined by the Earth Science Advisory 

Committee (ESAC), demonstrate planned progress in improving the ability to predict climate changes by better understanding the roles and interactions of the ocean, atmosphere, 

land, and ice in the climate system.

See page 55 for a list of FY 2020 performance measures.

The Earth Science Division, part of SMD, develops 

a scientific understanding of Earth and its response 

to natural or human-induced changes. Understanding 

Earth’s atmosphere, crust, water, ice, and life as a 

single, connected system is necessary to improve 

predictions of climate, weather, and natural hazards.

The Earth Science Advisory Committee determined in 

October 2018 that NASA remained on track to achieve 

this performance goal. Below are examples of the 

scientific progress reported in FY 2018. 

The 2017 Arctic sea-ice minimum extent was recorded 

on September 13, 2017, at approximately 1.79 million 

square miles, the eighth-lowest in the 38-year satellite 

record. The winter maximum for 2018 was similarly 

low at an extent of 5.59 million square miles. This 

value, recorded on March 17, 2018, is the second lowest in the 39-year satellite record, falling just behind 

2017. 

An assessment from the joint NASA–European Space 

Agency Ice Sheet Mass Balance Intercomparison 

Project (IMBIE) demonstrated that Antarctica is losing 

mass overall and that East Antarctica is in balance to 

within measurement uncertainties. The East Antarctic 

result is particularly important, because previous 

assessments had yielded contrasting estimates. 

Landsat data also showed increased West Antarctic 

and unchanged East Antarctic ice discharge over the 

last seven years.

Another study demonstrated how the use of sea surface salinity improves predictive skill for the extreme 

precipitation over the continental United States. Owing 

to its sensitivity to freshwater flux, salinity serves as 

an indicator of the ocean water cycle in the subtropical 

Atlantic, which plays the dominant role in sustaining 

the moisture supply over the mid- and southwestern 

United States.
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 51

Performance Goal 1.1.22: Demonstrate progress in characterizing th

dynamics of Earth’s surface and interior, improving the capability to 

assess and respond to natural hazards and extreme events

Planned Performance Goals

2019 - 1.1.22: Demonstrate progress in characterizing the 

dynamics of Earth’s surface and interior, improving the capability to assess and respond to natural hazards and extreme 

events.

See page 55 for a list of FY 2020 performance measures.

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

ES-18-6: As determined by the Earth 

Science Advisory Committee (ESAC), 

demonstrate planned progress in 

characterizing the dynamics of Earth’s 

surface and interior, improving the 

capability to assess and respond to 

natural hazards and extreme events

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Annual Performance Indicators

ES-19-6: As determined by the Earth Science Advisory 

Committee (ESAC), demonstrate planned progress in characterizing the dynamics of Earth’s surface and interior, improving the capability to assess and respond to natural hazards 

and extreme events.

See page 55 for a list of FY 2020 performance measures.

The Earth Science Division, part of SMD, develops 

a scientific understanding of Earth and its response 

to natural or human-induced changes. Understanding 

Earth’s atmosphere, crust, water, ice, and life as a 

single, connected system is necessary to improve 

predictions of climate, weather, and natural hazards.

The Earth Science Advisory Committee determined in 

October 2018 that NASA remained on track to achieve 

this performance goal. Below are examples of the 

scientific progress reported in FY 2018. 

Modernization of NASA’s Global Navigation Satellite 

System (GNSS) Network, initiated in 2016, was completed in FY 2018, providing access to measurements 

from all major GNSS constellations. 

Researchers found that of the 24 millimeters of uplift 

of the Sierra Nevada from 2011 to 2015, just 5 millimeters were caused by Central Valley groundwater 

loss, less than 2 millimeters was due to tectonic uplift, 

and 17 millimeters was caused by solid Earth’s elastic 

response to water loss in the Sierra Nevada.

Fast-moving, highly destructive debris flows triggered 

by intense rainfall are one of the most dangerous 

post-fire hazards, but assessing debris flows with 

remote sensing has been challenging. A recent study 

used unmanned autonomous vehicle (UAV) synthetic 

aperture radar (SAR) data spanning the 2017 Thomas 

fire in southern California to develop an innovative approach for analyzing high-resolution L-band 

UAVSAR data (both polarimetric and interferometric 

imagery) to map the fire extent and then characterize 

debris flow paths. This study shows the potential to 

track debris flows with UAVSAR.
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 52

Performance Goal 1.1.23: Further the use of Earth system scienc

research to inform decisions and provide benefits to society

Planned Performance Goals

2019 - 1.1.23: Further the use of Earth system science research to inform decisions and provide benefits to society.

See page 55 for a list of FY 2020 performance measures.

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

ES-18-7: Advance at least 40 percent of 

Earth science applications projects one 

Applications Readiness Level

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Annual Performance Indicators

ES-19-7: Advance at least 40 percent of Earth science applications projects one Applications Readiness Level.

See page 55 for the FY 2020 Earth science applications 

annual performance indicator.

The Earth Science Division, part of SMD, develops 

a scientific understanding of Earth and its response 

to natural or human-induced changes. Understanding 

Earth’s atmosphere, crust, water, ice, and life as a 

single, connected system is necessary to improve 

predictions of climate, weather, and natural hazards.

NASA has made substantial progress in furthering the 

use of Earth science to inform decisions. Below are 

examples from FY 2018:

■ The New York State Department of Health lowered the Heat Advisory threshold for alerting the 

public of an upcoming heat wave from 100 to 95 

degrees to help prevent heat-related illnesses. 

This decision stemmed from a project with the 

Department of Health using heat metrics from the 

North American Land Data Assimilation System.

■ The Delaware Division of Fish and Wildlife 

used ocean color and sea surface temperature data from the Aqua and Suomi National 

Polar-orbiting Partnership (NPP) satellites to 

assess sturgeon occurrence risk and make 

decisions on permits and commercial fishing 

to avoid unwanted sturgeon encounters.

■ NASA enabled the use of data from multiple 

Earth observing satellites to measure surface 

deformation, support sulfur dioxide monitoring 

for air quality issues, and track lava flow from fissures during the 2018 Kilauea eruption in Hawaii.

■ Bureau of Land Management and Forest Service 

employed the NASA-sponsored Rehabilitation 

Capability Convergence for Ecosystem 

Recovery (RECOVER) system on over 40 

wildfire events in 2018, using NASA satellite 

data to shorten response and recovery time.

■ Department of Agriculture’s Crop Explorer made 

NASA soil moisture data available operationally, and it now integrates soil moisture into its 

monthly global crop production estimates.

ES-18-8: Maintain high level of customer 

satisfaction, as measured by exceeding 

the most recently available Federal 

Government average rating of the 

American Customer Satisfaction Index

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Annual Performance Indicators

ES-19-8: Maintain high level of customer satisfaction, as 

measured by exceeding the most recently available Federal 

Government average rating of the American Customer 

Satisfaction Index.

See page 55 for the FY 2020 customer satisfaction annual 

performance indicator.
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 53

Performance Goal 1.1.24: By December 2021, launch three missions in 

support of Earth Science

Planned Performance Goals

2019 - 1.1.24: By December 2021, launch three missions in 

support of Earth Science.

See page 55 for the FY 2020 launch performance goal.

2013 2014 2015 2016 2017 2018

No PG Green Green Yellow Yellow Green

ES-18-9: Complete the Landsat 9 Critical 

Design Review (CDR).

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Annual Performance Indicators

ES-19-12: Complete Landsat 9 Thermal Infrared Sensor 

(TIRS)-2 instrument Pre-Ship Review (PSR).

See page 56 for the FY 2020 Landsat 9 annual performance indicator.

The Earth Science Division, part of SMD, develops 

a scientific understanding of Earth and its response 

to natural or human-induced changes. Understanding 

Earth’s atmosphere, crust, water, ice, and life as a 

single, connected system is necessary to improve 

predictions of climate, weather, and natural hazards.

During FY 2018, NASA remained on track to achieve 

this performance goal by launching two Earth Science 

missions.

The Gravity Recovery and Climate Experiment Follow 

On (GRACE-FO) mission launched from Vandenberg 

Air Force Base, California, on May 22. The twin 

spacecraft, a joint project of NASA and the German 

Research Centre for Geoscience, will measure how 

mass is redistributed within and among Earth’s atmosphere, oceans, land and ice sheets, as well as within 

Earth itself. 

The Ice, Cloud, and Land Elevation Satellite 

(ICESat)-2 launched on September 15 from 

Vandenberg Air Force Base. The satellite will study 

changes to Earth’s polar ice caps. It will study the 

shrinking or growth of sea ice, measure how much 

melting ice sheets contribute to sea level changes, 

and measure the height of forests to calculate the 

amount of vegetation in a region.

Future scheduled launches include Landsat 9 and 

Sentinel-6A, both with planned November 2021 

launch readiness dates.

The NASA/German Research Centre for Geosciences GRACE 

Follow-On spacecraft launch onboard a SpaceX Falcon 9 

rocket, Tuesday, May 22, 2018, from Space Launch Complex 

4E at Vandenberg Air Force Base in California. The mission 

will measure changes in how mass is redistributed within and 

among Earth’s atmosphere, oceans, land and ice sheets, as 

well as within Earth itself. GRACE-FO is sharing its ride to orbit 

with five Iridium NEXT communications satellites as part of a 

commercial rideshare agreement. Photo Credit: (NASA/Bill 

Ingalls)GRACE-FO launched on May 22, 2018, sharing its ride 

to orbit with a communications satellite as part of a commercial 

rideshare agreement. Image credit: NASA/Bill Ingalls
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 54

ES-18-11: Complete the Surface Water 

and Ocean Topography (SWOT) mission 

Critical Design Review (CDR).

2013 2014 2015 2016 2017 2018

No API No API Green Green Green Green

Planned Annual Performance Indicators

ES-19-9: Complete Surface Water and Ocean Topography 

(SWOT) Ka-band Radar Interferometer (KaRIn) Integration 

and Test (I&T) Readiness Review.

See page 56 for the FY 2020 SWOT annual performance 

indicator.

ES-18-12: Launch the Gravity Recovery 

and Climate Experiment Follow-On 

(GRACE-FO) mission.

2013 2014 2015 2016 2017 2018

No API Green Green Green Yellow Green

Planned Annual Performance Indicators

No APIs after FY 2018

ES-18-13: Launch the Ice, Cloud, and 

Land Elevation Satellite (ICESat)-2.

2013 2014 2015 2016 2017 2018

Yellow Yellow Green Green Yellow Green

Planned Annual Performance Indicators

No APIs after FY 2018

ES-18-14: Release the Earth Venture 

Instrument (EVI)-5 Announcement of 

Opportunity

Planned Annual Performance Indicators

ES-19-11: Complete Earth Venture Instrument (EVI)-5 evaluation panel.

No API in FY 2020

2013 2014 2015 2016 2017 2018

No APIs before FY 2016 Green Yellow Green

ES-18-15: Complete the Earth Venture 

Suborbital (EVS)-3 selection.

2013 2014 2015 2016 2017 2018

No APIs before FY 2018 Green

Planned Annual Performance Indicators

No APIs after FY 2018

ES-19-13 [Begins in FY 2019]

Planned Annual Performance Indicators

ES-19-13: Complete Sentinel-6 Pre-Ship Review (PSR)-A.

See page 56 for the FY 2020 Sentinel-6 annual performance indicator.

ES-18-10: Complete NASA-Indian Space 

Research Organisation (ISRO) Synthetic 

Aperture Radar (NISAR) L-Band SAR 

Instrument Critical Design Review (CDR).

Planned Annual Performance Indicators

ES-19-10: Complete NASA-Indian Space Research 

Organisation (ISRO) Synthetic Aperture Radar (NISAR) 

Critical Design Review (CDR).

See page 56 for the FY 2020 NISAR annual performance 

indicator.

2013 2014 2015 2016 2017 2018

No APIs before FY 2016 Green Yellow Green
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 55

Science Mission Directorate’s 

FY 2020 Performance Plan 

Performance Goal: Demonstrate progress in exploring and 

understanding of the physical processes and connections of 

the Sun, space and planetary enviroments throughout the solar 

system.

Annual Performance Indicator: As determined by external expert review, demonstrate progress in exploring and 

advancing understanding of the physical processes and 

connections of the Sun, space, and planetary environments 

throughout the solar system.

Performance Goal: Demonstrate progress in exploring and 

probing the origin, evolution, and destiny of the galaxies, stars, 

and planets that make up the universe.

Annual Performance Indicator: As determined by external 

expert review, demonstrate progress in exploring and probing the origin, evolution, and destiny of the galaxies, stars, 

and planets that make up the universe.

Performance Goal: Demonstrate progress in exploring, 

observing, and understanding objects in the solar system in 

order to understand how they formed, operate, interact, and 

evolve.

Annual Performance Indicator: As determined by external 

expert review, demonstrate progress in exploring, observing, 

and understanding objects in the solar system in order to 

understand how they formed, operate, interact, and evolve.

Performance Goal: Demonstrate progress in discovering and 

studying planets around other stars.

Annual Performance Indicator: As determined by external 

expert review, demonstrate progress in discovering and 

studying planets around other stars.

Performance Goal: 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.

Annual Performance Indicator: As determined by external 

expert review, 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.

Performance Goal: Demonstrate progress in developing the 

capability to detect and knowledge to predict extreme conditions 

in space to protect life and society and to safeguard human and 

robotic explorers beyond Earth.

Annual Performance Indicator: As determined by external 

expert review, demonstrate progress in developing the 

capability to detect and knowledge to predict extreme conditions in space to protect life and society and to safeguard 

human and robotic explorers beyond Earth.

Annual Performance Indicator: As determined by external 

expert review, demonstrate progress in 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.

Annual Performance Indicator: Complete the Ionospheric 

Connection Explorer (ICON) mission success criteria.

Performance Goal: Demonstrate progress in identifying, 

characterizing, and predicting objects in the solar system that 

pose threats to Earth or offer resources for human exploration.

Annual Performance Indicator: As determined by external 

expert review, demonstrate progress in identifying, characterizing, and predicting objects in the solar system that pose 

threats to Earth or offer resources for human exploration. 

Annual Performance Indicator: Identify and catalog a cumulative 9,500 of the estimated 25,000 near-Earth asteroids 

(NEAs) 140 meters or larger.

Performance Goal: Demonstrate progress in characterizing 

the behavior of the Earth system, including its various 

components and the naturally-occurring and human-induced 

forcings that act upon it.

Annual Performance Indicator: As determined by external 

expert review, demonstrate progress in characterizing the 

behavior of the Earth system, including its various components and the naturally-occurring and human-induced 

forcings that act upon it. 

Annual Performance Indicator: Advance at least 40 percent 

of Earth science applications projects one Applications 

Readiness Level, ensuring that a robust portfolio continually 

matures Earth science products for sustained use. 

Annual Performance Indicator: Maintain high level of 

customer satisfaction, as measured by exceeding the most 

recently available Federal Government average rating of the 

American Customer Satisfaction Index.

Performance Goal: Demonstrate progress in enhancing 

understanding of the interacting processes that control the 

behavior of Earth system, and in utilizing the enhanced 

knowledge to improve predictive capability.

Annual Performance Indicator: As determined by external 

expert review, demonstrate progress in enhancing understanding of the interacting processes that control the behavior of Earth system, and in utilizing the enhanced knowledge 

to improve predictive capability. 

Annual Performance Indicator: Complete Ice, Cloud and 

land Elevation Satellite (ICESat)-2 mission success criteria. 

Performance Goal: Launch at least five major missions in 

support of this objective by December 2021.

Annual Performance Indicator: Complete Interstellar 

Mapping and Acceleration Probe (IMAP) Key Decision Point 

(KDP)-B review. 
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 56

Annual Performance Indicator: Complete the 2016 Medium 

Explorer (MIDEX) Announcement of Opportunity Key 

Decision Point (KDP)-C review. 

Annual Performance Indicator: Complete the Europa Clipper 

mission Critical Design Review (CDR). 

Annual Performance Indicator: Complete the Lucy mission 

Critical Design Review (CDR). 

Annual Performance Indicator: Complete the Psyche mission Critical Design Review (CDR). 

Annual Performance Indicator: Complete the Double 

Asteroid Redirection Test (DART) mission Key Decision 

Point (KDP)-D review. 

Annual Performance Indicator: Award the second the 

Commercial Lunar Payload Services (CLPS) mission task 

order.

Annual Performance Indicator: Complete the Landsat 9 Key 

Decision Point (KDP)-D review. 

Annual Performance Indicator: Complete the Sentinel-6A 

satellite Flight Acceptance Review. 

Annual Performance Indicator: Complete the Surface Water 

and Ocean Topography (SWOT) System Integration Review 

(SIR). 

Annual Performance Indicator: Complete the NASA-Indian 

Space Research Organisation (ISRO) Synthetic Aperture 

Radar (NISAR) System Integration Review (SIR). 

Performance Goal: Webb APG - Placeholder for FY 2020-

2021 cycle. 

Annual Performance Indicator: Placeholder for FY 2020.

Performance Goal: Mars 2020 APG - Placeholder for 

FY 2020-2021 cycle.

Annual Performance Indicator: Launch the Mars 2020 

mission. 
Part 2—Strategic Goal 1 

NASA’s FY 2020 Volume of Integrated Performance 44

Discover

NASA is conducting a robust program of space-based research to 

advance technologies that enable space exploration, and to pioneer uses 

of the space environment to benefit life on Earth.

2018 Strategic Review Summary of 

Progress

The Human Exploration and Operations Mission Directorate leads 

and manages NASA space operations related to human exploration in 

and beyond low Earth orbit. HEOMD oversees requirements development, policy, and programmatic oversight across its numerous programs. 

HEOMD’s activities include the International Space Station (ISS), commercial space transportation, low Earth orbit spaceflight operations, deep 

space exploration systems, launch services, and space communications. 

Efforts that supported the assessment included:

■ The Human Research Program has developed an original and innovative approach to integrate basic research into human space flight 

technology development and mission architecture design.

■ NASA will establish agreements for delivery of research products 

that enable exploration technologies.

■ The actual crew hours and research hours for the recent ISS 

Expeditions greatly exceeded plans.

Lead Office

Human Exploration and Operations 

Mission Directorate (HEOMD)

Goal Leader

Altonell Mumford, Deputy Associate 

Administrator, HEOMD

Above: NASA astronaut Joe Acaba conducts operations on the ACME investigation. ACME aims to improve fuel efficiency and reduce pollutant production in practical combustion on Earth, while improving fire prevention efforts aboard spacecraft. Image credit: NASA

FY $M

Actual 2018 375.4

Enacted 2019 360.

Requested 2020 352.7

Outyear

2021 368.

2022 360.

2023 345.1

2024 332.

Budget 

Strategic Objective 1.2: Understand the responses of 

physical and biological systems to spaceflight
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 45

Performance Measures for 

Strategic Objective 1.

The following pages provide the performance goals 

and annual performance indicators supporting 

Strategic Objective 1.2. They include the final performance results for FY 2018, the FY 2019 Performance 

Plan Update, which NASA considers final for FY 2019, 

and the initial FY 2020 Performance Plan. Below are 

charts summarizing the FY 2018 performance ratings 

for the performance goals and annual performance 

indicators supporting Strategic Objective 1.2.

As NASA conducts its 2019 Strategic Review, to be 

completed in spring 2019, it will conduct a retrospective and prospective analyses to determine if the programs supporting this strategic objective are healthy 

and can address potential or realized risks. Part of the 

retrospective analyses will take into consideration the 

FY 2018 performance results found on the following 

pages. Looking forward, NASA will assess whether 

it is on track to achieve the FY 2019 annual performance indicators. The results of this early assessment 

will inform planning for the FY 2021 Performance 

Plan, which will begin in spring 2019.

Summary of Strategic Objective 1.2: Understand the responses of physical and

biological systems to spaceflight

Performance Goal 

Span two to five years, and measure the performance of investments towards strategic objectives and 

strategic goals. The total number of performance goals is reflected in each rating box and there is no 

one-to-one correlation to annual performance indicator ratings. 

Annual Performance Indicator 

Describe the smaller, achievable measurements that serve as NASA’s basic unit of performance. 

They show progress achieved during the budget year, and NASA uses them to assess progress 

made towards achieving the performance goals and the strategic objectives. The total number of 

annual performance indicators is reflected in each rating box and there is no one-to-one correlation to performance goal ratings. 

5

1
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 46

Performance Goal 1.2.1: Conduct basic and applied biological an

physical research to advance and sustain U.S. scientific expertise.

ISS-18-3: Enhance the research 

capabilities on the International Space 

Station (ISS) by installing and operating 

the Cold Atom Laboratory, Life Sciences 

Glove Box, additional Express Racks, 

and Bioculture System; and complete 

operations for Zero Boil Off Tank

Planned Annual Performance Indicators

No APIs after FY 2018

2013 2014 2015 2016 2017 2018

No APIs before FY 2018 Green

2013 2014 2015 2016 2017 2018

Green Green Yellow Red Yellow Green

NASA achieved its biological and physical research 

planned goals for the ISS Program in FY 2018. In 

June, NASA installed the Cold Atom Laboratory, which 

will produce ultra-cooled atoms called Bose-Einstein 

condensates. The laboratory will help NASA conduct 

research related to the physics and applications of 

quantum gasses identified by the National Research 

Council decadal survey, Recapturing a Future for 

Space Exploration, Life and Physical Sciences 

Research for a New Era, as a priority.

In September, the Life Sciences Glovebox, a fully 

enclosed workspace with two glove ports, was delivered to the ISS. The Japan Aerospace Exploration 

Agency built the new facility in partnership with the 

Dutch commercial firm Bradford Engineering several 

years ago. They updated the glovebox and prepared 

it for the ISS in response to increased demand for 

research glovebox space. Two additional EXPRESS 

racks, which can hold everything from small facilities 

to equipment, also were delivered.

NASA completed the five experiments for the 

Advanced Combustion via Microgravity Experiments 

(ACME) research series, which began aboard the ISS 

in January. ACME is focused on advanced combustion technology. The Advanced Plant Habitat completed its first science operations in November 2018, 

when Astronaut Serena Auñón-Chancellor completed 

the final harvest after six-weeks of plant growth. 

Additionally, two Vegetable Production System units 

are now installed and operational on the ISS. 

NASA also returned some research facilities to 

Earth. The Bioculture System, a cell biology research 

platform that was delivered to the ISS in 2016, was 

returned to Earth in January. After 10 weeks of operation, the Zero Boil-off Tank, which studied storage 

of very cold cryogenic fluids, was returned to Earth in 

December 2017.

Above: NASA astronaut Ricky Arnold performs maintenance on 

the ACEM on April 16, 2018. Image credit: NASA

The International Space Station Program manages the unique low Earth orbit platform that enables 

research in a microgravity environment. Several 

research facilities are on the ISS to support science 

investigations in biology, biotechnology, human 

physiology, material science, physical sciences, and 

technology development. The ISS program is part of 

HEOMD.

Planned Performance Goal for FY 2019-2020

1.2.1: Conduct basic and applied biological and physical 

research to advance and sustain U.S. scientific expertise.
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 47

ISS-18-4: Through the Center for the 

Advancement of Science in Space 

(CASIS) cooperative agreement, meet 

the goals identified in the annual 

performance plan to completely use the 

50 percent National Laboratory allocation; 

and develop and execute the sponsored 

research

Planned Annual Performance Indicators

ISS-19-1: Through the Center for the Advancement of 

Science in Space (CASIS) cooperative agreement, meet the 

goals identified in the annual performance plan to completely 

use the 50 percent National Laboratory allocation and establish a robust innovation cycle to develop and execute the 

sponsored research.

ISS-20-1: Through the Center for the Advancement of 

Science in Space (CASIS) cooperative agreement, meet the 

goals identified in the annual performance plan to completely 

use the 50 percent National Laboratory allocation and establish a robust innovation cycle to develop and execute the 

sponsored research.

ISS-18-5: Enable the production of 

500 peer-reviewed publications from 

spaceflight and ground projects in human 

research, space biology, and physical 

sciences

Planned Annual Performance Indicators

ISS-19-4: Enable the production of 500 peer-reviewed 

publications from spaceflight and ground projects in human 

research, space biology, and physical sciences.

ISS-20-4: Enable the production of 500 peer-reviewed 

publications from spaceflight and ground projects in human 

research, space biology, and physical sciences.

ISS-18-6: Install and conduct the first 

scientific investigation in the new Plant 

Habitat facility, and operate two Vegetable 

Production System (Veggie) units aboard 

the International Space Station (ISS) 

to conduct research with the Human 

Research Program on the nutritional and 

behavioral aspects of growing plants for 

food in space

Planned Annual Performance Indicators

ISS-19-2: Conduct experiments across the range of space 

biology, including research on rodents, an investigation using 

the Advanced Plant Habitat, an investigation in cell biology, 

and an investigation on the microbiome of the International 

Space Station (ISS), to sustain progress in a balanced research portfolio.

ISS-20-2: Successfully conduct four research investigations 

aboard the International Space Station (ISS) on the highest-priority recommendations for plant and microbial science 

from the 2011 Space Life and Physical Sciences Decadal 

Survey in the areas of responses and adaptations to spaceflight and long-term life support.

2013 2014 2015 2016 2017 2018

Green Green Red Red Green Green

2013 2014 2015 2016 2017 2018

No API Green Green Green Green Green

2013 2014 2015 2016 2017 2018

No API Green Green Green Green Green

Above: Astronaut Alexander Gerst, of the European Space 

Agency, checks a culture bag for the Space Algae experiment, 

which is exploring the potential of cultivating algae for recycling 

carbon dioxide and providing food for crew members on long 

space voyages. The culture bags are placed in the ISS VEGGIE 

facility to promote growth over a few weeks, with the samples 

returned to Earth for analysis. Image credit: NASA
Part 2—Strategic Goal 1 Discover

NASA’s FY 2020 Volume of Integrated Performance 48

Planned Annual Performance Indicators

ISS-19-3: Complete the temperature-controlled series of 

investigations on self-assembling and self-organizing particles 

in the Advanced Colloids Experiment (ACE) facility, hold successful Pre-Ship Reviews (PSRs) for the Solid Fuel Ignition 

and Extinction (SoFIE) facility and the Flow Boiling and 

Condensation Experiment instrument, and enter experiment 

operations with the Cold Atom Laboratory facility.

ISS-20-3: Complete research in the Advanced Combustion 

via Microgravity Experiments (ACME) and Light Microscopy 

Module (LMM) facilities, and initiate research in the Solid 

Fuel Ignition and Extinction (SoFIE) and Flow Boiling and 

Condensation Experiment (FBCE) facilities, in order to implement Decadal recommendations for research supporting 

exploration technologies.

2013 2014 2015 2016 2017 2018

Green Green Green Red Red Green

ISS-18-14: Accomplish new research 

in the Combustion Integrated Rack 

through installation and operation of 

Advanced Combustion via Microgravity 

Experiments research series; and 

complete three investigations in colloidal 

and self-assembling systems in the Fluids 

Integrated Rack
Extend human presence deeper into space 

and to the Moon for sustainable long-term 

exploration and utilization.

Strategic Goal 2

A structural test version of the intertank for NASA’s new deep-space rocket, the Space Launch System, arrives at NASA’s 

Marshall Space Flight Center on March 4, 2018, aboard the barge Pegasus. Image credit: NASA/MSFC/Tyler Martin

Explore
Part 2—Strategic Goal 2

NASA’s FY 2020 Volume of Integrated Performance 50

Explore

Lead Office

Human Exploration and Operations 

Mission Directorate (HEOMD)

Goal Leader

Altonell Mumford, Deputy Associate 

Administrator, HEOMD

Strategic Objective 2.1: Lay the foundation for

America to maintain a constant human presence in 

low Earth orbit enabled by a commercial market

Above: At Johnson Space Center, engineers help Canadian Space Agency astronaut Jeremey Hansen train for future spacewalks. Image 

credit: NASA/Josh Valcarcel

NASA is enabling a space-based low Earth orbit economy by transitioning the International Space Station (ISS) operations and maintenance to 

commercial and international partners, while continuing to leverage ISS 

for research, technology development, and to extend human presence in 

space.

2018 Strategic Review Summary of 

Progress

The Human Exploration and Operations Mission Directorate leads 

and manages NASA space operations related to human exploration in 

and beyond low Earth orbit. HEOMD oversees requirements development, policy, and programmatic oversight across its numerous programs. 

HEOMD’s activities include the ISS, commercial space transportation, 

low Earth orbit spaceflight operations, deep space exploration systems, 

launch services, and space communications. Efforts that supported the 

assessment included:

■ The ISS has been continually crewed with six crew members, and 

only for 16 days with three crew members during Soyuz vehicle 

exchange. The ISS also accommodated commercial resupply missions OA-8 and SpX-13 during the first quarter of FY 2018, bringing 

supplies and research to the crew.

FY $M

Actual 2018 2,027.9

Enacted 2019 2,155.0

Requested 2020 2,104.4

Outyear

2021 2,146.7

2022 2,194.4

2023 2,144.3

2024 2,122.6

Budget 
Part 2—Strategic Goal 2 Explore

NASA’s FY 2020 Volume of Integrated Performance 51

■ NASA completed the ISS Transition Report, 

which was delivered to Congress and posted 

online in March 2018. ISS has begun communicating with international partners regarding the 

transition.

■ At the time of the Strategic Review, which was 

completed in spring 2018, the ISS program was 

on track to achieve all of its annual performance 

indicators. 

Performance Measures for 

Strategic Objective 2.

The following pages provide the performance goals 

and annual performance indicators supporting 

Strategic Objective 2.1. They include the final performance results for FY 2018, the FY 2019 Performance 

Plan Update, which NASA considers final for FY 2019, 

and the initial FY 2020 Performance Plan. Below are 

charts summarizing the FY 2018 performance ratings 

for the performance goals and annual performance 

indicators supporting Strategic Objective 2.1.

As NASA conducts its 2019 Strategic Review, to be 

completed in spring 2019, it will conduct a retrospective and prospective analyses to determine if the programs supporting this strategic objective are healthy 

and can address potential or realized risks. Part of the 

retrospective analyses will take into consideration the 

FY 2018 performance results found on the following 

pages. Looking forward, NASA will assess whether 

it is on track to achieve the FY 2019 annual performance indicators. The results of this early assessment 

will inform planning for the FY 2021 Performance 

Plan, which will begin in spring 2019.

Summary of Strategic Objective 2.1: Lay the foundation for America to maintain a

constant human presense in low Earth orbit enabled by a commercial market

7 1

Performance Goal 3

Span two to five years, and measure the performance of investments towards strategic objectives and 

strategic goals. The total number of performance goals is reflected in each rating box and there is no 

one-to-one correlation to annual performance indicator ratings. 

Annual Performance Indicator 

Describe the smaller, achievable measurements that serve as NASA’s basic unit of performance. 

They show progress achieved during the budget year, and NASA uses them to assess progress 

made towards achieving the performance goals and the strategic objectives. The total number of 

annual performance indicators is reflected in each rating box and there is no one-to-one correlation to performance goal ratings. 
Part 2—Strategic Goal 2 Explore

NASA’s FY 2020 Volume of Integrated Performance 52

Performance Goal 2.1.1: Increase the crew time for research an

development beyond the three U.S. Orbital Segment crew baseline.

Planned Performance Goal for FY 2019-2020

2.1.1: Increase the crew time for research and development 

beyond the three U.S. Orbital Segment crew baseline.

NASA’s three ISS crew members exceeded the 

baseline of 35 hours per week for research and 

development in the U.S. Orbital Segment by logging 

approximately 57 hours per week.

Crew Rotations

Expedition Launch Date Land Date

54-55 9/12/2017 2/27/2018

55-56 3/23/2018 10/4/2018

ISS-18-1: In concert with international 

partners, maintain a continuous five- or 

six-crew capability on the International 

Space Station (ISS) by coordinating and 

managing resources, logistics, systems, 

and operational procedures

Planned Annual Performance Indicators

ISS-19-5: In concert with international partners, maintain a 

continuous five- or six-crew capability on the International 

Space Station (ISS) by coordinating and managing resources, logistics, systems, and operational procedures.

ISS-20-5: In concert with international partners, maintain a 

continuous five- or six-crew capability on the International 

Space Station (ISS) by coordinating and managing resources, logistics, systems, and operational procedures.

ISS-18-2: Maintain the capability to 

perform at least 40 hours of research 

per week by coordinating and managing 

resources, logistics, and research and 

development procedures

Planned Annual Performance Indicators

ISS-19-6: Maintain the capability to perform at least 40 hours 

of research per week by coordinating and managing resources, logistics, and research and development procedures.

ISS-20-6: Maintain the capability to perform at least 40 hours 

of research per week by coordinating and managing resources, logistics, and research and development procedures.

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

2013 2014 2015 2016 2017 2018

No APIs before FY 2018 Green 2013 2014 2015 2016 2017 2018

Green Green Yellow Green Green Green

The International Space Station Program manages the unique low Earth orbit platform that enables 

research in a microgravity environment. Several 

research facilities are on the ISS to support science 

investigations in biology, biotechnology, human 

physiology, material science, physical sciences, and 

technology development. The ISS program is part of 

HEOMD.
Part 2—Strategic Goal 2 Explore

NASA’s FY 2020 Volume of Integrated Performance 53

Performance Goal 2.1.2: Ensure vital assets are ready, available, and 

appropriately sized to conduct NASA’s Mission

Performance Goal Planned for FY 2019-2020

2.1.2: Ensure vital assets are ready, available, and appropriately sized to conduct NASA’s Mission.

In FY 2018, the astronaut corps was sized appropriately and met all mission needs and all health and 

training standards during the fourth quarter performance reporting period.

SFS-18-1: Ensure the astronaut corps 

meets all mission-related training 

requirements and mission-related health 

standards

Planned Annual Performance Indicators

SFS-19-1: Ensure the astronaut corps meets all mission-related training requirements and mission-related health 

standards.

SFS-20-1: Ensure the astronaut corps meets all mission-related training requirements and mission-related health 

standards.

2013 2014 2015 2016 2017 2018

No PG Green Green Green Green Green

2013 2014 2015 2016 2017 2018

No API Green Green Green Green Green

The Human Space Flight Operations Program supports the training, readiness, and health of crew members before, during, and after each mission to the ISS. 

The Human Space Flight Operations Program provides 

astronaut selection and training, and it manages all 

aspects of crew health. The program also provides 

expert medical input to program boards, flight rule 

recommendations, annual physicals post retirement 

from government service, and medical care guideline 

requirements for space health care systems.
Part 2—Strategic Goal 2 Explore

NASA’s FY 2020 Volume of Integrated Performance 54

Performance Goal 2.1.3: Facilitate the commercial development of lo

Earth orbit (LEO) to transition to a commercial LEO human spaceflight 

enterprise where NASA is one of many customers

Planned Performance Goal for FY 2019-2020

2.1.3: Facilitate the commercial development of low Earth 

orbit (LEO) to transition to a commercial LEO human spaceflight enterprise where NASA is one of many customers.

NASA met this performance goal by achieving all but 

one of the supporting annual performance indicators. 

The Materials ISS Experiment Flight Facility 

(MISSE-FF) arrived on the ISS in April 2018. 

MISSE-FF is a continuation of the successful flight 

payloads that provides the ability for NASA, the 

private sector, and others to test materials, coatings, 

and components in the harsh space environment. 

Unlike previous MISSE units, the MISSE-FF does 

not have to be mounted on the exterior of the ISS by 

an astronaut. The unit’s base structure and avionics stay inside the ISS and the sample carriers are 

mounted outside the ISS using the robotically operated Canadarm-2. Also delivered in April 2018 was 

the commercially developed and operated Multi-use 

Variable-g Platform (MVP), which has two carousels 

that can produce up to 2g of artificial gravity. 

During FY 2018, the Center for the Advancement 

of Science in Space (CASIS), which runs the ISS 

National Laboratory, met all of its targets by signing 

agreements with 23 new and 27 return customers.

ISS-18-9: Issue an Announcement for 

Proposals (AFP) for the commercial use 

of low Earth orbit (LEO) for ongoing 

human spaceflight activities

Planned Annual Performance Indicators

ISS-19-10: Award one or more proposals for the commercial 

use of low Earth orbit (LEO) for ongoing human spaceflight 

activities.

No API after 2019

2013 2014 2015 2016 2017 2018

No API before FY 2018 Green

2013 2014 2015 2016 2017 2018

No API before FY 2018 Green

The International Space Station Program manages the unique low Earth orbit platform that enables 

research in a microgravity environment. Several 

research facilities are on the ISS to support science 

investigations in biology, biotechnology, human 

physiology, material science, physical sciences, and 

technology development. The ISS program is part of 

HEOMD.

Above: The blue MISSE-FF and the Japanese Experiment 

Module (JEM) Exposed Facility exit the ISS through the JEM 

airlock. The experiment is comprised of a structural platform that 

holds multiple MISSE sample carriers. Image credit: NASA
Part 2—Strategic Goal 2 Explore

NASA’s FY 2020 Volume of Integrated Performance 55

ISS-19-8 [Begins in FY 2019]

Planned Annual Performance Indicators

ISS-19-8: Deliver the commercial airlock for launch integration on the International Space Station (ISS).

ISS-20-7: PLACEHOLDER. NASA will set its FY 2020 annual 

performance indicator at the end of fiscal year 2019, after 

it has the results from the NASA Research Announcement 

(NRA) Study for Commercialization of Low Earth Orbit 

(Solicitation Number 80JSC018LEOCOM) released in May 

2018.

ISS-18-11: Sign agreements with at least 

20 new National Laboratory customers 

during FY 2018

Planned Annual Performance Indicators

ISS-19-11: Sign agreements with at least 20 new National 

Laboratory customers during FY 2019.

ISS-20-8: Sign agreements with at least 20 new National 

Laboratory customers during FY 2020.

ISS-18-12: Sign agreements with at least 

15 repeat National Laboratory customers 

during FY 2018

Planned Annual Performance Indicators

ISS-19-13: Sign agreements with at least 15 repeat National 

Laboratory customers during FY 2019.

ISS-20-10: Sign agreements with at least 15 repeat National 

Laboratory customers during FY 2020.

2013 2014 2015 2016 2017 2018

No APIs before FY 2018 Green

2013 2014 2015 2016 2017 2018

No APIs before FY 2018 Green

ISS-18-13: Release a policy document on 

the commercial use of the International 

Space Station (ISS).

Planned Annual Performance Indicators

 No APIs after FY 2018

2013 2014 2015 2016 2017 2018

No APIs before FY 2018 Yellow

Explanation of Performance

NASA produced a draft in FY 2018, but work to 

complete the policy document continues to require 

extensive coordination. NASA expects to complete the 

policy document by mid-FY 2019.

ISS-18-10: Add at least two new in-orbit 

commercial International Space Station 

(ISS) facilities and/or facility managers 

during FY 2018

Planned Annual Performance Indicators

ISS-19-12: Add at least two new in-orbit commercial 

International Space Station (ISS) facilities and/or facility managers during FY 2019.

ISS-20-9: Add at least two new in-orbit commercial 

International Space Station (ISS) facilities and/or facility managers during FY 2020.

2013 2014 2015 2016 2017 2018

No API before FY 2018 Green
Part 2—Strategic Goal 2

NASA’s FY 2020 Volume of Integrated Performance 56

Explore

Lead Office

Human Exploration and Operations 

Mission Directorate (HEOMD)

Goal Leader

Altonell Mumford, Deputy Associate 

Administrator, HEOMD

Strategic Objective 2.2: Conduct human exploration

in deep space, including to the surface of the Moon.

Above: The propulsion system that will give the Orion spacecraft the "in-space push" needed to travel thousands of miles beyond the moon 

and back has completed its major assembly at United Launch Alliance in Decatur, Alabama. Image credit: ULA

FY $M

Actual 2018 4,790.0

Enacted 2019 4,698.8

Requested 2020 5,021.7

Outyear

2021 5,295.5

2022 5,481.4

2023 6,639.0

2024 7,042.3

Budget 

NASA is extending human presence into cis-lunar space and the lunar 

surface, with capabilities that allow for sustained operations in deep 

space and the lunar surface.

2018 Strategic Review Summary of 

Progress

The Human Exploration and Operations Mission Directorate leads 

and manages NASA space operations related to human exploration in 

and beyond low Earth orbit. HEOMD oversees requirements development, policy, and programmatic oversight across its numerous programs. 

HEOMD’s activities include the International Space Station, commercial 

space transportation, low Earth orbit spaceflight operations, deep space 

exploration systems, launch services, and space communications. Efforts 

that supported the assessment included:

■ NASA continues to plan for an Exploration Mission (EM)-1 launch in 

December 2019, with six months of schedule reserve to June 2020 

to address possible first-time manufacturing and production risks.

■ NASA preparations underway for EM-2 include production of 

the Orion EM-2 crew module pressure vessel at the Michoud 

Assembly Center and the active launch abort system.
Part 2—Strategic Goal 2 Explore

NASA’s FY 2020 Volume of Integrated Performance 57

■ NASA preparations underway for EM-2 

include design reviews for the Space Launch 

System Block 1B exploration upper stage 

and early manufacturing for the RL-10 

engines for the exploration upper stage.

Performance Measures for 

Strategic Objective 2.

The following pages provide the performance goals 

and annual performance indicators supporting 

Strategic Objective 2.2. They include the final performance results for FY 2018, the FY 2019 Performance 

Plan Update, which NASA considers final for FY 2019, 

and the initial FY 2020 Performance Plan. Below are 

charts summarizing the FY 2018 performance ratings 

for the performance goals and annual performance 

indicators supporting Strategic Objective 2.2.

As NASA conducts its 2019 Strategic Review, to be 

completed in spring 2019, it will conduct a retrospective and prospective analyses to determine if the programs supporting this strategic objective are healthy 

and can address potential or realized risks. Part of the 

retrospective analyses will take into consideration the 

FY 2018 performance results found on the following 

pages. Looking forward, NASA will assess whether 

it is on track to achieve the FY 2019 annual performance indicators. The results of this early assessment 

will inform planning for the FY 2021 Performance 

Plan, which will begin in spring 2019.

1

Summary of Strategic Objective 2.2: Conduct human exploration in deep space, 

including the surface of the Moon

2 5

Performance Goal 2 2

Span two to five years, and measure the performance of investments towards strategic objectives 

and strategic goals. The total number of performance goals is reflected in each rating box and there is 

no one-to-one correlation to annual performance indicator ratings. 

Annual Performance Indicator 

Describe the smaller, achievable measurements that serve as NASA’s basic unit of performance. 

They show progress achieved during the budget year, and NASA uses them to assess progress 

made towards achieving the performance goals and the strategic objectives. The total number of 

annual performance indicators is reflected in each rating box and there is no one-to-one correlation to performance goal ratings. 
Part 2—Strategic Goal 2 Explore

NASA’s FY 2020 Volume of Integrated Performance 58

Performance Goal 2.2.1: Achieve critical milestones in developmen

of new systems for the human exploration of deep space. (Agency 

Priority Goal)

Planned Performance Goals

FY 2019 - 2.2.1: Achieve critical milestones in development 

of new systems for the human exploration of deep space. 

(Agency Priority Goal)

FY 2020 - 2.2.1: Achieve critical milestones in development 

of new systems for the human exploration of deep space, 

including the first test flight of the integrated Space Launch 

System (SLS), Orion, and Exploration Ground System (EGS) 

capability on Exploration Mission (EM)-1.

ESD-18-1: Complete production of the 

Exploration Mission-1 Core Stage liquid 

oxygen tank

Planned Annual Performance Indicators

ESD-19-1: Perform the green run hot-fire test of the Space 

Launch System’s Core Stage at the Stennis Space Center.

ESD-20-1: Complete all ten Exploration Mission (EM)-2 

booster segments.

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Yellow

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Yellow

Performance Explanation

The completion of the liquid oxygen tank for the SLS 

core stage, which will be used for EM-1, experienced 

a delay beyond the end of FY 2018 due to first-time 

production challenges. NASA does not expect the 

delay to affect the overall schedule for the core stage. 

NASA has completed application of thermal protection 

system foam on the barrel section and is currently 

proceeding with the application of the thermal protection foam on the domes.

NASA’s Exploration Systems Development programs, part of HEOMD, are working together to build 

the spaceflight system made up of the Orion crew 

vehicle, the Space Launch System (SLS) rocket, 

and the Exploration Ground Systems (EGS). These 

system will enable the Agency’s new missions to 

extend human presence beyond low Earth orbit.

NASA experienced delays in completing the SLS 

core stage liquid oxygen tank (Annual Performance 

Indicator ESD-18-1) and the Orion EM-1 crew module 

(Annual Performance Indicator ESD-18-2). However, 

neither delay currently does not disrupt the overall 

schedule for (EM)-1, which will be the first time NASA 

launches SLS and Orion together on an uncrewed test 

flight. 

NASA met its goals for the EGS program for FY 2018 

by completing the integrated verification and validation testing of the mobile launcher and the Vehicle 

Assembly building.

Above: Technicians lower the crew module for Ascent Abort-2 

onto a stand at the Johnson Space Center on March 2, 2018. 

Image credit: NASA/Robert Markowitz
Part 2—Strategic Goal 2 Explore

NASA’s FY 2020 Volume of Integrated Performance 59

ESD-18-3: Complete integrated 

verification and validation testing of 

the Mobile Launcher and the Vehicle 

Assembly Building

Planned Annual Performance Indicators

ESD-19-3: Roll the Mobile Launcher to the Vehicle Assembly 

Building to support the start of Exploration Mission-1 stacking 

operations.

ESD-20-3: Complete integration of the Space Launch System 

(SLS) and Orion stack in the Vehicle Assembly Building 

(VAB) at the Kennedy Space Center (KSC) in preparation for 

Exploration Mission (EM)-1.

2013 2014 2015 2016 2017 2018

No API Green Yellow Yellow Yellow Green

ESD-18-2: Complete work to have the 

Exploration Mission-1 Crew Module ready 

for stacking in the Armstrong Operations 

and Checkout Building at the Kennedy 

Space Center

Planned Annual Performance Indicators

ESD-19-2: Conduct the Ascent Abort-2 test of the Orion 

Launch Abort System.

ESD-20-2: Complete testing of the Orion Structural Test 

Article (STA) to validate the Orion structural design in preparation for the first crewed flight on Exploration Mission (EM)-2.

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Yellow

Performance Explanation

Delays in the readiness of the crew module are 

attributed to the need to remove and rework avionics 

hardware, to the delayed delivery of the crew module 

side hatch components, and to some qualification 

testing failures. NASA completed the integration and 

rework of the side hatch and avionics hardware, and 

the Orion EM-1 crew module cabin was delivered to 

the Kennedy Space Center in November for stacking.

Left: A team prepares an RS-25 engine 

No. 0525 for installation on the A-1 Test 

Stand at Stennis Space Center on July 

23, 2018, in preparation for SLS hotfire 

tests. Four RS-25 engines, working in 

conjunction with a pair of solid rocket 

boosters, will help power the SLS 

rocket at launch. Image credit: NASA
Part 2—Strategic Goal 2 Explore

NASA’s FY 2020 Volume of Integrated Performance 60

Performance Goal 2.2.2 [Begins in FY 2019] 

Performance Goal Planned for FY 2019-2020

2.2.2: Demonstrate deep space habitat concepts using prototypes developed in partnership with Next Space Technologies 

for Exploration Partnerships (NextSTEP) Phase 2 industry 

partners.

ERD-19-1 [Begins in FY 2019]

Planned Annual Performance Indicators

ERD-19-1: Complete ground testing of Next Space 

Technologies for Exploration Partnerships (NextSTEP) Phase 

2 prototype habitat concepts to evaluate human factors, 

develop and verify interoperability standards and common 

interfaces for cislunar habitats with industry and international 

partner participation, and develop the final reference configuration for the acquisition phase.

ERD-20-1: Deliver the Spacecraft Fire Experiment (Saffire)-IV 

fire safety flight experiment for launch on Cygnus.

Advanced Exploration Systems (AES), part of 

HEOMD, develops innovative approaches and public-private partnerships to rapidly develop prototype 

systems, advance key capabilities, and validate operational concepts for future human missions beyond 

Earth orbit. AES activities are related to crew mobility, 

habitation, vehicle systems, robotic precursors, and 

foundational systems for deep space.

Above: NASA performed tests the week of June 25, 2018, at 

the Johnson Space Center to help engineers refine NASA’s 

requirements for the design of a deep space habitat, one of 

several elements comprising the Gateway. In this photo, an 

engineer, Astronaut Shannon Walker, Astronaut Candidates 

Raja Chari and Robb Kulin, and Japan Aerospace Exploration 

Agency Astronaut Aki Hoshide, evaluate spacewalk-related 

procedures. Image credit: NASA/Robert Markowitz
Part 2—Strategic Goal 2 Explore

NASA’s FY 2020 Volume of Integrated Performance 61

Performance Goal 2.2.3: Use the International Space Station (ISS) 

as a testbed to demonstrate the critical systems necessary for longduration missions. Between October 1, 2017, and September 30, 2019, 

NASA will initiate at least eight in-space demonstrations of technology 

critical to enable human exploration in deep space. (Agency Priority 

Goal)

Planned Performance Goals for FY 2019-2020

FY 2019 - 2.2.3: Use the International Space Station (ISS) 

as a testbed to demonstrate the critical systems necessary 

for long-duration missions. Between October 1, 2017, and 

September 30, 2019, NASA will initiate at least eight in-space 

demonstrations of technology critical to enable human exploration in deep space. (Agency Priority Goal)

FY 2020 - 2.2.3: Use the International Space Station (ISS) 

as a testbed to demonstrate key capabilities necessary 

for long-duration missions. Between October 1, 2019, and 

September 30, 2021, NASA will initiate at least ten in-space 

demonstrations of technology critical to enable human exploration in deep space.

2013 2014 2015 2016 2017 2018

Green Green Yellow Green Green Green

NASA continues to be on track to achieve this agency 

priority goal. In spring 2018, researchers conducted 

the first-ever experiments on long-term exposure 

to galactic cosmic ray-like radiation at the National 

Space Radiation Laboratory, at the Brookhaven 

National Laboratory. These experiments will enable 

better assessments of space radiation health risks 

involved in human space exploration.

The International Space Station is a unique scientific 

platform in low Earth orbit that enables research in 

a microgravity environment. The Human Research 

Program focuses on discovering the best methods 

and technologies to support safe and productive 

human space travel. Advanced Exploration Systems 

(AES) develops innovative approaches and public-private partnerships to rapidly develop prototype 

systems, advance key capabilities, and validate operational concepts for future human missions beyond 

Earth orbit. All three programs are part of HEOMD.
Part 2—Strategic Goal 2 Explore

NASA’s FY 2020 Volume of Integrated Performance 62

ISS-18-8: Initiate in-space demonstration 

of three new technologies for 

Environmental Control and Life Support 

or Environmental Monitoring, including 

thermal amine for carbon dioxide 

removal

Planned Annual Performance Indicators

ISS-19-7: Initiate in-space demonstration of three new 

technologies for Environmental Control and Life Support 

or Environmental Monitoring, including the Spacecraft 

Atmosphere Monitor (SAM).

ISS-20-11: Initiate in-space demonstration of five new 

technologies for Environmental Control and Life Support or 

Environmental Monitoring.

2013 2014 2015 2016 2017 2018

No API before FY 2018 Yellow

Explanation of Performance

NASA rated this annual performance indicator yellow 

because two new technologies were delivered to the 

ISS and initiated in FY 2018: the Aerosol Samplers

in July and the Acoustic Monitor in August. Two other 

technologies being developed for potential delivery to 

ISS in FY 2018 were delayed. 

The Thermal Amine System, which will demonstrate 

the removal of carbon dioxide from the ISS cabin 

atmosphere, was delayed due to a component failure 

during a ground test. NASA has completed both the 

rework and re-testing of the system, and it is manifested to fly to ISS in April 2019.

The Brine Processor Assembly was delayed due to 

several technical issues encountered during assembly 

and test. The new expected delivery date to ISS is 

during the second quarter of FY 2020.

ERD-18-2: Deliver both the Spacecraft 

Atmosphere Monitor and Brine 

Water Processor to the International 

Space Station (ISS) for technology 

demonstrations

2013 2014 2015 2016 2017 2018

No APIs before FY 2018 Red

Explanation of Performance

Neither the Spacecraft Atmosphere Monitor (SAM) 

nor the Brine Water Processor were delivered to the 

ISS by the end of the first quarter of FY 2019. SAM, 

which continuously measures gases in the air on the 

ISS and transmits that data to researchers on Earth, 

will be delivered in March 2019 to the Jet Propulsion 

Laboratory due to the late delivery of ion pumps and 

other components. The Brine Water Processor, also 

known as the Brine Processor Assembly, will demonstrate the recovery of water from urine brine produced 

by the ISS Urine Processor Assembly. The delivery 

of the Brine Water Processor for flight integration will 

be delayed to early September 2019 due to design 

issues with its bladder and logic control board.

Planned Annual Performance Indicators

ERD-19-2: Deliver the Universal Waste Management System 

(UWMS) for flight on the International Space Station (ISS).

ERD-20-2: Deliver the Brine Processor Assembly for launch 

to the International Space Station.
Part 2—Strategic Goal 2 Explore

NASA’s FY 2020 Volume of Integrated Performance 63

Planned Annual Performance Indicators

ERD-19-3: Complete and deliver the Advanced Twin Lifting 

and Aerobic System (ATLAS) deep space exercise device 

for testing and validation; implement a human health and 

performance study with the National Science Foundation on 

the effects of remote location, extreme isolation, and confinement; and implement a bedrest study with the European 

Space Agency to assess the use of artificial gravity as a 

human physiology countermeasure.

ISS-20-2: Implement a microbial risk assessment study to 

ensure crew safety and allow increased dependence on 

bioregenerative food systems; develop space habitat standards and evaluation tools for use in designing and evaluating 

vehicle volume and layout to optimize crew performance and 

health; and complete a study to determine optimal methods 

for detecting individual performance susceptibilities to sleep 

loss and circadian desynchronization to inform individualized 

countermeasures during spaceflight.

ERD-18-5: Perform mixed-field, lowdose rate galactic cosmic ray simulation 

investigations at the NASA Space 

Radiation Laboratory to enable better 

assessment of space radiation health 

risks for exploration

2013 2014 2015 2016 2017 2018

No API before FY 2018 Green
Part 2—Strategic Goal 2 Explore

NASA’s FY 2020 Volume of Integrated Performance 64

Performance Goal 2.2.4: Develop planetary In-Situ Resource Utilization 

technologies

Planned Performance Goal for FY 2019-2020

No PGs after FY 2018

2013 2014 2015 2016 2017 2018

Green Green Green Yellow Green Yellow

ERD-18-1: Deliver the Mars Oxygen ISRU 

[In-Situ Resource Utilization] Experiment 

(MOXIE) flight article to the Mars 2020 

rover for assembly, test, and launch 

operations

2013 2014 2015 2016 2017 2018

No API Green Green Yellow Green Yellow

Explanation of Performance 

See the performance goal explanation for more information. 

Planned Annual Performance Indicators

 No APIs after FY 2018

This performance goal is rated yellow because delivery of the Mars Oxygen In Situ Resource Utilization 

(ISRU) Experiment (MOXIE) was delayed until early 

calendar year 2019. Its delivery slipped due to troubleshooting of electrical shorts. MOXIE's delay will not 

effect the schedule for integrating the mission payload 

suite with Mars 2020, and its progress is being continuously monitored. 

MOXIE is intended to demonstrate technology for producing oxygen from the Martian atmosphere for use in 

propellant or life support systems.

Advanced Exploration Systems, part of HEOMD, 

develops innovative approaches and public-private 

partnerships to rapidly develop prototype systems, 

advance key capabilities, and validate operational concepts for future human missions beyond Earth orbit. 

AES activities are related to crew mobility, habitation, 

vehicle systems, robotic precursors, and foundational 

systems for deep space.
Part 2—Strategic Goal 2 Explore

NASA’s FY 2020 Volume of Integrated Performance 65

Performance Goal 2.2.5: Engage industry in developing concepts to 

satisfy both NASA and commercial goals for a Power and Propulsion 

Element for deep space transportation

2013 2014 2015 2016 2017 2018

No PG before FY 2018 Green

Planned Performance Goal for FY 2019-2020

2.2.5: Achieve milestones in the design and development of a 

Power and Propulsion Element in partnership with industry.

ERD-18-6: Complete industry studies on 

potential synergies for a NASA-industry 

partnership to demonstrate a Power and 

Propulsion Element using advanced solar 

electric propulsion

Planned Annual Performance Indicators

ERD-19-4: In partnership with industry, conduct one or more 

Preliminary Design Reviews for the Power and Propulsion 

Element.

AES-20-1: Achieve milestones in the design and development 

of a Power and Propulsion Element (PPE) in partnership with 

industry. (NASA will identify a specific milestone to track for 

this annual performance indicator in 3rd quarter FY 2019, 

following PPE partner selection and contract award.)

2013 2014 2015 2016 2017 2018

No API before FY 2018 Green

Advanced Exploration Systems, part of HEOMD, 

develops innovative approaches and public-private 

partnerships to rapidly develop prototype systems, 

advance key capabilities, and validate operational concepts for future human missions beyond Earth orbit. 

AES activities are related to crew mobility, habitation, 

vehicle systems, robotic precursors, and foundational 

systems for deep space.

In March 2018, NASA completed industry studies on 

potential synergies for NASA–industry partnership to 

build and flight demonstrate a spacecraft that uses 

advanced solar electric propulsion. This power and 

propulsion element would support NASA’s plans for 

exploration operations in deep space. Based on the 

studies, NASA completed the first major milestone to 

solicit proposals from industry to build and demonstrate a Power and Propulsion Element.

Power and Propulsion Element Moves Ahead

■ June 21, 2018 - Released draft solicitation 

for spaceflight demonstration of a Power and 

Propulsion Element seeking industry comments

■ July 10, 2018 – Held Industry Day 

at Glenn Research Center 

■ July 20, 2018 – Received industry comments on the draft solicitation 

■ September 6, 2018 – Released final 

broad agency announcement for 

the Spaceflight Demonstration of a 

Power and Propulsion Element
Strategic Goal 3

Address national challenges and catalyze 

economic growth

Develop

NASA’s autonomous testbed called Prototype Technology-Evaluation Research Aircraft, or PTERA, takes off on a flight to test 

the ability of shape memory alloy to fold wings in-flight. NASA, in this flight, observed the successful folding of PTERA’s wings 

70 degrees upward. Image credit: NASA/Ken Ulbrich
Part 2—Strategic Goal 3

NASA’s FY 2020 Volume of Integrated Performance 65

Develop

NASA is advancing revolutionary technologies for NASA and the Nation, 

involving commercial space products, specifically for utilization of nearEarth space; efficient transportation through space; access to planetary 

surfaces; enabling human space exploration; next generation science 

missions; and growth and utilization of the U.S. industrial and academic 

base.

2018 Strategic Review Summary of 

Progress

The Space Technology Mission Directorate has been responsible for 

developing the crosscutting, pioneering, new technologies and capabilities that NASA needs to achieve its current and future missions. STMD 

has sought to mature these technologies for NASA’s science and exploration missions while proving the capabilities and lowering the cost for 

other government agencies and commercial space activities. Efforts that 

supported the assessment included: 

■ The Deep Space Atomic Clock, Green Propellant Infusion Mission, 

and CubeSat Proximity Operations Demonstration have completed 

development and are currently in storage, and are ready for launch.

■ The Laser Communications Relay Demonstration flight demonstration has successfully entered the implementation phase. 

Other demonstrations remain on track, including: Mars Oxygen 

ISRU Experiment (MOXIE), Terrain Relative Navigation, and Mars 

Lead Office

Space Technology Mission Directorate 

(STMD) [Note: STMD will be reorganized moving forward as mentioned on 

page iv.

Goal Leader

Prasun Desai, Deputy Associate 

Administrator for Management, STMD

Strategic Objective 3.1: Develop and transfer

revolutionary technologies to enable exploration 

capabilities for NASA and the Nation

Above: Blue Origin’s New Shepard booster rocket returns to its launch pad on December 12 after completing a flight that tested the Evolved 

Medical Microgravity Suction Device technology. NASA funded the microgravity service on the flight. Image credit: Blue Origin

FY $M

Actual 2018 760.

Enacted 2019 760.

Requested 2020 1,014.3

Outyear

2021 976.

2022 995.4

2023 964.

2024 943.

Budget 
Part 2—Strategic Goal 3 Develop

NASA’s FY 2020 Volume of Integrated Performance 66

Entry, Descent and Landing Instrumentation 

2 (MEDLI2) for the Mars 2020 lander mission; 

Deep Space Optical Communication (DSOC); 

and Solar Electric Propulsion.

Performance Measures for 

Strategic Objective 3.

The following pages provide the performance goals 

and annual performance indicators supporting 

Strategic Objective 3.1. They include the final performance results for FY 2018, the FY 2019 Performance 

Plan Update, which NASA considers final for FY 2019, 

and the initial FY 2020 Performance Plan. Below are 

charts summarizing the FY 2018 performance ratings 

for the performance goals and annual performance 

indicators supporting Strategic Objective 3.1.

As NASA conducts its 2019 Strategic Review, to be 

completed in spring 2019, it will conduct retrospective 

and prospective analyses to determine if the programs 

supporting this strategic objective are healthy and 

can address potential or realized risks. Part of the 

retrospective analyses will take into consideration the 

FY 2018 performance results found on the following 

pages. Looking forward, NASA will assess whether 

it is on track to achieve the FY 2019 annual performance indicators. The results of this early assessment 

will inform planning for the FY 2021 Performance 

Plan, which will begin in spring 2019. In addition, 

as parts of these analyses, NASA will factor in any 

relevant updates and/or changes that arise from the 

reorganization of STMD as part of the FY 2019-2021 

planning. 

Summary of Strategic Objective 3.1: Develop and transfer revolutionary technologies

to enable exploration capabilities for NASA and the Nation

7

Performance Goal 4

Span two to five years, and measure the performance of investments towards strategic objectives and 

strategic goals. The total number of performance goals is reflected in each rating box and there is no 

one-to-one correlation to annual performance indicator ratings. 

Annual Performance Indicator 

Describe the smaller, achievable measurements that serve as NASA’s basic unit of performance. 

They show progress achieved during the budget year, and NASA uses them to assess progress 

made towards achieving the performance goals and the strategic objectives. The total number of 

annual performance indicators is reflected in each rating box and there is no one-to-one correlation to performance goal ratings. 
Part 2—Strategic Goal 3 Develop

NASA’s FY 2020 Volume of Integrated Performance 67

Performance Goal 3.1.1: Explore and advance promising early stag

solutions to space technology challenges through investment across 

the U.S. innovation community.

Planned Performance Goal for FY 2019-2020

3.1.1: Invest across the U.S. innovation community to explore 

and advance promising early stage solutions to space technology challenges. 

NASA has met this multi-year performance goal as 

the Agency continues to advance early stage innovation. In FY 2018, NASA selected 56 NASA Space 

Technology Research Fellowships, 12 Early Stage 

Innovations awards, and 11 Early Career Faculty 

awards.

NASA selected 25 new concept studies in FY 2018, 

comprising 16 Phase I projects and 9 Phase II projects, through NIAC, a program that helps innovators 

and entrepreneurs develop innovative, technically 

credible, advanced concepts to “change the possible” 

in aerospace. The Agency also encouraged creativity 

and innovation within the NASA centers by supporting 

emerging technologies and creative initiatives, selecting 125 Center Innovation Fund projects in FY 2018.

ST-18-1: Conduct at least 185 new 

activities, with appropriate contribution 

from each underlying early stage 

program, to research, study, or develop 

concepts for new technologies

Planned Annual Performance Indicators

ET-19-1: Invest in at least 185 promising new early stage 

technologies and concepts, with potential for transformative 

impact.

ET-20-1: Invest in at least 185 promising new early stage 

technologies and concepts, with potential for transformative 

impact.

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Early Stage Innovation and Partnerships (formerly Space Technology Research Grants, NASA 

Innovative Advanced Concepts, and the Center 

Innovation Fund programs) nurture visionary ideas, 

stimulate innovation, and examine the feasibility of 

new ideas and approaches to address the technology 

needs of NASA and the Nation. 
Part 2—Strategic Goal 3 Develop

NASA’s FY 2020 Volume of Integrated Performance 68

Performance Goal 3.1.2: Advance technologies that offer significan

improvement to existing solutions or enable new space science and 

exploration capabilities

Performance Goal Planned for FY 2019-2020

3.1.2: Mature technologies that offer significant improvement 

to existing solutions or enable space exploration capabilities.

In FY 2018, GCD continued advancement of many 

promising technology solutions. NASA and the 

National Nuclear Security Administration demonstrated a new nuclear fission reactor power system, 

called Kilopower, that could enable long-duration 

crewed missions to the Moon, Mars, and destinations beyond. The experiment was conducted at the 

National Nuclear Security Administration’s Nevada 

National Security Site from November 2017 through 

March 2018.

A team of NASA engineers demonstrated fully 

autonomous X-ray navigation in space during the 

demonstration that occurred in November 2017. The 

Space Exploration for X-ray Timing and Navigation 

Technology (SEXTANT) demonstration showed that 

millisecond pulsars could be used to accurately determine the location of an object moving in space.

ST-18-2: Complete at least 70 percent of 

Game Changing Development program 

milestones, as established at the 

beginning of the fiscal year

Planned Annual Performance Indicators

ET-19-2: Mature state of the art technologies by completing at least 70 percent of Technology Maturation program 

milestones.

ET-20-2: Mature state of the art technologies by completing at least 60 percent of key performance parameters of 

Technology Maturation projects.

NASA is breaking ground in the world of additive 

manufacturing with the Low Cost Upper Stage-Class 

Propulsion project. The Agency successfully hot-fire 

tested a combustion chamber at NASA’s Marshall 

Space Flight Center made using a new combination 

of 3-D printing techniques. This project aims to further 

improve production time and costs for thrust chamber 

assemblies.

2013 2014 2015 2016 2017 2018

Green Green Green Green Yellow Green

2013 2014 2015 2016 2017 2018

Green Green Green Green Red Green

Technology Maturation (formerly the Game 

Changing Development (GCD) Program) advances 

space technologies that may lead to entirely new 

approaches for the Agency’s future space missions 

and provide solutions to significant national needs. The 

program generally focuses efforts in taking technologies from proof of concept through component testing 

in a relevant environment. GCD employs a balanced 

approach to technology development efforts, competitively selecting efforts from across academia, industry, 

and government agencies.

Above: Combustion chambers must withstand both extreme hot 

and cold temperatures inside a rocket engine as extremely cold 

propellants are heated up and burned for propulsion. In 2018, 

NASA successfully hot-fire tested a combustion chamber made 

from a 3-D printed copper liner and a nickel-alloy jacket. The 

final hot-fire test went the full planned 25 seconds at 100 percent 

power. Image credit: NASA/David Olive
Part 2—Strategic Goal 3 Develop

NASA’s FY 2020 Volume of Integrated Performance 69

Performance Goal 3.1.3: Mature new crosscutting space technolog

capabilities for demonstration

Planned Performance Goal for FY 2019-2020

3.1.3: Demonstrate new technologies and capabilities for 

space exploration.

NASA achieved this multi-year performance goal as 

it continues to foster and mature new crosscutting 

space technology capabilities for demonstration. In 

FY 2018, the Small Spacecraft Technology program 

made progress on several projects, including completing eight major milestones:

■ Level-1 Requirements Completion Review for 

the Integrated Solar And Reflectarray Antenna 

mission, which will demonstrate a CubeSat communications capability

■ Preliminary Design Review (PDR) and Critical 

Design Review in December 2017 for the 

Pathfinder Technology Demonstrator (PTD), 

which will test CubeSat technologies in low Earth 

orbit

■ Qualification Test Readiness Review for the 

Tethers Unlimited, Inc., HYDROS-C thruster payload, which uses water as propellant, for PTD-1

■ Qualification TRR for the Blue Canyon 

Technologies HyperXACT Attitude Determination 

and Control payload for PTD-2

■ System Readiness Review and payload PDR for 

CubeSat Lasercom Infrared Crosslink, which will 

demonstrate intersatellite communications for 

small spacecraft

■ Flight Readiness Review for CubeSat Handling 

Of Multisystem Precision Time Transfer, which 

will demonstrate high-precision time transfer from 

Earth to low Earth orbiting CubeSat

NASA also completed five major milestones for 

Technology Demonstration Missions projects:

■ SRR/Mission Definition Review, and Key 

Decision Point (KDP)-B for Deep Space Optical 

Communications

■ PDR for Restore-L satellite servicing project

■ SRR and KDP-B for Low Earth Orbit-based Flight 

Test demonstration of Inflatable Decelerator 

(LOFTID)

■ A continuation review for eCryo cryogenic fluid 

management technologies project

■ Close-out reviews for In-space Robotic 

Manufacturing and Assembly (IRMA)

ST-18-3: Reach at least eight major 

milestones, including delivery of small 

spacecraft for flight demonstration 

or other milestones, for development 

and demonstration of transformative 

technologies for more affordable science 

and exploration missions

Planned Annual Performance Indicators

ET-19-3: Advance development, demonstration, and mission 

implementation of new exploration technologies by reaching a 

key milestone in at least six small spacecraft projects.

ET-20-3: Advance development, demonstration, and mission 

implementation of new exploration technologies by reaching a 

key milestone in at least four small spacecraft projects.

2013 2014 2015 2016 2017 2018

No PG Green Green Green Green Green

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

The Small Spacecraft Technology Program develops and demonstrates new small spacecraft technologies and capabilities for NASA’s missions in science, 

exploration, and space operations. The Technology 

Demonstration Program bridges the gap between 

scientific and engineering challenges and the technological innovations needed to overcome them, 

enabling robust new space missions. 
Part 2—Strategic Goal 3 Develop

NASA’s FY 2020 Volume of Integrated Performance 70

Planned Annual Performance Indicators

ET-19-4: Advance Technology Demonstration capabilities by 

completing at least six key decision points towards technology demonstration.

ET-20-4: Advance Technology Demonstration capabilities by 

completing at least six key decision points towards technology demonstration.

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

ST-18-4: Complete five major milestones 

for Technology Demonstration Mission 

(TDM) technology development projects.

Above: Engineers Lok Wong and Kyle Doyle assemble pieces 

of a truss segment for the Commercial Infrastructure for Robotic 

Assembly and Services (CIRAS) project at the Structures and 

Materials Test Laboratory at Langley Research Center in March 

2018. CIRAS is part of the IRMA project portfolio, managed by 

STMD’s Technology Demonstration Missions program. Image 

credit: NASA/David C. Bowman
Part 2—Strategic Goal 3 Develop

NASA’s FY 2020 Volume of Integrated Performance 71

Performance Goal 3.1.4: Engage the established commercial sector, 

emerging aerospace markets, and economic regions to leverage 

common interests and grow the national economy

2013 2014 2015 2016 2017 2018

No PG before 2017 Green Green

Planned Performance Goal for FY 2019-2020

3.1.4: Engage and partner with the commercial aerospace 

sector, to leverage technology advancements and grow the 

national economy.

ST-18-5: Conduct at least three prize 

competitions

Planned Annual Performance Indicators

ET-19-5: Conduct at least four prize competitions to encourage innovation and address technology challenges through 

engaging non-traditional NASA partners.

ET-20-5: Conduct at least four prize competitions to encourage innovation and address technology challenges through 

engaging non-traditional NASA partners.

2013 2014 2015 2016 2017 2018

No API before FY 2017 Green Green

NASA achieved this multi-year performance goal 

through its engagements with small businesses and 

research institutions. NASA provided cash prize 

incentives to non-traditional sources for innovations of 

interest and value to the Agency and the Nation. The 

Prizes and Challenges Program supported three centennial challenges in the areas of 3D Printed Habitat 

Challenge, the Vascular Tissue Challenge, and the 

CO2 Conversion Challenge.

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

SBIR/STTR programs. In FY 2018, NASA created 97 

post-Phase II SBIR/STTR opportunities. 

The Flight Opportunities program strives to advance 

the operational readiness of space technologies while 

also stimulating the development and utilization of the 

U.S. commercial spaceflight industry. During FY 2018, 

Flight Opportunities competitively selected 36 payloads. In addition, NASA made progress in the entry, 

descent, and landing focus area through a successful 

flight test of a Navigation Doppler Lidar and Lander 

Vision System for future robotic and crewed missions.

Partnerships and Technology Transfer (formerly 

Prizes and Challenges) recognizes the value of 

incentivizing new technology advancement and problem solving through “open innovation” approaches 

including the use of prize competitions and challenges 

open to the public. Small Business Innovation 

Research (SBIR)/Small Business Technology 

Transfer (STTR) provides an opportunity for small, 

high-tech companies and research institutions to 

participate in government-sponsored R&D efforts in 

key technology areas. Technology Demonstration

(formerly Flight Opportunities) develops and 

provides opportunities for space technologies to be 

demonstrated and validated in relevant environments. 

It fosters the development of the commercial reusable 

suborbital transportation industry.
Part 2—Strategic Goal 3 Develop

NASA’s FY 2020 Volume of Integrated Performance 72

ST-18-7: Competitively select at least 12 

payloads from NASA, other government 

agencies, industry, and academia for 

flight on commercial flight vehicles that 

meet Agency priorities

Planned Annual Performance Indicators

ET-19-7: Competitively select at least 14 payloads from NASA 

centers, other government agencies, industry, or academia 

for flight on commercial flight vehicles to achieve Agency 

priorities.

ET-20-7: Competitively select at least 16 payloads from NASA 

centers, other government agencies, industry, or academia 

for flight on commercial vehicles to advance lunar exploration 

and commercial development in Earth orbit.

2013 2014 2015 2016 2017 2018

No APIs before FY 2017 Green Green

ST-18-6: Create 10 opportunities for 

advancement beyond Phase II SBIR/

STTR

Planned Annual Performance Indicators

ET-19-6: Create 10 opportunities for advancement of SBIR/

STTR technologies beyond Phase II, leveraging non-SBIR/

STTR NASA investment or external investment.

ET-20-6: Create 10 opportunities for advancement of SBIR/

STTR technologies beyond Phase II, leveraging non-SBIR/

STTR NASA investment or external investment.

2013 2014 2015 2016 2017 2018

No API before FY 2017 Green Green

Above: Team SEArch+/Apis Cor of New York won first place in 

Phase 3: Level 2 of NASA’s 3D-Printed Habitat Challenge. For 

this level, they printed a foundation and subjected it to various 

tests, including dropping a shotput on it to simulate a meteor 

strike. Watch the full video of their entry and testing. Image 

credit: SEArch+/Apis Corstrike. Watch the full video of their 

entry and testing. Image credit: SEArch+/Apis Cor
Part 2—Strategic Goal 3

NASA’s FY 2020 Volume of Integrated Performance 72

Develop

NASA is maintaining and advancing U.S. global leadership in aviation 

through application of new concepts and technologies pioneered by 

NASA and developed in partnership with U.S. industry, leading to transformative improvements in mobility, efficiency, and safety. 

2018 Strategic Review Summary of 

Progress

The Aeronautics Research Mission Directorate designs, develops, 

and tests advanced technologies that will make aviation much more 

environmentally friendly, maintain safety in more crowded skies, and ultimately transform the way the United States and the world flies. Research 

conducted by ARMD directly benefits today’s air transportation system, 

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

aviation every day. Efforts that supported the assessment included:

■ The Low-Boom Flight Demonstration contract was awarded 

April 2, 2018. The Strategic Review was completed in 

spring 2018, and the LBFD project team completed the Key 

Decision Point (KDP)-C in the first quarter of FY 2019.

■ ARMD was on track to complete the Airspace Technology 

Demonstration (ATD)-1 and ATD-2 and deliver the 

results to the Federal Aviation Administration according to the Research Transition Team plan by FY 2020 

(i.e., ARMD’s Thrust #1 Critical Commitment).

Lead Office

Aeronautics Research Mission 

Directorate (ARMD)

Goal Leader

Robert A. Pearce, Deputy Associate 

Administrator for Strategy, ARMD

Strategic Objective 3.2: Transform aviation through

revolutionary technology research, development, 

and transfer

Above: NASA test pilots Jim Less and Wayne Ringelberg conduct pre-flight safety checks for a F/A-18 before going out on a supersonic 

QSF18 flight, part of NASA’s Low-Boom Flight Demonstration. Image credit: NASA/Josh Valcarcel

FY $M

Actual 2018 690.

Enacted 2019 685.0

Requested 2020 666.

Outyear

2021 673.

2022 680.

2023 587.1

2024 587.0

Budget 
Part 2—Strategic Goal 3 

NASA’s FY 2020 Volume of Integrated Performance 73

Develop

■ ARMD was on track to deliver its first 

flight validated community response database to the International Civil Aviation 

Organization by end of FY 2024.

Performance Measures for 

Strategic Objective 3.

The following pages provide the performance goals 

and annual performance indicators supporting 

Strategic Objective 3.2. They include the final performance results for FY 2018, the FY 2019 Performance 

Plan Update, which NASA considers final for FY 2019, 

and the initial FY 2020 Performance Plan. Below are 

charts summarizing the FY 2018 performance ratings 

for the performance goals and annual performance 

indicators supporting Strategic Objective 3.2.

As NASA conducts its 2019 Strategic Review, to be 

completed in spring 2019, it will conduct a retrospective and prospective analyses to determine if the programs supporting this strategic objective are healthy 

and can address potential or realized risks. Part of the 

retrospective analyses will take into consideration the 

FY 2018 performance results found on the following 

pages. Looking forward, NASA will assess whether 

it is on track to achieve the FY 2019 annual performance indicators. The results of this early assessment 

will inform planning for the FY 2021 Performance 

Plan, which will begin in spring 2019.

Summary of Strategic Objective 3.2: Transform aviation through revolutionary

technology research, development and transfer. 

5 1

9 1

Performance Goal 

Span two to five years, and measure the performance of investments towards strategic objectives and 

strategic goals. The total number of performance goals is reflected in each rating box and there is no 

one-to-one correlation to annual performance indicator ratings. 

Annual Performance Indicator 

Describe the smaller, achievable measurements that serve as NASA’s basic unit of performance. 

They show progress achieved during the budget year, and NASA uses them to assess progress 

made towards achieving the performance goals and the strategic objectives. The total number of 

annual performance indicators is reflected in each rating box and there is no one-to-one correlation to performance goal ratings. 
Part 2—Strategic Goal 3 

NASA’s FY 2020 Volume of Integrated Performance 74

Develop

Performance Goal 3.2.1: Develop solutions that will advance decisionmaking ability for improving air traffic management to accommodat

future growth in air travel, and for increasing aviation safety under 

hazardous conditions

Planned Performance Goal for FY 2019-2020

3.2.1: Develop solutions that will advance decision-making 

ability for improving air traffic management to accommodate 

future growth in air travel, and for increasing aviation safety 

under hazardous conditions.

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green The Airspace Operations and Safety Program

part of ARMD, works with the Federal Aviation 

Administration, industry, and academic partners 

to conceive and develop Next Generation Air 

Transportation System (NextGen) technologies to further improve the safety of current and future aircraft. 

NextGen methods and means will provide advanced 

automated support to air navigation service providers 

and aircraft operators to reduce air-travel times and 

delays, and to ensure greater safety in all weather 

conditions.

The Airspace Technology Demonstration (ATD)-2 

effort provides solutions to air transportation system 

inefficiency through an integrated arrival, departure, 

and surface system (IADS). During FY 2018, Phase 1 

of the ATD-2 demonstrated benefits by reducing the 

amount of fuel used by aircraft, the amount of time 

aircraft are delayed on the surface, and the amount of 

carbon dioxide emitted by the aircraft. 

The Phase 2 version of the IADS system was 

deployed in mid-September 2018. This version features five new capabilities, which will be evaluated in 

FY 2019. Phase 2 will complete ATD-2’s single-airport IADS research. The Phase 3 multi-airport field 

demonstration will formally begin in FY 2020, but an 

initial concept evaluation with the North Texas Field 

Demonstration Partners is planned for spring or summer in 2019. 

Phase 1 Benefits

As of September 17, 2018

638,068

89.

22,857

912

pounds of fuel saved

hours of surface delay avoided

trees-worth of carbon dioxide 

emission offsets

hours of reduced engine runtime

Above: NASA Administrator Jim Bridenstine (right) participates in a FutureFlight Central demonstration of ATD-2 at 

Ames Research Center on August 30, 2018. He is looking at 

the Ramp Traffic Console, a new technology tested through 

human-in-the-loop simulation and currently deployed to the 

field at Charlotte Douglas International Airport. The Ramp 

Traffic Control is one of many new air traffic tools NASA is 

working on to improve arrival, departure, and surface activity at 

airports. Image credit: NASA
Part 2—Strategic Goal 3 

NASA’s FY 2020 Volume of Integrated Performance 75

Develop

AR-19-6 [Begins in FY 2019]

2013 2014 2015 2016 2017 2018

No APIs until FY 2019

Planned Annual Performance Indicators

AR-19-6: Conduct Shadow Mode assessment of Integrated 

Arrival/Departure/Surface (IADS) metroplex departure metering prototypes.

AR-20-2: Conduct an operational assessment of the 

Integrated Arrival/Departure/Surface (IADS) metroplex departure management prototype.

AR-18-1: Demonstrate the Integrated 

Demand Management (IDM) concept to 

coordinate management of traffic demand 

and flight trajectories across multiple 

constraints, resulting in improved arrival 

operations in the New York City metroplex 

airspace

Planned Annual Performance Indicators

AR-19-1: Assess and document capacity of future air traffic 

services that increase Urban Air Mobility (UAM) capacity over 

current-day operations.

AR-20-1: Evaluate a service-oriented architecture, intended 

to improve safety and efficiency, for traditional operations in a 

relevant airspace.

2013 2014 2015 2016 2017 2018

No API Green Green Green Green Green
Part 2—Strategic Goal 3 

NASA’s FY 2020 Volume of Integrated Performance 76

Develop

Performance Goal 3.2.2: Demonstrate the ability to reduce soni

booms, enabling future industry innovation in commercial supersonic 

aircraft

Performance Goal Planned for FY 2019-2020

3.2.2: Demonstrate the ability to reduce sonic booms, enabling future industry innovation in commercial supersonic 

aircraft.

AR-18-2: Award the Low-Boom Flight 

Demonstration (LBFD) Aircraft Design, 

Build, and Initial Test contract.

Planned Annual Performance Indicators

AR-19-2: Complete the Low-Boom Flight Demonstration 

(LBFD) Critical Design Review (CDR).

AR-20-3: Complete final assembly of the Low Boom Flight 

Demonstrator aircraft.

2013 2014 2015 2016 2017 2018

No API Green Green Green Yellow Green

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

The Integrated Aviation Systems Program (IASP)

part of ARMD, conducts flight-oriented, system-level 

research and technology development to mature 

and transition advanced aeronautic technologies into 

future air vehicles and systems, supporting all phases 

of NASA’s aeronautics research. For relatively new 

technologies, IASP aims to accelerate their development and determine their feasibility. For more mature 

technologies, IASP aims to reduce risk and transition 

the technologies to industry.

NASA is on track to complete the Low Boom Flight 

Demonstration (LBFD), which will demonstrate a sonic 

boom with greatly reduced noise in order to pave the 

way for commercial supersonic flight over land. NASA 

awarded the contract for construction of the X-59 

Quiet Supersonic Technology (QueSST) experimental 

aircraft to Lockheed Martin in Palmdale, CA, in April 

2018. The LBFD project passed Key Decision Point 

(KDP)-C in the first quarter of FY 2019, receiving 

Agency-level approval for its project plan, cost, and 

schedule baseline and to begin implementation.

NASA is responsible for managing the construction 

of the aircraft, and proving its ability to create a sonic 

“thump” instead of an annoying sonic boom. The 

LBFD project’s technical goals are to design, build 

and test the X-59 QueSST with low-noise sonic boom 

signature characteristics acceptable to communities 

and traceable to future civil supersonic airliners.

Above: The X-59 QueSST experimental aircraft, shown here in 

an artist’s concept, is shaped so that supersonic shockwaves 

do not coalesce together to create sonic booms. The noise 

nuisance associated with sonic booms prompted the government to ban supersonic flight over land years ago. Data from 

the X-59 QueSST project could be the path for new commercial 

markets in supersonic flight in the United States and internationally. Image credit: NASA
Part 2—Strategic Goal 3 

NASA’s FY 2020 Volume of Integrated Performance 77

Develop

Performance Goal 3.2.3: Advance airframe and engine technologie

to enable the development of future generations of ultra-efficient air 

vehicles that minimize environmental impact

Planned Performance Goal for FY 2019-2020

3.2.3: Advance airframe and engine technologies to enable 

the development of future generations of ultra-efficient air 

vehicles that minimize environmental impact.

AR-18-3: Design, fabricate, and test a 

high aspect ratio wing box employing 

tow-steered composites and demonstrate 

vehicle-level fuel-burn benefit through 

aeroelastic-tailored structural design

Planned Annual Performance Indicators

AR-19-3: Design, fabricate, and conduct high-speed wind tunnel performance test on an advanced Transonic Truss Braced 

Wing (TTBW) configuration at a cruise Mach number near 0.8 

and quantify its overall fuel-burn benefits.

No API in FY 2020

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Yellow

2013 2014 2015 2016 2017 2018

Green Green No API Green Green Yellow

Aeronautics Research Mission Directorate encompasses multiple research programs that develop 

advanced technologies to reduce aviation’s environmental impact and to transform how the world 

flies, including the Advanced Air Vehicles Program, 

the Airspace Operations and Safety Program, the 

Integrated Aviation Systems Program, and the 

Transformative Aeronautics Concepts Program.

The majority of work within this performance goal 

is on track for successful, on-time completion. The 

demonstration of novel landing gear technologies in 

order to reduce noise is complete. The third and final 

landing gear noise flight test was completed in May 

2018 and data analysis is ongoing. The full extent 

of noise reduction benefits from main landing gear 

fairings and cavity treatments was documented to be 

between three and four decibels.

Two initial tests of the wing-body juncture flow experiment were completed, leading to the successful development of a validation-quality dataset in a subsonic 

tunnel facility at the Langley Research Center. The 

measurements and dataset produced by these tests 

will be used to enable better computational tools for 

the prediction of future air vehicle designs. 

A multidisciplinary design analysis and optimization process for the conceptual design of vertical 

lift vehicles was successfully demonstrated. The 

development and demonstration metrics cover five 

factors: fidelity, metric scope, objective function, tool 

efficiency, and design goals. The combined metrics 

show multi-faceted improvements made to discipline 

tools integrated in a design optimization framework. 

The final DDM score was rated at 15, exceeding the 

success criteria DDM score of 12.

This performance goal is rated yellow because early 

fabrication issues caused delivery of the passive 

aeroelastic tailored (PAT) wing test article to slip 

into FY 2019. The composite wing, designed and 

built by Aurora Flight Sciences, was delivered to the 

Armstrong Flight Research Center on April 9, 2018. 

Ground vibration testing of the PAT wing test article 

was completed in July 2018, and assessments were 

completed in September 2018. Static load testing and 

data analysis began at the end of FY 2018, but were 

completed during the first quarter of FY 2019. 

Explanation of Performance

See Performance Goal 3.2.3.
Part 2—Strategic Goal 3 

NASA’s FY 2020 Volume of Integrated Performance 78

Develop

AR-19-8 [Begins in FY 2019]

Planned Annual Performance Indicators

AR-19-8: Demonstrate tools and methodologies able to reduce the timeline to develop and certify composite structures 

and demonstrate timeline benefit through systems analysis.

No API in FY 2020

AR-18-6: Demonstrate novel landing 

gear porous fairing and wheel cavity 

treatments that reduce the airframe 

component of aircraft noise by at least 1.5 

decibels (dB).

AR-18-7: Complete detailed experimental 

measurements in the wing-body junction 

region of an aircraft to enable better 

computational tools for prediction of 

future air vehicle designs

Planned Annual Performance Indicators

AR-19-7: Develop multidisciplinary design optimization 

capability that will enable assessment of On-Demand Mobility 

(ODM) vehicle designs with tightly integrated propulsion-airframe systems that optimally account for competing requirements for performance, noise, and energy usage.

No API in FY 2020

AR-18-8: Demonstration of a 

multidisciplinary design analysis and 

optimization (MDAO) process for the 

conceptual design of vertical lift vehicles

2013 2014 2015 2016 2017 2018

No APIs before FY 2017 Green Green

Planned Annual Performance Indicators

No APIs after FY 2018

2013 2014 2015 2016 2017 2018

No APIs before 2017 Yellow Green

2013 2014 2015 2016 2017 2018

No APIs before 2017 Green Green

Planned Annual Performance Indicators

No APIs after FY 2018

AR-19-11 [Begins in FY 2019]

Planned Annual Performance Indicators

AR-19-11: Achieve noise reduction of at least five decibels 

(dB) on approach to landing during flight test operations 

designed for low noise.

No API in FY 2020

AR-20-4 [Begins in FY 2020]

Planned Annual Performance Indicators

No APIs before FY 2020

AR-20-4: Design, fabricate, assemble, and test components 

and sub-systems for a small core, high-pressure compressor 

concept engine, intended to improve operational efficiency.

AR-20-5 [Begins in FY 2020]

Planned Annual Performance Indicators

No APIs before FY 2020

AR-20-5: Develop and flight test a flexible, deployable vortex 

generator (VG) system for cost-effective fuel reduction on 

transport aircraft using passive-shape, low-temperature 

shape memory alloys.

AR-20-6 [Begins in FY 2020]

Planned Annual Performance Indicators

No APIs before FY 2020

AR-20-6: Complete detailed analysis of turbulent heat flux 

data obtained from NASA’s Turbulent Heat Flux (THX) experiment to enable better computational tools for prediction and 

design of future air vehicle propulsion systems.
Part 2—Strategic Goal 3 

NASA’s FY 2020 Volume of Integrated Performance 79

Develop

Performance Goal 3.2.4: Facilitate significant environmental an

efficiency improvements through research on alternative jet fuel use, 

and on hybrid gas-electric propulsion system concepts

Planned Performance Goal for FY 2019-2020

3.2.4: Facilitate significant environmental and efficiency improvements through research on alternative jet fuel use, and 

on hybrid gas-electric propulsion system concepts.

AR-18-5: Design, build, and test key 

ambient-temperature electric aircraft 

powertrain components that achieve 

specific performance parameters 

necessary for large commercial 

applications

Planned Annual Performance Indicators

AR-19-5: Design, assemble, and initiate testing of a megawatt 

(MW)-scale electrified aircraft powertrain.

AR-20-7: Complete Preliminary Design Review (PDR) of a 

full-scale powertrain for hybrid gas-electric aircraft.

2013 2014 2015 2016 2017 2018

No PG Green Green Green Yellow Green

2013 2014 2015 2016 2017 2018

No API Green Green Green Red Green

AR-19-12 [Begins in FY 2019]

Planned Annual Performance Indicators

AR-19-12: Demonstrate integrated electrical system functionality of the X-57 aircraft through assembling components 

with a power delivery system and conducting an Integrated 

Electrical End-to-End Test.

No API in FY 2020

Progress continues in the area of alternative jet 

fuel research with the development and testing of 

a small-core fuel-flexible combustor in conjunction 

with a United Technologies Research Center. Testing 

in that area will be completed in the first quarter of 

FY 2019. The X-57 Maxwell Scaled Convergent 

Electric Propulsion Technology Operations Research 

(SCEPTOR) sub-project successfully completed a 

re-plan effort to ensure a viable path to successful 

completion of the flight demonstration.

Progress also continues in the area of hybrid 

gas-electric propulsion by moving forward in designing a full-scale, 1-megawatt (MW) power inverter 

and electric motor. General Electric’s Silicon-Carbide 

Lightweight Inverter for Megawatt-Power inverter and 

the University of Illinois high-speed, high-frequency air 

core machine have shown full-scale, 1-MW designs 

that meet the requirements of the associated annual 

performance indicator, AR-18-5. Going even further 

than the requirements of the annual performance indicator, full-scale builds and sub-scale tests to establish 

the feasibility of the designs are planned for the first 

quarter of FY 2019.

Aeronautics Research Mission Directorate encompasses multiple research programs that develop 

advanced technologies to reduce aviation’s environmental impact and to transform how the world 

flies, including the Advanced Air Vehicles Program, 

the Airspace Operations and Safety Program, the 

Integrated Aviation Systems Program, and the 

Transformative Aeronautics Concepts Program.
Part 2—Strategic Goal 3 

NASA’s FY 2020 Volume of Integrated Performance 80

Develop

Performance Goal 3.2.5: Significantly increase the ability to anticipate 

and resolve potential safety issues, and to predict the health and 

robustness of aviation systems

Planned Performance Goal for FY 2019-2020

3.2.5: Significantly increase the ability to anticipate and 

resolve potential safety issues, and to predict the health and 

robustness of aviation systems.

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green The Airspace Operations and Safety Program

part of ARMD, works with the Federal Aviation 

Administration, industry and academic partners to conceive and develop Next Generation Air Transportation 

System (NextGen) technologies to further improve the 

safety of current and future aircraft. NextGen methods 

and means will provide advanced automated support 

to air navigation service providers and aircraft operators to reduce air-travel times and delays, and to 

ensure greater safety in all weather conditions.

As the National Airspace System expands and 

becomes more complex, it has become more challenging to maintain the current high level of safety. 

NASA is developing tools for real-time safety monitoring and prediction to improve safety in the NAS and 

support envisioned operational growth. 

NASA completed a real-time safety monitoring framework with a set of safety monitoring metrics and information about current potentially adverse conditions, 

which are automatically monitored in real-time. The 

real-time safety monitoring framework supports a variety of users, from those who need a broad overview of 

a day’s flight operations to those who need to decide 

on a control tactic to employ within the next few 

minutes. Using an intelligent interface, the real-time 

safety monitoring framework predicts conditions within 

a specified prediction horizon. The real-time safety 

monitoring framework gives users access to information about adverse conditions in time to make efficient 

preemptive decisions without sacrificing safety. The 

real-time safety monitoring framework was integrated 

with the NASA test-bed and demonstrated using live 

data from the National Airspace System.

NASA, in collaboration with the MITRE Corporation, 

demonstrated progress in identifying operationally 

significant anomalies in flight operations quality assurance data. NASA developed an anomaly detection 

algorithm, Multiple Kernel Anomaly Detection. For this 

project, it identifies anomalies in Flight Operations 

Quality Assurance data, which are data collected 

onboard commercial aircraft. Like most anomaly 

detection methods, Multiple Kernel Anomaly Detection 

identifies data points that are statistically anomalous, 

some of which may be safety issues, but the remaining of which are false alarms. NASA has developed an 

active learning method that learns from domain expert 

feedback on whether the statistical anomalies are 

safety issues or false alarms, with the goal of reducing 

the false alarm rate on future data.

NASA has significantly sped up data pre-processing to improve data usability. Additionally, NASA will 

begin work with MITRE on identifying additional work 

needed to make its data-driven methods more useful 

to safety analysts. NASA, in collaboration with the 

Federal Aviation Administration, has demonstrated 

success in identifying operationally significant anomalies in Threaded Track data, a compilation of surveillance sources into a representation of an aircraft’s 

optimal end-to-end trajectory. Threaded Track data 

also allows a wide range of safety, efficiency, and 

security analyses. NASA is working with Booz Allen 

Hamilton on extracting data from Aviation Safety 

Reporting System reports and will also explore the 

possible use of additional data sources with the goal 

of identifying leading and lagging indicators of safety 

issues.
Part 2—Strategic Goal 3 

NASA’s FY 2020 Volume of Integrated Performance 81

Develop

Planned Annual Performance Indicators

AR-19-4: Identify data architecture requirements (i.e., content 

and quality) for real-time monitoring of selected operational 

risks for small Unmanned Aircraft Systems (UAS).

AR-20-9: Validate a human fatigue monitoring tool, and publish a report relating human performance metrics to aircraft 

performance.

2013 2014 2015 2016 2017 2018

No APIs before FY 2018 Green

AR-18-4: Develop initial tools for 

identifying, measuring, and monitoring 

safety margins with initial components 

for evolution of real-time system-wide 

capability

AR-20-8 [Begins in FY 2020]

Planned Annual Performance Indicators

No APIs until FY 2020

AR-20-8: Demonstrate the use of formalizable requirements 

in order to reduce errors, improve traceability to verification 

and validation data, and mitigate safety risks.
Part 2—Strategic Goal 3 

NASA’s FY 2020 Volume of Integrated Performance 82

Develop

Performance Goal 3.2.6: Support transformation of civil aircraf

operations and air traffic management through the development, 

application, and validation of advanced autonomy and automation 

technologies, including addressing critical barriers to enabling 

urban on-demand air mobility and Unmanned Aircraft Systems (UAS) 

operations in low-altitude airspace

Planned Performance Goal for FY 2019-2020

3.2.6: Support transformation of civil aircraft operations and 

air traffic management through the development, application, and validation of advanced autonomy and automation 

technologies, including addressing critical barriers to enabling 

urban on-demand air mobility and unmanned aircraft systems 

(UAS) operations in low-altitude airspace.

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Safe integration of UAS, commonly called drones, into 

the NAS requires research in multiple areas, including communications, human–machine interfaces, 

sense-and-avoid, and separation assurance. NASA 

completed all of its planned milestones for FY 2018, 

continuing progress towards developing a UAS Traffic 

Management (UTM) concept and transforming civil 

aircraft operations. 

Between March and May 2018, NASA completed 

Technology Capability Level (TCL) 3 flight tests at 

six Federal Aviation Administration (FAA) UAS test 

sites around the country (Nevada, Alaska, North 

Dakota, New York, Virginia, and Texas). The testing 

investigated several aspects of UTM system operation and UAS technologies, including communication 

and navigation in degraded environments, sensing 

and avoiding aircraft, data exchange for nominal and 

off-nominal conditions, and a concept of operations 

for contingencies and priority operations, such as 

public safety. Selective, focused test flights of vehicle 

technologies that are needed for TCL-3 performance 

in sensing and avoiding and in communication and 

navigation were performed and documented. 

The UTM ground automation system was further 

developed to the TCL 3 level by addition of capabilities and services that enable a federated network of 

industry-provided UAS Service Supplier systems. The 

Flight Information System was also enhanced and 

the technology was transferred to the FAA for further 

testing and evaluation. NASA has provided its results 

to date online.

AR-18-9: Deliver the third Unmanned 

Aircraft System Traffic Management 

(UTM) Technology Capability Level (TCL) 

demonstration to enable beyond visual 

line-of-sight operations in suburban 

settings in a live, virtual constructive 

environment

Planned Annual Performance Indicators

AR-19-9: Demonstrate the fourth Unmanned Aircraft System 

(UAS) Traffic Management (UTM) Technology Capability 

Level (TCL) to enable management of beyond visual line of 

sight UAS operations in a populated urban setting in a live 

virtual constructive environment.

No API in FY 2020

2013 2014 2015 2016 2017 2018

No APIs before FY 2016 Green Green Green

Aeronautics Research Mission Directorate encompasses multiple research programs that develop 

advanced technologies to reduce aviation’s environmental impact and to transform how the world 

flies, including the Advanced Air Vehicles Program, 

the Airspace Operations and Safety Program, the 

Integrated Aviation Systems Program, and the 

Transformative Aeronautics Concepts Program.
Part 2—Strategic Goal 3 

NASA’s FY 2020 Volume of Integrated Performance 83

Develop

AR-18-10: Complete the data collection, 

analysis, and reporting for the Detect 

and Avoid (DAA) well clear / alerting 

requirements, foundational terminal 

operations, human-in-the-loop (HITL) 

simulation; and complete the initial test 

asset for the Command and Control (C2) 

version six (V6) terrestrial communication 

system test

Planned Annual Performance Indicators

AR-19-10: Complete the data collection, analysis, and reporting for the Detect and Avoid (DAA) flight test five (FT5) and 

for the Command and Control (C2) version six (v6) terrestrial 

communication system flight test.

No API in FY 2020

2013 2014 2015 2016 2017 2018

No APIs before FY 2018 Green

AR-20-10 [Begins in FY 2020]

Planned Annual Performance Indicators

No APIs until FY 2020

AR-20-10: Develop, conduct, and validate through simulation 

increasingly autonomous and automated technologies to 

support transformation of civil aircraft operations and air traffic 

management and address critical barriers to enabling on-demand urban air mobility operations in low-altitude airspace.

Above: NASA’s Ikhana aircraft, based at Armstrong Flight 

Research Center in Edwards, California, takes off on June 

12, 2018, for the Agency’s first large-scale, remotely-piloted 

aircraft flight in the national airspace without a safety chase 

aircraft. The successful flight moved the United States closer to 

normalizing unmanned aircraft operations in the airspace used 

by commercial and private pilots. Flying these large remotely-piloted aircraft over the United States opens the doors to 

all types of services, from monitoring and fighting forest fires, 

to providing new emergency search and rescue operations. 

Image credit: NASA/Ken Ulbrich
Part 2—Strategic Goal 3

NASA’s FY 2020 Volume of Integrated Performance 83

Develop

Lead Offices

Missions Support Directorate (MSD) and 

Office of Communications (OCOM) 

Goal Leader

Bettina Inclãn, Associate Administrator, 

OCOM

Strategic Objective 3.3: Inspire and engage the

public in aeronautics, space, and science.

NASA is inspiring, engaging, educating, and employing the next generation of explorers through NASA-unique science, technology, engineering 

and mathematics (STEM) learning opportunities 

2018 Strategic Review Summary of 

Progress 

The Mission Support Directorate enables the Agency’s missions by 

managing institutional services and capabilities. MSD is actively reducing institutional risk to NASA’s current and future missions by improving processes, stimulating efficiency, and providing consistency and 

uniformity across institutional standards and practices. The Office of 

Communications develops and implements outreach strategies to 

communicate NASA’s activities to a wide audience. OCOM ensures that 

NASA uses consistent messaging across the Agency and that communications activities are consistent with the priorities identified in the NASA 

2018 Strategic Plan. Efforts that supported the assessment included:

■ OCOM was on track to realign the communication campaigns to 

reflect NASA’s current policy direction. 

Above: Students run the robot they designed and built through an obstacle course at the NASA Community College Aerospace Scholars 

Program (NCAS) Robotics competition in June 2018. Image credit: NASA

FY $M

Actual 2018 108.

Enacted 2019 118.

Requested 2020 8.

Outyear

2021 8.

2022 8.

2023 8.

2024 8.

Budget 
Part 2—Strategic Goal 3

NASA’s FY 2020 Volume of Integrated Performance 84

Develop

■ NASA’s Office of Diversity and Equal 

Opportunity (ODEO) continued to conduct more 

than the required number of compliance reviews 

of grantee institutions annually.

■ Significant progress had been made to define 

and establish the Agency’s STEM engagement 

function, guiding policies, and governance model 

for operations.

Performance Measures for 

Strategic Objective 3.

The following pages provide the performance goals 

and annual performance indicators supporting 

Strategic Objective 3.3. They include the final performance results for FY 2018, the FY 2019 Performance 

Plan Update, which NASA considers final for FY 2019, 

and the initial FY 2020 Performance Plan. Below are 

charts summarizing the FY 2018 performance ratings 

for the performance goals and annual performance 

indicators supporting Strategic Objective 3.3.

The FY 2020 Budget proposes the termination of 

NASA’s traditional education portfolio of domestic 

assistance awards (grants and cooperative agreements) that are fully funded in the year of the award 

or annually funded with a performance period of 

three to five years. Therefore, the Office of STEM 

[science, technology, engineering, and mathematics] 

Engagement performance areas presented in the 

following pages do not include a performance plan for 

FY 2020.

As NASA conducts its 2019 Strategic Review, to be 

completed in spring 2019, it will conduct a retrospective and prospective analyses to determine if the programs supporting this strategic objective are healthy 

and can address potential or realized risks. Part of the 

retrospective analyses will take into consideration the 

FY 2018 performance results found on the following 

pages. Looking forward, NASA will assess whether 

it is on track to achieve the FY 2019 annual performance indicators. The results of this early assessment 

will inform planning for the FY 2021 Performance 

Plan, which will begin in spring 2019.

Summary of Strategic Objective 3.3: Inspire and engage the public in aeronautics, 

space, and science. 

5

10

Performance Goal 

Span two to five years, and measure the performance of investments towards strategic objectives and 

strategic goals. The total number of performance goals is reflected in each rating box and there is no 

one-to-one correlation to annual performance indicator ratings. 

Annual Performance Indicator 

Describe the smaller, achievable measurements that serve as NASA’s basic unit of performance. 

They show progress achieved during the budget year, and NASA uses them to assess progress 

made towards achieving the performance goals and the strategic objectives. The total number of 

annual performance indicators is reflected in each rating box and there is no one-to-one correlation to performance goal ratings. 
Part 2—Strategic Goal 3

NASA’s FY 2020 Volume of Integrated Performance 85

Develop

Performance Goal 3.3.1: Enhance reach and effectiveness of program

and projects that engage the public

Planned Performance Goal for FY 2019-2020

No PGs after FY 2018

During FY 2018, NASA launched its official presence 

on Reddit, allowing their large and diverse audience to 

directly engage NASA subject matter experts. NASA 

also distributed regularly scheduled video series 

through the Facebook Watch feature.

NASA partnered with American Girl on the 2018 Girl 

of the Year, Luciana Vega, an ambitious 11-year-old 

girl who aspires to be an astronaut and the first girl 

to put footprints on Mars. The partnership resulted 

in a three-book series and NASA-inspired products, 

including an extravehicular activity spacesuit, space 

habitat, robotics workbench, and other features. NASA 

also continued its collaboration with LEGO, including 

merchandise approvals for the following LEGO sets: 

NASA Apollo Saturn V and Women of NASA.

AMO-18-14: Add at least one new 

communications technology, platform, 

or tool to facilitate and improve crossAgency communications collaboration 

and to reach increasingly broad and 

diverse audiences

Planned Annual Performance Indicators

AMO-19-1: Add at least one new communications technology, 

platform, tool, or method to make more effective operations 

and use of resources in alignment with the communications 

priorities.

AMO-20-1: Add at least one new communications technology, 

platform, tool, or method to make more effective operations 

and use of resources in alignment with the communications 

priorities.

AMO-18-15: Increase cross-Agency 

participation in a program of metrics 

by which to assess the reach and 

effectiveness, and articulate the value, of 

activities in the Agency’s communications 

portfolio

Planned Annual Performance Indicators

AMO-19-2: Add at least one new communications technology, 

platform, tool or method to achieve more systematic measurement and evaluation of reach, outcomes, and value of 

agency communications investments.

AMO-20-2: Add at least one new communications technology, 

platform, tool or method to achieve more systematic measurement and evaluation of reach, outcomes, and value of 

Agency communications investments.

2013 2014 2015 2016 2017 2018

Green Green Yellow Green Green Green

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

The Office of Communications develops and 

implements outreach strategies to communicate 

NASA’s activities to a wide audience. OCOM 

ensures that NASA uses consistent messaging 

across the Agency and that communications activities are consistent with the priorities identified in the 

NASA 2018 Strategic Plan.

The Office of Communications (OCOM) conducted 

an analysis of stories on NASA’s Snapchat and 

Instagram accounts and determined that each story 

should be less than 10 slides in length. By slightly 

tweaking how much content is added to Instagram, 

Snapchat, or Facebook stories on any given day, 

the social media team has decreased user drop-off 

as more followers are watching the entire story. For 

example, a four-slide story posted during the Mars 

Close Approach on July 30, 2018, had a 62 percent 

completion rate, as compared with previously published 10-slide stories that garner anywhere between 

a 40 percent and 50 percent completion rate.
Part 2—Strategic Goal 3

NASA’s FY 2020 Volume of Integrated Performance 86

Develop

AMO 18-16: Maintain, grow, and promote 

a toolkit (clearinghouse) of NASA 

communications products to share with 

NASA’s communications professionals 

and employees to help ensure that 

consistent and current content is utilized 

in communicating the Agency’s results to 

the public

Planned Annual Performance Indicators

AMO-19-3: Add at least one new communications technology, 

platform, tool or method to help prepare NASA employees to 

engage in telling the NASA story.

AMO-20-3: Add at least one new communications technology, 

platform, tool or method to help prepare NASA employees to 

engage in telling the NASA story.

2013 2014 2015 2016 2017 2018

No APIs before 2016 Green Green Green

AMO 18-17: Strengthen strategic 

communications planning by 

improving alignment of Agencywide communications activities with 

both Office of Communications and 

NASA strategic goals and objectives, 

including established processes of 

communications activities prioritization 

and campaign teams for execution

Planned Annual Performance Indicators

No APIs after FY 2018

2013 2014 2015 2016 2017 2018

No APIs before 2018 Green

SMD-19-1 [Begins in FY 2019]

Planned Annual Performance Indicators

SMD-19-1: Expand Science Mission Directorate unique assets to support learners in all 50 states.

SMD-20-29: Ensure every Science Activation agreement 

includes at least one NASA-funded subject matter expert 

and validate the process by which experts are identified and 

utilized.

Explore NASA

Aligning communications with 

the Strategic Plan

NASA’s Communications Coordinating Council unveiled 

six communications themes to align with the NASA 2018 

Strategic Plan and policy directive. For each theme, 

OCOM provides communications products for use 

throughout the Agency, including key messages and 

talking points, graphics and videos, and a website for 

theme-related NASA stories. Image credit: NASA

Explore NASA

Your home. 

Our mission.

Explore Humans 

in Space

Leading discovery, 

improving life on Earth.

Explore Flight

NASA’s with you when 

you fly.

Explore Moon 

to Mars

Moon lights the way.

Explore Solar 

System & Beyond

Discovering the secrets of 

the universe.

Explore Space Tech

Technology drives exploration.
Part 2—Strategic Goal 3

NASA’s FY 2020 Volume of Integrated Performance 87

Develop

Performance Goal 3.3.2: Promote equal opportunity compliance an

encourage best practices among NASA grant recipient institutions

Performance Goal Planned for FY 2019-2020

3.3.2: Promote equal opportunity compliance and encourage 

best practices among NASA grant recipient institutions.

AMO-18-4: Continue to conduct civil 

rights compliance assessments at a 

minimum of two STEM or STEM-related 

programs that receive NASA funding; and 

broaden the scope of civil rights technical 

assistance to NASA grantees through 

the MissionSTEM website, focused 

on grantee civil rights requirements 

and promising practices for grantee 

compliance and diversity and inclusion

Planned Annual Performance Indicators

AMO-19-4: Continue to conduct civil rights compliance 

assessments at a minimum of two STEM or STEM-related 

programs that receive NASA funding; and broaden the scope 

of civil rights technical assistance to NASA grantees through 

the MissionSTEM website, focused on grantee civil rights 

requirements and promising practices for grantee compliance 

and diversity and inclusion.

AMO-20-4: Conduct civil rights compliance assessments at 

a minimum of two NASA-funded STEM or STEM-related programs, and broaden the scope of civil rights technical assistance to NASA grantees through the MissionSTEM website, 

focusing on grantee civil rights requirements and promising 

practices for grantee compliance and diversity and inclusion.

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

The Office of Diversity and Equal Opportunity’s 

external civil rights compliance programs encompass policy, technical assistance, and compliance 

components, and have long been recognized 

as “best in class” by the Department of Justice’s 

Federal Coordination and Compliance Section, 

which has oversight over all grant-related civil rights 

law administration and enforcement.

NASA launched and began conducting equal opportunity reviews on three recipients of NASA financial 

assistance in FY 2018, including two university 

science, technology, engineering, and mathematics 

(STEM) programs and one science museum/center. In 

all, NASA has conducted over 70 compliance reviews 

since 2006 to better ensure equal opportunities and 

promote diversity and inclusion in both formal and 

informal STEM education.

The MissionSTEM website is the Agency’s centerpiece for technical assistance on diversity and equal 

opportunity for its grant recipient institutions and 

their participants. NASA has established a vigorous 

civil rights compliance review program for its grantee 

institutions and a robust technical assistance effort 

centered on its MissionSTEM website. These efforts 

are designed to better ensure equal opportunity in 

programs receiving NASA grants and cooperative or 

Space Act Agreement funding. Analytics show that 

the site had at least 4,200 new visitors every month in 

2018.

Equal Opportunity in Programs Receiving 

NASA Cooperative and Space Act 

Agreement Funds

ODEO ensures programs and activities have a broad 

impact on the larger STEM community.

750

$1 billion

science centers, museums, and 

research institutes

total awards
Part 2—Strategic Goal 3

NASA’s FY 2020 Volume of Integrated Performance 88

Develop

Performance Goal 3.3.3: Provide opportunities for students to engag

with NASA’s aeronautics, space, and science people, content, and 

facilities in support of a diverse future NASA and aerospace industry 

workforce

Moving forward, NASA will reassess annual performance indicators used for this goal, to better reflect 

agency-wide efforts to support a diverse aerospace 

workforce. NASA will also review its existing STEM 

efforts to ensure alignment with the Federal STEM 

strategic plan, Charting a Course for Success: 

America’s Strategy for STEM Education, which seeks 

to increase diversity, equity, and inclusion in STEM. 

The Office of STEM Engagement exceeded the 

national average of participation of STEM higher 

education students self-reporting as being of underrepresented race or ethnicity. NASA’s performance in 

diversity is examined across ethnicity, race, gender, 

and disability status of higher education students who 

received significant awards. In FY 2017,* OSTEM 

provided 7,409 higher education significant awards 

(e.g., internships, fellowships, scholarships, and other 

significant engagement opportunities such as engineering design challenges with greater than 160 hours 

of participation) to higher education students across 

all institutional categories and levels. 

*Note: NASA assesses annual performance using data reported 

for academic years. FY 2018 performance is based on work in the 

2016-2017 academic year.

2013 2014 2015 2016 2017 2018

White Green Green Green Green Green NASA continues to support the Administration’s 

STEM priorities by creating unique opportunities that: 

engage students in authentic learning experiences 

with NASA’s people, content, and facilities; build a 

diverse future workforce; and contribute to exploration 

missions. The FY 2020 budget proposes that STEM 

activities, such as internships and fellowships, will 

be fully-integrated into work across the Agency, and 

does not fund NASA’s traditional education portfolio of 

domestic assistance awards (e.g., grants and cooperative agreements). Activities will be coordinated by a 

small functional office at NASA Headquarters, funded 

out of Agency Management and Operations

Higher Education Significant Awards

Percentage That Meet or Exceed National Average

Category NASA 

Actual

National 

Average**

Racially or ethnically underrepresented student participants 30.7 24.5

Higher education interns and 

fellows identified as Hispanic 

or Latino

15.9 14.4

Racial categories traditionally underrepresented in 

STEM fields

17.6 9.6

Women 36.4 40.6

Persons with disabilities 2.12 10.5

** National averages were obtained from the U.S. Department of 

Education’s National Center for Education Statistics Integrated 

Postsecondary Education Database

Performance Goal Planned for FY 2019-2020

3.3.3: Provide opportunities for students to engage with 

NASA’s aeronautics, space, and science people, content, and 

facilities in support of a diverse future NASA and aerospace 

industry workforce.
Part 2—Strategic Goal 3

NASA’s FY 2020 Volume of Integrated Performance 89

Develop

STEM-18-1: Provide significant, direct 

student awards in higher education 

to (1) students across all institutional 

categories and levels (as defined by 

the U.S. Department of Education); (2) 

racially or ethnically underrepresented 

students, (3) women, and (4) persons with 

disabilities at percentages that meet or 

exceed the national percentages for these 

populations, as determined by the most 

recent, publicly available data from the 

U.S. Department of Education’s National 

Center for Education Statistics for a 

minimum of two of the four categories

2013 2014 2015 2016 2017 2018

White Green Green Green Green Green

Above: NASA’s summer 2018 Headquarters interns pose for a photo with NASA Administrator Jim Bridenstine. Image credit: NASA/Aubrey 

Gemignani

Planned Annual Performance Indicator

STEM-19-1: Provide significant, direct student awards in higher education to (1) students across all institutional categories 

and levels (as defined by the U.S. Department of Education), 

(2) racially or ethnically underrepresented students (Hispanics 

and Latinos, African Americans, American Indians, Alaska 

Native, Native Hawaiians and Pacific Islanders), (3) women, 

and (4) persons with disabilities, at percentages that meet or 

exceeded at the national percentages for the science and engineering graduates, as determined by the most recent, publicly available data from the U.S. Department of Education’s 

National Center for Education Statistics for a minimum of two 

of the four categories.

NASA is developing FY 2020 annual performance indicators 

to reflect Agency-wide STEM efforts.
Part 2—Strategic Goal 3

NASA’s FY 2020 Volume of Integrated Performance 90

Develop

Performance Goal 3.3.4: Enhance the effectiveness of educatio

investments using performance assessment and evaluation-driven 

processes

2013 2014 2015 2016 2017 2018

No PGs before FY 2018 Green

In FY 2018, NASA defined STEM engagement, guiding policies, and a governance model for operations. 

The new approach encompasses all of NASA’s efforts 

to attract, engage, and educate students, and support 

educators and institutions. NASA is using a rigorous 

approach to planning and implementing activities 

through the use of evidence-based effective practices 

for STEM education, performance measurement, and 

evaluation. 

Completed Action Items and Milestones

■ Established the STEM Engagement Council to 

provide strategic direction, planning, operational 

integration and oversight, assessment, and 

stakeholder management of NASA’s comprehensive set of STEM engagement functions and 

activities. 

■ Completed an assessment of infrastructure, 

tools, and systems.

■ Created a new performance measurement and 

assessment strategy, framework, and learning 

agenda.

■ Refined evaluation business processes.

■ Developed an Agency wide STEM engagement 

strategy.

STEM-18-2: Establish NASA’s 

science, technology, engineering, and 

mathematics (STEM) engagement 

function, guiding policies, and 

governance model for operations that will 

transform the Agency’s portfolio of STEM 

engagement opportunities

2013 2014 2015 2016 2017 2018

No APIs before FY 2018 Green

Performance Goal Planned for FY 2019-2020

FY 2019 - 3.3.4: Enhance the effectiveness of education 

investments using performance assessment and evaluation-driven processes. 

No PG in FY 2020

Planned Annual Performance Indicator

STEM-19-2: Design a comprehensive data management 

system aligned to performance assessment and evaluation 

strategy to collect, analyze, and report data for STEM engagement investments.

No API in FY 2020

NASA continues to support the Administration’s 

STEM priorities by creating unique opportunities that: 

engage students in authentic learning experiences 

with NASA’s people, content, and facilities; build a 

diverse future workforce; and contribute to exploration 

missions. The FY 2020 budget proposes that STEM 

activities, such as internships and fellowships, will 

be fully-integrated into work across the Agency, and 

does not fund NASA’s traditional education portfolio of 

domestic assistance awards (e.g., grants and cooperative agreements). Activities will be coordinated by a 

small functional office at NASA Headquarters, funded 

out of Agency Management and Operations.
Part 2—Strategic Goal 3

NASA’s FY 2020 Volume of Integrated Performance 91

Develop

STEM-18-3: Develop a comprehensive 

performance assessment and evaluation 

strategy, including business processes, 

measures, processes, and tools that will 

be used as the foundation for evidencebased decision making

2013 2014 2015 2016 2017 2018

No APIs before FY 2018 Green

STEM-18-4: Release solicitations for 

all NASA Office of Education-funded 

programs that are in alignment with the 

science, technology, engineering, and 

mathematics (STEM) engagement model 

and mission directorate priorities

2013 2014 2015 2016 2017 2018

No APIs before FY 2018 Green

Planned Annual Performance Indicator

STEM-19-3: Conduct a multiple case study focused on NASA 

STEM engagement higher education challenges, competitions, and internships to build knowledge about how these 

activities: a) contribute to NASA’s aeronautics, space, and 

science missions; b) align to evidence-based effective practices for STEM learning; and c) recruit and retain participants 

from groups historically underrepresented and/or underserved 

in STEM fields.

No API in FY 2020

Planned Annual Performance Indicator

STEM-19-4: Contribute to American technical capability by 

supporting the release of at least 1,300 paper presentations 

and peer-reviewed research publications through STEM 

engagement investments.

No API in FY 2020
Part 2—Strategic Goal 3

NASA’s FY 2020 Volume of Integrated Performance 92

Develop

Performance Goal 3.3.5: Provide opportunities for students to 

contribute to NASA’s aeronautics, space, and science missions and 

work in exploration and discovery

2013 2014 2015 2016 2017 2018

No PGs before FY 2018 Green

STEM-18-5: Contribute to American 

technical capability by supporting 

the release of at least 1,200 paper 

presentations and peer-reviewed research 

publications through National Space 

Grant College and Fellowship Program 

(Space Grant), Established Program 

to Stimulate Competitive Research 

(EPSCoR), and Minority University 

Research and Education Project (MUREP) 

investments

2013 2014 2015 2016 2017 2018

No APIs before FY 2018 Green

Moving forward, NASA will reassess annual performance indicators used for this goal, to better reflect 

agency-wide efforts to support a diverse aerospace 

workforce. NASA will also review its existing STEM 

efforts to ensure alignment with the Federal STEM 

strategic plan, Charting a Course for Success: 

America’s Strategy for STEM Education, which seeks 

to increase diversity, equity, and inclusion in STEM. 

In FY 2018, NASA provided funding support for three 

large networks. Space Grant is a network of colleges 

and universities that fund fellowships and scholarships. EPSCoR helps states and regions develop 

academic research capability and competitiveness. 

MUREP awards multiyear grants to assist minority 

institution faculty and students in NASA related 

research. 

The Agency assesses the contributions of learners to 

NASA’s missions by counting peer-reviewed publications and technical presentations that result from 

grants and awards to these institutions. In FY 2018, 

Space Grant, EPSCoR, and MUREP grantee and 

awardee institutions reported 1,797 peer-reviewed 

publications and technical paper presentations in 

FY 2017.* Fifty-two percent of the Space Grant and 

MUREP peer-reviewed publications were authored or 

coauthored by students.

The 2020 Budget proposes to terminate funding for 

the Office of STEM Engagement, including Space 

Grant, EPSCoR, and MUREP. The Budget continues 

to support other STEM-related activities, such as 

internships funded outside of OSTEM, in support of 

Performance Goal 3.3.5. 

*Note: NASA assesses annual performance using data reported 

for academic years. FY 2018 performance is based on work in the 

2016-2017 academic year.

Planned Annual Performance Indicator

STEM-19-3: Conduct a multiple case study focused on NASA 

STEM engagement higher education challenges, competitions, and internships to build knowledge about how these 

activities: a) contribute to NASA’s aeronautics, space, and 

science missions; b) align to evidence-based effective practices for STEM learning; and c) recruit and retain participants 

from groups historically underrepresented and/or underserved 

in STEM fields.

NASA is developing FY 2020 annual performance indicators 

to reflect Agency-wide in support of STEM efforts.

Performance Goal Planned for FY 2019-2020

3.3.5: Provide opportunities for students to contribute to 

NASA’s aeronautics, space, and science missions and work 

in exploration and discovery. 

NASA continues to support the Administration’s 

STEM priorities by creating unique opportunities that: 

engage students in authentic learning experiences 

with NASA’s people, content, and facilities; build a 

diverse future workforce; and contribute to exploration 

missions. The FY 2020 budget proposes that STEM 

activities, such as internships and fellowships, will 

be fully-integrated into work across the Agency, and 

does not fund NASA’s traditional education portfolio of 

domestic assistance awards (e.g., grants and cooperative agreements). Activities will be coordinated by a 

small functional office at NASA Headquarters, funded 

out of Agency Management and Operations.
Part 2—Strategic Goal 3

NASA’s FY 2020 Volume of Integrated Performance 93

Develop

STEM-19-4 [Begins in FY 2019]

Planned Annual Performance Indicator

STEM-19-4: Contribute to American technical capability by 

supporting the release of at least 1,300 paper presentations 

and peer-reviewed research publications through STEM 

engagement investments.

NASA is developing FY 2020 annual performance indicators 

to reflect Agency-wide in support of STEM efforts.
Strategic Goal 4

Optimize capabilities and operations

Enable

On May 3, 2018, a crane lifts the InSight mission, which is enclosed in the payload fairing shown here, onto an Atlas-V rocket 

at Space Launch Complex-3 at Vandenberg Air Force Base, California. The InSight mission was delivered by flatbed trailer to 

Vandenberg on April 23, and teams worked to mate the fairing to rocket for the May 5 mission launch. Image credit: NASA/Bill 

Ingalls
Part 2—Strategic Goal 4

NASA’s FY 2020 Volume of Integrated Performance 94

Enable

Lead Office

Mission Support Directorate (MSD)

Goal Leader

Daniel Tenney, Associate Administrator, 

MSD

Strategic Objective 4.1: Engage in partnership

strategies

NASA is supporting cooperative, reimbursable, and funded initiatives 

through domestic and international partnerships.

2018 Strategic Review Summary of 

Progress 

The Mission Support Directorate enables the Agency’s missions by 

managing institutional services and capabilities. MSD is actively reducing 

institutional risk to NASA’s current and future missions by improving processes, stimulating efficiency, and providing consistency and uniformity 

across institutional standards and practices. Efforts that supported the 

assessment included:

■ NASA identified methods to increase utilization of new and existing strategic sourcing initiatives for FY 2018 and beyond. NASA 

reduced the number of new contracts across the Agency.

■ The Office of International and Interagency Relations (OIIR)

supports mission directorate and center work related to NASA 

mission directorates and centers for international and interagency 

agreements for issues of interest to the Agency. OIIR is negotiating 

and concluding over 80 new international and interagency agreements each year.

Above: NASA astronauts Peggy Whitson and Jack Fischer move a payload on to the NanoRacks External Platform (NREP) to prepare them 

for deployment via an airlock in the Japanese Experiment Module on the International Space Station. NREP is a commercial platform that 

gives customers access to the extreme space environment. Image credit: NASA 

FY $M

Actual 2018 69.

Enacted 2019 84.

Requested 2020 86.

Outyear

2021 86.

2022 85.4

2023 84.

2024 84.

Budget 
Part 2—Strategic Goal 4

NASA’s FY 2020 Volume of Integrated Performance 95

Enable

■ NASA will continue to evaluate utilization and 

benefits of the best-in-class, strategic sourcing 

solution(s), Agency-level managed contracts 

(Tier 1), and increased competition through 

open market purchase for the best value for the 

Government.

Performance Measures for 

Strategic Objective 4.

The following pages provide the performance goals 

and annual performance indicators supporting 

Strategic Objective 4.1. They include the final performance results for FY 2018, the FY 2019 Performance 

Plan Update, which NASA considers final for FY 2019, 

and the initial FY 2020 Performance Plan. Below are 

charts summarizing the FY 2018 performance ratings 

for the performance goals and annual performance 

indicators supporting Strategic Objective 4.1.

As NASA conducts its 2019 Strategic Review, to be 

completed in spring 2019, it will conduct a retrospective and prospective analyses to determine if the programs supporting this strategic objective are healthy 

and can address potential or realized risks. Part of the 

retrospective analyses will take into consideration the 

FY 2018 performance results found on the following 

pages. Looking forward, NASA will assess whether 

it is on track to achieve the FY 2019 annual performance indicators. The results of this early assessment 

will inform planning for the FY 2021 Performance 

Plan, which will begin in spring 2019.

Summary of Strategic Objective 4.1: Engage in partnership strategie

3

6

Performance Goal 

Span two to five years, and measure the performance of investments towards strategic objectives and 

strategic goals. The total number of performance goals is reflected in each rating box and there is no 

one-to-one correlation to annual performance indicator ratings. 

Annual Performance Indicator 

Describe the smaller, achievable measurements that serve as NASA’s basic unit of performance. 

They show progress achieved during the budget year, and NASA uses them to assess progress 

made towards achieving the performance goals and the strategic objectives. The total number of 

annual performance indicators is reflected in each rating box and there is no one-to-one correlation to performance goal ratings. 
Part 2—Strategic Goal 4

NASA’s FY 2020 Volume of Integrated Performance 96

Enable

Performance Goal 4.1.1: Efficiently manage the coordination o

NASA’s domestic, interagency, and international partnership 

agreements to ensure that the partnerships continue to provide value 

to the Agency, including through the advancement of one or more 

Agency institutional or programmatic objectives

2013 2014 2015 2016 2017 2018

No PGs before 2018 Green

Planned Performance Goal for FY 2019-2020

No PGs after FY 2018

NASA’s Partnership Office and OIIR both met their 

targets for partnership agreements in FY 2018. 

NASA’s partnership offices negotiated and signed 661 

new partnership agreements with domestic, non-governmental entities. In an effort to continue engaging 

new and existing partners, NASA personnel from 

all centers conducted numerous outreach meetings 

and participated in external forums and conferences 

throughout the year to identify and engage with potential partners. A few of the most visible forums NASA 

participated in this year included the 34th Space 

Symposium held April 16-19 in Colorado Springs, 

Colorado; the Offshore Technology Conference, held 

April 30-May 3 in Houston, Texas; and the Small 

Satellite Conference held August 4-9 in Logan, Utah. 

Every year, Center Partnership Offices and the Space 

Technology Mission Directorate Regional Economic 

Development Program engage with leaders and 

clients of small business incubators, startup hubs, 

accelerators, and other economic development organizations. All these outreach activities, which occur 

in different regions of the country, initiate contact 

between NASA and future potential partners to identify 

strategic partnerships of mutual benefit to NASA, U.S. 

industry, academia, non-profits, and other government 

agencies.

Throughout the fiscal year, OIIR managed 775 active 

international agreements with 131 countries and 950 

interagency agreements with 50 agencies. In addition, 

OIIR serves as the principal Agency liaison with the 

National Security Council, the Office of Science and 

Technology Policy, the Department of State, and the 

Department of Defense. OIIR provides management 

oversight and staff support to NASA’s advisory committees, commissions, and panels, and manages the 

NASA Export Control Program and foreign travel.

NASA engages in partnerships with international, 

intergovernmental, academic, industrial, and entrepreneurial communities, recognizing them as 

important contributors of skill and creativity to NASA 

missions and for the propagation of its results. The 

Partnership Office, within MSD, provides Agencylevel strategic policy and procedural guidance for 

all domestic, unclassified partnerships matters. The 

Office of International and Interagency Relations 

(OIIR) provides executive leadership and coordination 

for NASA’s international activities and partnerships 

and for policy interactions between NASA and other 

U.S. Executive Branch offices and agencies. The 

Partnership Office and OIIR work closely together to 

ensure consistency regarding the Agency’s partnerships related activities.

OIIR conducted: 

85

28

New agreements 

Countries and international 

organizations 

83 Additional agreements in 

development 

AMO-18-11: Negotiate and conclude 

international and interagency agreements 

with foreign and domestic partners in 

support of NASA missions

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Annual Performance Indicators

No APIs after FY 2018
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Planned Annual Performance Indicators

No APIs after FY 2018

2013 2014 2015 2016 2017 2018

No APIs before FY 2018 Green

AMO-18-30: Negotiate and sign at least 

300 new partnership agreements with 

domestic, non-governmental parties.

Left: A technician inspects one of 

the two satellites for NASA’s Gravity 

Recovery and Climate Experiment 

Follow-On (GRACE-FO) mission at 

the Airbus Defence and Space manufacturing facility in Friedrichshafen, 

Germany. GRACE-FO is a partnership between NASA and the German 

Research Center for Geosciences. 

Image credit: Airbus DS GmbH-A.

Ruttloff
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Performance Goal 4.1.2: Achieve savings for the Agency throug

acquisition reforms

Planned Performance Goal for FY 2019-2020

FY 2019 - 4.1.2: Achieve savings for the Agency through 

acquisition reforms.

FY 2020 - TBD

Overall NASA has achieved savings for both the 

Agency and Federal strategic sourcing initiatives 

through increased contract efficiencies and reduced 

transaction cost in procurement. These initiatives and 

the cost savings/avoidance have generated efficiencies and savings across the Agency and are expected 

to continue and, in some cases, increase in coming 

years. 

The Office of Procurement has achieved cost savings/

avoidance for NASA by reducing the cost of getting 

the contract work done (i.e., transaction costs). Of 

the eight contract efficiencies initiatives NASA identified for FY 2018, six (or 75 percent) were effective, 

with a slight increase in the total dollars awarded of 

non-competed actions compared with FY 2017. The 

Office of Procurement is focusing on the following 

areas to achieve efficiencies and savings across the 

Agency: reduce contract lead times, use of less complex evaluation procedures when appropriate, reduce 

the number of task orders, consolidate software 

licenses, reduce the use of award fee contracts and 

reduce the number of incremental funding/de-obligation actions. Some significant examples are below:

■ Reducing and Managing High Risk Contract 

Actions. NASA continues to make significant 

progress in the reduction and the management 

of high-risk contract actions. 

» Cost-plus-award fee (CPAF) contracts pay 

a fee based on the contractor’s work performance, determined subjectively by a fee 

determination official. A cost-plus contract is 

often used when the work to be performed is 

such that it is neither feasible nor effective to 

devise predetermined objective incentive targets applicable to cost, schedule, and technical performance; and the likelihood of meeting 

acquisition objectives will be enhanced by 

using a contract that effectively motivates the 

contractor toward exceptional performance 

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green NASA’s Office of Procurement, part of MSD, 

explores and executes innovative, effective, and efficient acquisition business solutions to optimize capabilities and operations that enable NASA’s missions.

and provides the Government with the flexibility to evaluate both actual performance and 

the conditions under which it was achieved. 

For FY 2018, the dollar value of CPAF contracts remain consistent compared to FY 2017 

($6.8 billion in FY 2018 versus $6.8 billion in 

FY 2017).

» For FY 2018, the number of new delivery and 

task orders issued steadily decreased, with 

a decrease of about 6 percent compared to 

FY 2017 (2,891 in FY 2018 versus 2,986 in 

FY 2017).

■ NASA Shared Services Center (NSSC) Next 

Generation. The NSSC contract’s primary objective is to enable the NSSC to continue to provide 

over 50 business, technical, and administrative services to customers across the Agency, 

utilizing a shared services business model. The 

NSSC Transactional savings resulting from the 

consolidations achieved an approximate cost 

avoidance in FY 2018 of $6.55 million.

NASA also continues to make strides and achieve 

savings for the Agency through effective use of 

strategic sourcing strategies, both at the Federal and 

Agency level. Of the 10 strategic sourcing initiatives 

NASA identified for FY 2018, 10 (or 100 percent) 

achieved cost avoidance. Significant examples of 

efforts resulting in savings and usage of strategic 

sourcing efforts are summarized below:

■ Solutions for Enterprise-Wide Procurement 

(SEWP) V is a multi-award, government-wide 

acquisition contract that negotiates cost avoidance/savings through leveraged purchases, 

reduced fees for utilization (fee avoidance), and 

decreased price per unit compared to current 

higher market prices (cost avoidance). For 

FY 2018, the total SEWP V fee cost avoidance 

and the total negotiated cost avoidance/saving 

combined was approximately $6.7 million, an 
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AMO-18-10: Achieve savings in at least 

70 percent of identified procurement 

initiatives through increased contract 

efficiencies and reduced transaction 

costs in NASA procurements

Planned Annual Performance Indicators

AMO-19-9: Achieve savings in at least 70 percent of identified 

procurement initiatives through increased contract efficiencies 

and reduced transaction costs in NASA procurements.

TBD

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

amount that reflects an adjustment to account for 

the administrative cost of running the program. 

■ Enterprise License Management Team (ELMT) 

is an Agency-based, strategic sourcing effort to 

consolidate software license across the Agency. 

ELMT continues to identify and add additional 

software to its inventory. This increases NASA’s 

buying power by lowering the price per unit, 

resulting in increased savings. The ELMT program has achieved an estimated $64.9 million in 

savings (cost avoidance) in FY 2018.

■ Synergy Achieving Consolidated Operations 

and Maintenance (SACOM) contract consolidates base operations support for the Michoud 

Assembly Facility and the Stennis Space Center. 

The SACOM procurement achieved an estimated 

$27.3 million in cost avoidance in FY 2018 by 

providing business at a reduced cost, based on 

previous prices paid.

■ Continuation of NASA’s Infrastructure Technology 

(IT) Infrastructure Integration Program (I3P) 

Activities have achieved an estimated $15.49 

million in savings in FY 2018. These Agencybased strategic sourcing efforts represent negotiated cost avoidance/savings and fee avoidance. 

IT Infrastructure Integration Program 

Contracts FY 2018 Cost Avoidance

Millions of Dollars

I3P Contract Cost Avoidance

EAST2 $2.37

ACES $3.29

NICS $8.46

Networx $1.37

Total $15.49

Planned Annual Performance Indicators

AMO-19-10: Achieve savings in at least 70 percent of 

identified procurement initiatives through effective use of 

both Federal-level and Agency-level strategic sourcing 

approaches.

TBD

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

AMO-18-9: Achieve savings in at least 

70 percent of identified procurement 

initiatives through effective use of both 

Federal-level and Agency-level strategic 

sourcing approaches
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Performance Goal 4.1.3: Develop and implement the multiyear NAS

Small Business Strategic Plan, which will promote and increase small 

business programs and outreach through strategic collaborative 

efforts with internal and external partners and stakeholders

During FY 2018, The Office of Small Business 

Programs (OSBP) achieved results that were a first 

in NASA’s small business history by transforming 

NASA’s outreach to the small business community. 

Through fostered relationships with numerous internal and external stakeholders, OSBP hosted regional 

outreach events in partnership with local procurement 

technical assistance centers in nontraditional, geographically-targeted areas, where the Agency does 

not have a traditional footprint, to enhance all categories of small business. 

At the Midwest Aerospace Small Business Industry 

Day “The Future Is Now” event, held May 9, 2018, 

90 percent of the survey respondents stated that the 

event increased their level of knowledge about NASA 

and what NASA procures. More than 93 percent of the 

survey respondents said they would be agreeable with 

NASA following up to see what acquisition opportunities resulted from the event, enabling OSBP to have a 

more targeted and streamlined approach to outreach. 

Every year, the Small Business Administration’s 

Procurement Scorecard assesses how federal agencies perform on negotiated small business, socio-economic prime contracting and subcontracting goals. 

For the FY 2017 Procurement Scorecard, released 

in May 2018, the Small Business Administration 

awarded NASA an “A”. NASA exceeded its small 

business engagement goals in both prime and subcontracting awards for the first time since FY 2013, 

awarding approximately $2.8 billion directly to small 

businesses—about $100 million more than FY 2016 

prime awards.

AMO-18-32: Strengthen and promote 

small business awareness and 

participation by utilizing innovative 

techniques to benefit the Agency’s small 

business program, including through 

the consolidation of Agency-level small 

business activities in specific, predetermined geographical areas

Planned Annual Performance Indicators

AMO-19-11: Strengthen and promote small business awareness and participation by utilizing innovative techniques 

to benefit the Agency’s small business program, including 

through the consolidation of Agency-level small business 

activities in specific, pre-determined geographical areas.

TBD

Performance Goals Planned for FY 2019-2020

FY 2019 - 4.1.3: Develop and implement the multiyear NASA 

Small Business Strategic Plan, which will promote and 

increase small business programs and outreach through strategic collaborative efforts with internal and external partners 

and stakeholders.

FY 2020 - TBD

2013 2014 2015 2016 2017 2018

No PGs before FY 2018 Green

2013 2014 2015 2016 2017 2018

No APIs before FY 2018 Green

The Office of Small Business Programs (OSBP)

works to promote and integrate small businesses into 

the competitive base of contractors that pioneer the 

future of space exploration, scientific discovery, and 

aeronautics research.
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AMO-18-33: Implement a strategic training 

plan to promote the NASA Small Business 

Program

Planned Annual Performance Indicators

No APIs after FY 2018

2013 2014 2015 2016 2017 2018

No APIs before 2018 Green

AMO-19-12 [Begins in FY 2019]

Planned Annual Performance Indicators

AMO-19-12: Implement a set of pre-award procurement activities designed to increase opportunities for small businesses.

No APIs after 2019

Glenn Delgado, Associate Administrator for OSBP, provides 

insight to small businesses at the Reaching High Aerospace 

Matchmaker Event in Athens, Ohio, on July 17, 2018. Associate 

Administrator Delgado talked about the event on Spectrum, 

a show broadcast on Athens public radio station WOUB. The 

interview was aired in 58 counties in Ohio, West Virginia, 

Pennsylvania and eastern Kentucky. The full interview is available through WOUB Digital’s Spectrum site (NASA is Reaching 

Out to Promote and Increase Contracts with Small Businesses). 

Image credit: NASA
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Lead Office

Human Exploration and Operations 

Mission Directorate (HEOMD)

Goal Leader

Altonell Mumford, Deputy Associate 

Administrator, HEOMD

Strategic Objective 4.2: Enable space access and

services

NASA is supporting the communication, launch service, rocket propulsion 

testing, and strategic capabilities needs of NASA’s programs.

2018 Strategic Review Summary of 

Progress 

The Human Exploration and Operations Mission Directorate leads 

and manages NASA space operations related to human exploration in 

and beyond low Earth orbit. HEOMD oversees requirements development, policy, and programmatic oversight across its numerous programs. 

HEOMD’s activities include the International Space Station, commercial 

space transportation, low Earth orbit spaceflight operations, deep space 

exploration systems, launch services, and space communications. Efforts 

that supported the assessment included:

■ NASA and its Commercial Crew Program partners continued to 

work their transportation system production and certification activities and subsequent post certification missions.

■ NASA was on track in meeting a minimum of 90 percent overall 

availability of Space Environments Testing Management Office 

(SETMO) portfolio of assets, which are necessary to meet the longterm needs and requirements of the Agency.

Above: SpaceX’s Dragon spacecraft lifts off on a Falcon 9 rocket from Cape Canaveral Air Force Station in Florida on June 29, 2018, on its 

way to the International Space Station. Image credit: SpaceX

FY $M

Actual 2018 2,345.8

Enacted 2019 2,108.7

Requested 2020 1,828.6

Outyear

2021 1,854.1

2022 1,814.5

2023 1,746.2

2024 1,727.2

Budget 
Part 2—Strategic Goal 4

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■ On February 8, 2018, Space Communications 

and Navigation (SCaN) successfully transferred 

the Tracking and Data Relay Satellite (TDRS)-13 

to the Space Network Project for operations.

■ The Rocket Propulsion Test Program (RPT)

achieved a 99.1 percent facility availability, far 

exceeding its target of 90 percent facility readiness.

■ The Launch Support Program (LSP) completed 

the Falcon 9 Full Thrust Category-2 Certification 

in January 2018.

Performance Measures for 

Strategic Objective 4.

The following pages provide the performance goals 

and annual performance indicators supporting 

Strategic Objective 4.2. They include the final performance results for FY 2018, the FY 2019 Performance 

Plan Update, which NASA considers final for FY 2019, 

and the initial FY 2020 Performance Plan. Below are 

charts summarizing the FY 2018 performance ratings 

for the performance goals and annual performance 

indicators supporting Strategic Objective 4.2.

As NASA conducts its 2019 Strategic Review, to be 

completed in spring 2019, it will conduct a retrospective and prospective analyses to determine if the programs supporting this strategic objective are healthy 

and can address potential or realized risks. Part of the 

retrospective analyses will take into consideration the 

FY 2018 performance results found on the following 

pages. Looking forward, NASA will assess whether 

it is on track to achieve the FY 2019 annual performance indicators. The results of this early assessment 

will inform planning for the FY 2021 Performance 

Plan, which will begin in spring 2019.

Summary of Strategic Objective 4.2: Enable space access and service

7 1

8 1

Performance Goal 

Span two to five years, and measure the performance of investments towards strategic objectives and 

strategic goals. The total number of performance goals is reflected in each rating box and there is no 

one-to-one correlation to annual performance indicator ratings. 

Annual Performance Indicator 

Describe the smaller, achievable measurements that serve as NASA’s basic unit of performance. 

They show progress achieved during the budget year, and NASA uses them to assess progress 

made towards achieving the performance goals and the strategic objectives. The total number of 

annual performance indicators is reflected in each rating box and there is no one-to-one correlation to performance goal ratings. 
Part 2—Strategic Goal 4

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Performance Goal 4.2.1: Provide cargo transportation to support onorbit crew members and utilizati

Planned Performance Goal for FY 2019-2020

4.2.1: Provide cargo transportation to support on-orbit crew 

members and utilization.

ISS-18-7: Complete at least three flights, 

delivering research and logistics 

hardware to the International Space 

Station (ISS), by U.S.-developed cargo 

delivery systems

Planned Annual Performance Indicators

ISS-19-9: Complete at least three flights, delivering research 

and logistics hardware to the International Space Station 

(ISS), by U.S.-developed cargo delivery systems.

ISS-20-13: Complete at least three flights, delivering research 

and logistics hardware to the International Space Station 

(ISS), by U.S.-developed cargo delivery systems.

2013 2014 2015 2016 2017 2018

Green Green Yellow Green Green Green

2013 2014 2015 2016 2017 2018

Green Green Yellow Green Green Green

The International Space Station is a unique scientific 

platform in low Earth orbit that enables research in a 

microgravity environment. Several research facilities 

are on the ISS to support science investigations in 

biology, biotechnology, human physiology, material science, physical sciences, and technology development. 

The ISS program is part of HEOMD.

U.S. commercial providers exceeded the target 

of three commercial cargo launches for this performance goal to be rated green. There were five 

commercial cargo launches by U.S. providers in 

FY 2018, delivering research and logistics hardware 

to the International Space Station. Two deliveries, 

in November 2017 and May 2018, were provided by 

Orbital ATK.1 Three deliveries, in December 2017, 

April 2018, and July 2018, were provided by Space 

Explorations Technologies Corporation (SpaceX).

1In June 2018, Orbital ATK became Northrop Grumman Innovation 

Systems.
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Performance Goal 4.2.2: Facilitate the development of and certif

U.S. industry-based crew transportation systems while maintaining 

competition, returning International Space Station (ISS) crew 

transportation to the United States. (Agency Priority Goal)

Planned Performance Goals

2019 - 4.2.2: Facilitate the development of and certify U.S. 

industry-based crew transportation systems while maintaining 

competition, returning International Space Station (ISS) crew 

transportation to the United States. (Agency Priority Goal)

2020 - 4.2.2: Facilitate the development, certification, and 

operation of U.S. industry-based crew transportation systems 

while maintaining competition. Return crew transportation 

to and from the International Space Station (ISS) and other 

space destinations to the United States.

CS-18-1: Continue monitoring partner 

milestone progress toward identifying 

and closing certification products, in 

alignment with negotiated contract 

milestones, including the completion 

by the Boeing Company of its planned 

Service Module hot fire, launch abort test.

Planned Annual Performance Indicators

CS-19-1: Continue monitoring partner milestone progress 

toward identifying and closing certification products, in 

alignment with negotiated contract milestones, including the 

completion by at least one of NASA’s industry partners of its 

Certification Review.

CS-20-1: Continue monitoring partner progress toward negotiated contract milestones, to include at least one industry partner having a certified crew transportation system and making 

demonstrable progress toward its post-certification missions.

2013 2014 2015 2016 2017 2018

No PG Green Green Green Yellow Yellow

2013 2014 2015 2016 2017 2018

No PG Green Green Green Yellow Yellow

The Commercial Crew Program, part of HEOMD, 

is working with the American aerospace industry as 

companies develop and operate a new generation of 

spacecraft and launch systems capable of carrying 

crews to low Earth orbit and the ISS. 

The Commercial Crew Program and its industry 

partners, the Boeing Company (Boeing) and SpaceX, 

continue to make measurable technical and programmatic progress toward the certification of commercial crew transportation systems. However, in late 

June 2018, Boeing experienced an anomaly while 

conducting a hot fire test of its test service module’s 

abort engines. As a result of the anomaly, Boeing was 

unable to complete the pad abort test during the fiscal 

year.

During the static pad abort test, conducted at NASA’s 

White Sands Test Facility, Boeing tested engines that 

would propel the service module away from its launch 

vehicle if an emergency is detected on the pad or 

during ascent. The test is an important step in certifying the spacecraft for flight. Boeing is analyzing the 

test data to identify the root causes, and will provide 

NASA an updated schedule for this milestone.

SpaceX completed its milestones, including completion of the qualification testing program of its Merlin 

1D engine for use in the Falcon 9 rocket, which will 

carry the SpaceX crew module.
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Enable

Above: The upper and lower domes of the Boeing CST-100 

Starliner Spacecraft 2 Crew Flight Test Vehicle were mated June 

19, 2018, inside the Commercial Crew and Cargo Processing 

Facility (C3PF) at Kennedy Space Center in Florida. The Starliner 

will launch astronauts on a United Launch Alliance Atlas V rocket 

to the International Space Station enabled by NASA’s Commercial 

Crew Program. Image credit: Boeing 

Above: The SpaceX Crew Dragon spacecraft that will be used 

for the company’s uncrewed flight test, known as Demonstration 

Mission 1, arrived at Cape Canaveral Air Force Station in Florida 

on Tuesday, July 10, 2018. The spacecraft recently underwent 

thermal vacuum and acoustic testing at NASA’s Plum Brook Station 

in Ohio. The Demonstration Mission 1 flight test is part of NASA’s 

Commercial Crew Transportation Capability contract with the goal 

of returning human spaceflight launch capabilities to the United 

States. Image credit: SpaceX
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Performance Goal 4.2.3: Invest financial and technical resources t

stimulate efforts within the private sector to develop and demonstrate 

safe, reliable, and cost-effective space capabilities.

CS-18-2: Continue monitoring partner 

milestone progress based on agreement 

content, including the first microgravity 

test of Final Frontier Design’s 

commercially developed pressurized 

intravehicular activity (IVA) spacesuit in a 

microgravity environment

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Performance Goal

2019 - 4.2.3: Invest financial and technical resources to stimulate efforts within the private sector to develop and demonstrate safe, reliable, and cost-effective space capabilities.

No PG in FY 2020

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Annual Performance Indicators

CS-19-2: Continue monitoring partner milestone progress 

based on agreement content, including the launch of Orbital 

ATK’s first Mission Extension Vehicle (MEV).

No APIs after 2019

NASA is working with the American aerospace industry to develop commercial spaceflight capabilities 

for low Earth orbit and beyond. In FY 2018, NASA’s 

industry partners completed planned milestones for 

designing and developing space transportation capabilities. 

In December 2017, Final Frontier Design completed 

microgravity tests of their intravehicular activity (IVA) 

spacesuit aboard a Boeing 727. The successful tests, 

which were conducted through a grant from NASA’s 

Flight Opportunities Program, were an important milestone in qualifying the IVA spacesuit for use.

Blue Origin made progress in building its Orbital 

Launch Site at Kennedy Space Center’s multi-user 

spaceport. At the end of FY 2018, the launch vehicle 

manufacturing and operations building was nearly 

complete and work was progressing to build new 

launch infrastructure at the two historic Launch Center 

(LC)-36 pads. Blue Origin will eventually use LC-36 to 

launch its New Glenn rocket.

In March 2018, Orbital ATK subsidiary SpaceLogistics 

announced that it is developing a second-generation 

Mission Extension Vehicle (MEV), capable of docking 

with a satellite and managing that satellite’s guidance, 

navigation, and control. The MEV would be able to 

extend the life of a satellite for up to five years, as well 

as help relocate the satellite to a graveyard orbit at the 

end of operations. SpaceLogistics is developing the 

MEV in partnership with NASA’s Science Technology 

Mission Directorate. 

The Commercial Crew Program, part of HEOMD, 

is working with the American aerospace industry as 

companies develop and operate a new generation of 

spacecraft and launch systems capable of carrying 

crews to low Earth orbit and the ISS. 
Part 2—Strategic Goal 4

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Performance Goal 4.2.4: Review the current state of the NASA tes

capabilities, known test requirements, and test requests, and ensure 

their availability to meet the Nation’s needs

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Performance Goal for FY 2019-2020

4.2.4: Review the current state of the NASA test capabilities, 

known test requirements, and test requests, and ensure their 

availability to meet the Nation’s needs.

SFS-18-2: Sustain 90 percent availability 

of test facilities to support NASA 

and other customers’ planned test 

requirements

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Annual Performance Indicators

SFS-19-2: Sustain 90 percent availability of test facilities to support NASA and other customers’ planned test 

requirements.

SFS-20-2: Sustain 90 percent availability of test facilities to support NASA and other customers’ planned test 

requirements.

The RPT Program continually monitors the state of 

NASA’s test capabilities, known test requirements, 

and test requests. NASA uses weekly Rocket 

Propulsion Test Management Board teleconferences 

and semi-annual Program Manager Reviews to monitor the condition and operational state of all facilities 

and to work solutions as needed. The board tracks 

current test activities, requirements for upcoming 

tests, and requests for future testing. 

During FY 2018, RPT centers performed 1,056 tests, 

with 12,762 seconds of hot-fire testing and 1,173,600 

seconds of thermal vacuum testing, for a total of 

1,186,365 seconds of time spent in testing. During the 

same period, there were seven facility-caused delays 

at RPT facilities. As a result, the RPT program a facility readiness rating of 99.3 percent facility readiness 

rating, which exceeded the RPT program’s 90 percent 

target for the fiscal year.

NASA’s Rocket Propulsion Test (RPT) Program, 

part of HEOMD, is responsible for managing and 

sustaining the Agency’s facilities for ground testing 

rocket engines. It works both to advance new test 

technologies and to reduce propulsion test costs. The 

RPT program is also NASA’s representative on the 

National Rocket Propulsion Test Alliance, represents 

NASA on the National Rocket. The alliance works with 

other Federal Government agencies to shape national 

rocket propulsion test capabilities.

Right: Technicians ready a developmental 

RS-25 engine number 0525 for installation 

on the A-1 test stand at Stennis Space 

Center on July 23 in preparation for a series 

of hot-fire tests. Once unloaded from the 

delivery platform, the engine will be lifted by 

crane into its test position. NASA conducted 

the series of hot-fire tests in mid-August. 

Image credit: NASA
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Enable

Performance Goal 4.2.5: Complete Launch Services Program (LSP) 

objectives for all NASA-managed expendable launches

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Performance Goal for FY 2019-2020

4.2.5: Complete Launch Services Program (LSP) objectives 

for all NASA-managed expendable launches.

SFS-18-3: Sustain a 100 percent success 

rate with the successful launch of 

NASA-managed expendable launches as 

identified each fiscal year on the Launch 

Services Flight Planning Board manifest

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Annual Performance Indicators

SFS-19-3: Sustain a 100 percent success rate with the 

successful launch of NASA-managed expendable launches 

as identified each fiscal year on the Launch Services Flight 

Planning Board manifest.

SFS-20-3: Sustain a 100 percent success rate with the 

successful launch of NASA-managed expendable launches 

as identified each fiscal year on the Launch Services Flight 

Planning Board Manifest.

SFS-18-4: Complete acquisitions on time 

for NASA-managed expendable launches

2013 2014 2015 2016 2017 2018

No API Green Green Green Green Green

Planned Annual Performance Indicators

SFS-19-4: Complete acquisitions on time for NASA-managed 

expendable launches.

SFS-20-4: Complete acquisitions on time for NASA-managed 

expendable launches.

NASA’s Launch Services Program (LSP) is responsible for the acquisition and management of commercial, expendable launch vehicle missions for NASA 

and NASA-sponsored payloads. LSP oversees all 

aspects of launch services, including launch vehicle 

engineering and manufacturing, launch operations 

and countdown management, and quality and mission 

assurance.

LSP sustained a 100 percent success rate for 

FY 2018, with the successful launch of seven missions aboard seven different launch vehicle configurations supporting missions from both the east coast 

and west coast launch bases. LSP also successfully 

completed all acquisitions scheduled for award in 

FY 2018. Each acquisition was awarded on-time, 

and met customer requirements. In October 2017, 

launch service task orders were awarded for both the 

Sentinel-6A and Landsat 9 missions. Launch services 

task order acquisitions are in work for the GOES-T, 

Imaging X-ray Polarimetry Explorer (IXPE), Lucy, and 

the Double Asteroid Redirection Test (DART) missions.

FY 2018 Launches

■ November 18, 2017 - Joint Polar Satellite System 

(JPSS)-1

■ March 1, 2018 - Geostationary Operational 

Environmental Satellite (GOES)-S

■ May 22, 2018 - Gravity Recovery and Climate 

Experiment Follow-on (GRACE-FO)

■ April 18, 2018 - Transiting Exoplanet Survey 

Satellite (TESS)

■ May 5, 2018 - Interior Exploration using Seismic 

Investigations, Geodesy and Heat Transport 

(InSight)

■ August 12, 2018 - Parker Solar Probe (PSP)

■ September 15, 2018 - Ice, Cloud, and land 

Elevation Satellite (ICESat)-2
Part 2—Strategic Goal 4

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Performance Goal 4.2.6: Maintain a minimum of 95 percent delivery of 

the Space Communications network services that support NASA and 

other customers’ mission success

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Performance Goal for FY 2019-2020

4.2.6: Maintain a minimum of 95 percent delivery of the 

Space Communications network services that support NASA 

and other customers’ mission success.

SFS-18-5: Demonstrate Initial Operating 

Capability of the Tracking and Data Relay 

Satellite (TDRS)-M spacecraft.

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Annual Performance Indicators

SFS-19-5: Maintain a minimum of 95 percent delivery of the 

Space Communications network services that support NASA 

and other customers’ mission success.

SFS-20-5: Maintain a minimum of 95 percent delivery of the 

Space Communications network services that support NASA 

and other customers’ mission success.

The Space Communications and Navigation 

(SCaN) program, part of the HEOMD, is responsible for the NASA-wide operation, management, and 

development of all NASA space communications and 

navigation capabilities and enabling technologies. 

The SCaN program manages and directs the groundbased facilities and services of three networks, 

including the Near Earth Network, Space Network, 

and Deep Space Network, which span the globe and 

support over 70 missions.

During FY 2018, SCaN exceeded its annual performance target of 99 percent delivery of space communications to NASA and other customers. The Space 

Network maintained near-continuous communications 

(more than 99.9 percent) for the International Space 

Station, Hubble Space Telescope, and other satellites 

below geosynchronous orbit.

On January 31, 2018, NASA completed the Initial 

Operational Capability milestone to transition the 

Tracking and Data Relay Satellite (TDRS)-M (since 

renamed TDRS-13) into operation as part of the 

Space Network. TDRS-13 has been in operation since 

February 2019. It transmits data to and from ground 

stations on Earth for NASA space missions and 

expendable rockets.

Above: The White Sands Ground Terminal in Las Cruces, New 

Mexico, comprises several antennas that provide communications to spacecraft as part of NASA’s Space Network. Image 

credit: NASA/Amber Jacobson
Part 2—Strategic Goal 4

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Performance Goal 4.2.7: Replace the aging Deep Space Network (DSN) 

infrastructure

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Performance Goal for FY 2019-2020

4.2.7: Replace the aging Deep Space Network (DSN) 

infrastructure.

SFS-18-6: Continue the Deep Space 

Network Aperture Enhancement Project 

(DAEP) at the Madrid Deep Space 

Communications Complex (MDSCC) by 

completing the pedestal construction of 

both Deep Space Station (DSS)-56 and 

DSS-53 by the end of FY 2018.

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Annual Performance Indicators

SFS-19-6: Continue the Deep Space Network Aperture 

Enhancement Project (DAEP) at the Madrid Deep Space 

Communications Complex (MDSCC) by completing the 

construction milestones to lift the antenna reflector for Deep 

Space Station (DSS)-56 and to deliver the 20-kilowatt transmitter for DSS-53 by the end of FY 2019.

SFS-20-6: Continue the Deep Space Network Aperture 

Enhancement Project (DAEP) at the Madrid Deep Space 

Communications Complex (MDSCC) by completing subsystem acceptance testing for Deep Space Station (DSS)-53 by 

the end of FY 2020.

The Space Communications and Navigation 

(SCaN) program, part of the HEOMD, is responsible for the NASA-wide operation, management, and 

development of all NASA space communications and 

navigation capabilities and enabling technologies. 

The SCaN program manages and directs the groundbased facilities and services of three networks, 

including the Near Earth Network, Space Network, 

and Deep Space Network, which span the globe and 

support over 70 missions.

In FY 2018, SCaN continued construction of its two 

new antennas, Deep Space Station (DSS)-53 and 

DSS-56 at the Madrid Deep Space Communications 

Complex in FY 2018. SCaN completed construction 

on the dishes’ pedestals, which support the 34-meter 

antenna structures and house the electronic and radio 

frequency equipment critical to their operation. The 

antenna structures are being erected on top of the 

pedestals, and the electronics work is on schedule.

The Madrid Deep Space Communications Complex, 

located in Spain, is part of NASA’s Deep Space 

Network and provides communications to and from 

interplanetary spacecraft.
Part 2—Strategic Goal 4

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Performance Goal 4.2.8: Ensure the strategic availability an

maintenance of facilities that are necessary to meet the long-term 

needs and requirements of the Agency

2013 2014 2015 2016 2017 2018

No PG Green Green Green Green Green

Planned Performance Goal for FY 2019-2020

4.2.8: Ensure the strategic availability and maintenance of 

facilities that are necessary to meet the long-term needs and 

requirements of the Agency.

SC-18-1: Achieve a minimum of 90 

percent overall availability of Space 

Environment Testing Management Office 

(SETMO) portfolio of assets, which are 

necessary to meet the long-term needs 

and requirements of the Agency

2013 2014 2015 2016 2017 2018

No API Green Green Green Green Green

Planned Annual Performance Indicators

SC-19-1: Achieve a minimum of 90 percent overall availability 

of Space Environment Testing Management Office (SETMO) 

portfolio of assets, which are necessary to meet the long-term 

needs and requirements of the Agency.

SC-20-1: Achieve a minimum of 90 percent overall availability 

of Space Environment Testing Management Office (SETMO) 

portfolio of assets, which are necessary to meet the long-term 

needs and requirements of the Agency.

The Strategic Environments Testing Management 

Office (SETMO), part of the Office of Strategic 

Infrastructure, maintains the skilled workforce and 

performs essential preventive maintenance to ensure 

that NASA’s key capabilities and critical assets will 

continue to be available in the future to support the 

missions that require them. Core capabilities supported within SETMO include thermal vacuum chambers, simulators, and the Arc Jet Complex at Ames 

Research Center.

Overall availability of the SETMO portfolio of capability 

components was 97.2 percent in FY 2018, exceeding the target performance of 90 percent availability. 

Availability did not reach 100 percent due to two 

events. Ames Research Center Arc Jet Complex had 

a fire in one of its power transformers. After completing repairs, the Arc Jet Complex, which provides the 

facilities to test thermal protection system concepts 

and materials, anticipates resuming operation after 

January 1, 2019. At the Ames Research Center’s 

Vertical Motion Simulator, a flight simulation complex, 

an operational amplifier on a circuit board failed. 

While both events reduced overall availability, neither delayed nor had major impacts on critical project 

milestones.
Part 2—Strategic Goal 4

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Lead Office

Technical Authorities: Office of the Chief 

Engineer (OCE), Office of the Chief 

Health and Medical Officer (OCHMO), 

and Office of Safety and Mission 

Assurance (OSMA)

Goal Leader

Harold Bell, Deputy Chief, OSMA

Strategic Objective 4.3: Assure safety and mission

success

NASA is assuring effective management of NASA programs and operations to complete the mission safely and successfully. 

2018 Strategic Review Summary of 

Progress

NASA’s Safety and Mission Success programs incorporate the work 

of multiple offices and facilities to protect the health and safety of the 

NASA workforce and improve the likelihood that the Agency’s programs, 

projects, and operations will be completed safely and successfully. These 

offices and facilities include the Office of the Chief Engineer, Office of 

the Chief Health and Medical Officer, Office of Safety and Mission 

Assurance, the NASA Safety Center, and NASA’s Independent 

Verification and Validation Facility. Efforts that supported the assessment included:

■ Zero fatalities or permanent disabling injuries to the public resulting 

from NASA activities.

■ Active engagement with NASA programs and institutions in order to 

advise, advocate, and ensure safety and mission success.

■ Robust knowledge management and communities of practice that 

capture and integrate lessons learned into future missions.

Above: Engineers use fake smoke to imitate a scenario in which astronauts must exit the Orion capsule when their vision is obscured. The 

simulation was part of safety evaluations conducted in late October 2017. Image credit: NASA/Rad Sinyak

FY $M

Actual 2018 175.7

Enacted 2019 175.1

Requested 2020 192.

Outyear

2021 192.

2022 194.

2023 186.

2024 186.

Budget 
Part 2—Strategic Goal 4

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Enable

Performance Measures for 

Strategic Objective 4.

The following pages provide the performance goals 

and annual performance indicators supporting 

Strategic Objective 4.3. They include the final performance results for FY 2018, the FY 2019 Performance 

Plan Update, which NASA considers final for FY 2019, 

and the initial FY 2020 Performance Plan. Below are 

charts summarizing the FY 2018 performance ratings 

for the performance goals and annual performance 

indicators supporting Strategic Objective 4.3.

As NASA conducts its 2019 Strategic Review, to be 

completed in spring 2019, it will conduct a retrospective and prospective analyses to determine if the programs supporting this strategic objective are healthy 

and can address potential or realized risks. Part of the 

retrospective analyses will take into consideration the 

FY 2018 performance results found on the following 

pages. Looking forward, NASA will assess whether 

it is on track to achieve the FY 2019 annual performance indicators. The results of this early assessment 

will inform planning for the FY 2021 Performance 

Plan, which will begin in spring 2019.

Summary of Strategic Objective 4.3: Assure safety and mission succes

2

8

Performance Goal 

Span two to five years, and measure the performance of investments towards strategic objectives and 

strategic goals. The total number of performance goals is reflected in each rating box and there is no 

one-to-one correlation to annual performance indicator ratings. 

Annual Performance Indicator 

Describe the smaller, achievable measurements that serve as NASA’s basic unit of performance. 

They show progress achieved during the budget year, and NASA uses them to assess progress 

made towards achieving the performance goals and the strategic objectives. The total number of 

annual performance indicators is reflected in each rating box and there is no one-to-one correlation to performance goal ratings. 
Part 2—Strategic Goal 4

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Performance Goal 4.3.1: Assure the safety and health of NASA’

activities and reduce damage to assets through the development, 

implementation, and oversight of Agency-wide safety, reliability, 

maintainability, quality assurance, and health and medical policies and 

procedures

Planned Performance Goal for FY 2019-2020

4.3.1: Assure the safety and health of NASA’s activities and 

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

maintainability, quality assurance, and health and medical 

policies and procedures.

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

In FY 2018, NASA continued to ensure the safety 

and health of its activities and minimized the damage 

to its assets. There were no fatalities or permanent 

disabling injuries to the public from NASA activities in 

FY 2018. Health issues that have impacted an astronaut’s medical certification have been reviewed and 

dispositioned within one month of the time of diagnosis. Employees filing workers’ compensation claims 

have been contacted within three days of receiving a 

request for assistance with documentation, and these 

requests have been dispositioned within 30 days.

NASA has achieved a Total Case Rate and Lost Time 

Case Rate beyond the injury and illness goals of the 

Administration. Specifically, an agency must have total 

and lost time injury rates at least one percent below its 

prior year rates. If an agency has a rate of one injury 

or illness per 100 employees per year or less, no further reductions are required. NASA’s Total Case Rate 

is currently significantly under one injury or illness 

per 100 employees per year; at the end of FY 2018, 

NASA’s FY 2018 Total Case Rate is 0.19 and NASA’s 

Lost Time Case Rate is only 0.03.

NASA’s Safety and Mission Success programs incorporate the work of multiple offices and facilities to protect the health and safety of the NASA workforce and 

improve the likelihood that the Agency’s programs, 

projects, and operations will be completed safely 

and successfully. These offices and facilities include 

the Office of Safety and Mission Assurance, the 

Office of the Chief Health and Medical Officer, the 

Office of the Chief Engineer, the NASA Safety 

Center, and NASA’s Independent Verification and 

Validation Facility.

AMO-18-25: Achieve zero fatalities or 

permanent disabling injuries to the public 

resulting from NASA activities during 

FY 2018

Planned Annual Performance Indicators

AMO-19-13: Achieve zero fatalities or permanent disabling 

injuries to the public resulting from NASA activities during 

FY 2019.

AMO-20-8: Achieve zero fatalities or permanent disabling 

injuries to the public resulting from NASA activities during 

FY 2020.

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

AMO-18-26: Maintain a Total Case Rate 

and Lost Time Case Rate below 1.0 cases

per 100 employees

Planned Annual Performance Indicators

AMO-19-14: Maintain a Total Case Rate and Lost Time Case 

Rate below 1.0 cases per 100 employees.

AMO-20-9: Maintain a Total Case Rate and Lost Time Case 

Rate below 1.0 cases per 100 employees.

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green
Part 2—Strategic Goal 4

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AMO-18-27: Reduce damage to NASA 

assets (excluding launched flight 

hardware) by two percent per year 

through FY 2018, compared to an FY 2010 

baseline (in real dollars).

Planned Annual Performance Indicators

AMO-19-15: Reduce damage to NASA assets (excluding 

launched flight hardware) by two percent per year through 

FY 2019, compared to an FY 2010 baseline (in real dollars).

AMO-20-10: Reduce damage to NASA assets (excluding 

launched flight hardware) in FY 2020 to a level less than the 

historical annual average.

AMO-18-34: During FY 2018, make 

sure that the medical certifications of 

NASA’s active astronauts are reviewed 

and dispositioned within one month 

of diagnosis, and that employees who 

file Workers’ Compensation claims are 

contacted within three days of receiving 

a request for assistance and that these 

requests are dispositioned within 30 

days

Planned Annual Performance Indicators

AMO-19-16: During FY 2019, make sure that the medical 

certifications of NASA’s active astronauts are reviewed and 

dispositioned within one month of diagnosis, and that employees who file Workers’ Compensation claims are contacted 

within three days of receiving a request for assistance and 

that these requests are dispositioned within 30 days.

AMO-20-11: During FY 2020, make sure that the medical 

certifications of NASA’s active astronauts are reviewed and 

dispositioned within one month of diagnosis, and that employees who file Workers’ Compensation claims are contacted 

within three days of receiving a request for assistance and 

that these requests are dispositioned within 30 days.

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

2013 2014 2015 2016 2017 2018

No APIs before FY 2018 Green

FY 2018 Costs Associated with Non-Mission Failure Damage

$3.8 million of non-mission (i.e., excluding launched flight hardware) was significantly below the target of $6.5 

million. The five-year running average was $4.2 million. 

Image credit: NASA
Part 2—Strategic Goal 4

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Performance Goal 4.3.2: Implement the policies, procedures, and 

oversight to continuously improve the probability of technical and 

programmatic mission success

Performance Goal Planned for FY 2019-2020

No PGs after FY 2018

AMO-18-28: Assure 100 percent 

of Category 1 and 2 projects use 

Agency Safety and Mission Success 

policy, procedures and independent 

assessments focused on both technical 

and programmatic mission success

Planned Annual Performance Indicators

No APIs after FY 2018

2013 2014 2015 2016 2017 2018

No API Green Green Green Green Green

2013 2014 2015 2016 2017 2018

No API Green Green Green Green Green

AMO-18-29: Assure that 100 percent 

of the engineering and programmatic 

workforce has access to the standards 

and knowledge base needed to maintain 

and build their skills

Planned Annual Performance Indicators

No APIs after FY 2018

2013 2014 2015 2016 2017 2018

No API Green Green Green Green Green

NASA continued implementing policies, procedures, 

and oversight necessary to improve the probability of 

technical and programmatic mission success. NASA 

assigns projects to category 1,2, or 3 based on the 

estimated lifecycle costs and priority level. During FY 

2018, 100 percent of the category 1 and 2 projects 

complied with Safety and Mission success policies 

and procedures. All projects that conducted lifecycle 

reviews had independent reviews scheduled. All category 1 and 2 projects were executing to an approved 

plan or were in an approved re-baseline planning 

cycle. The NASA Engineering and Safety Center supported all requested assessments for category 1 and 

2 projects meeting the NASA Engineering and Safety 

Center’s established acceptance criteria.

In addition, the entire engineering and programmatic 

workforce had access to the standards and knowledge base necessary to maintain and build their skills. 

The Academy of Program/Project and Engineering 

Leadership (APPEL) maintains and funds remote 

database and reference material access capabilities 

to allow 100 percent of the program and project management community access to the materials needed 

to achieve or maintain their certification requirements. 

The materials required by the workforce are maintained on an Agency-accessible community of practice 

knowledge website. During FY 2018, the website did 

not experience non-scheduled outages. Furthermore, 

the NASA Engineering Network availability was 99.7 

percent, exceeding the requirement of greater than 98 

percent. The NASA Engineering Network provides an 

online forum for engineering and programmatic workforce to share lessons learned, interact with subject 

matter experts, find useful tools and resources, and 

keep up with current events.

NASA’s Safety and Mission Success programs incorporate the work of multiple offices and facilities to protect the health and safety of the NASA workforce and 

improve the likelihood that the Agency’s programs, 

projects, and operations will be completed safely and 

successfully. These offices and facilities include the 

Office of Safety and Mission Assurance, the Office 

of the Chief Health and Medical Officer, the Office 

of the Chief Engineer, the NASA Safety Center, and 

NASA’s Independent Verification and Validation 

Facility.
Part 2—Strategic Goal 4

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AMO-18-35: During FY 2018, keep the 

number of variances made in any single 

human spaceflight program to below five 

percent of the total number of program 

requirements derived from Office of 

the Chief Health and Medical Officer 

(OCHMO) standards and policies.

Planned Annual Performance Indicators

No APIs after FY 2018

2013 2014 2015 2016 2017 2018

No APIs before FY 2018 Green

AMO-18-40: Achieving Agency 

strategic goals depends on adhering 

to aggressive schedules and avoiding 

resource expenditures and risk 

incurrence associated with delayed 

implementation. During FY 2018, support 

the success of the human spaceflight 

program by responding to all program 

variance requests relating to Office of 

the Chief Health and Medical Officer 

(OCHMO) standards for crew health and 

performance within one month from the 

time of the initial program request

Planned Annual Performance Indicators

No APIs after FY 2018

2013 2014 2015 2016 2017 2018

No APIs before FY 2018 Green
Part 2—Strategic Goal 4

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Enable

Lead Office

Mission Support Directorate (MSD) 

and Office of the Chief Human Capital 

Officer (OCHCO)

Goal Leader

Daniel Tenney, Associate Administrator, 

MSD

Strategic Objective 4.4: Manage human capita

NASA is cultivating a diverse and innovative workforce with the right balance of skills and experience to provide an inclusive work environment 

in which employees that possess varying perspectives, education levels, 

life experiences, and backgrounds can work together and remain fully 

engaged in the Agency’s Mission.

2018 Strategic Review Summary of 

Progress

The Mission Support Directorate enables the Agency’s missions by 

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

processes, stimulating efficiency, and providing consistency and uniformity across institutional standards and practices. The Office of the 

Chief Human Capital Officer, part of MSD, helps NASA maintain an 

adaptable and skilled workforce. OCHCO is responsible for building and 

maintaining an integrated talent management model that addresses the 

entire employee lifecycle. It also provides workforce analytics that deliver 

strategic insight and measures success through integrated human capital 

systems. Efforts that supported the rating included: 

■ NASA will fully implement human capital at NASA as a line of business focused on people, process, operations, and technology with 

established leadership, budget, full-time equivalent authority, and 

delegations of authority in place.

Above: Program team members cheered the end of a successful mission after operators deliberately plunged the Cassini spacecraft into 

Saturn on September 15, 2017. Image credit: NASA/Joel Kowsky

FY $M

Actual 2018 38.

Enacted 2019 68.5

Requested 2020 69.

Outyear

2021 68.

2022 68.

2023 67.

2024 67.

Budget 
Part 2—Strategic Goal 4

NASA’s FY 2020 Volume of Integrated Performance 120

Enable

■ NASA will fully develop effectiveness and 

accountability metrics and tracking mechanisms 

to monitor progress towards performance goals.

■ NASA will continue to attract and sustain a 

diverse workforce that is flexible and agile, with 

the skills and competencies needed for the 

Agency’s Mission.

Performance Measures for 

Strategic Objective 4.

The following pages provide the performance goals 

and annual performance indicators supporting 

Strategic Objective 4.4. They include the final performance results for FY 2018, the FY 2019 Performance 

Plan Update, which NASA considers final for FY 2019, 

and the initial FY 2020 Performance Plan. Below are 

charts summarizing the FY 2018 performance ratings 

for the performance goals and annual performance 

indicators supporting Strategic Objective 4.4.

As NASA conducts its 2019 Strategic Review, to be 

completed in spring 2019, it will conduct a retrospective and prospective analyses to determine if the programs supporting this strategic objective are healthy 

and can address potential or realized risks. Part of the 

retrospective analyses will take into consideration the 

FY 2018 performance results found on the following 

pages. Looking forward, NASA will assess whether 

it is on track to achieve the FY 2019 annual performance indicators. The results of this early assessment 

will inform planning for the FY 2021 Performance 

Plan, which will begin in spring 2019.

Summary of Strategic Objective 4.4: Manage human capita

2

5

Performance Goal 

Span two to five years, and measure the performance of investments towards strategic objectives and 

strategic goals. The total number of performance goals is reflected in each rating box and there is no 

one-to-one correlation to annual performance indicator ratings. 

Annual Performance Indicator 

Describe the smaller, achievable measurements that serve as NASA’s basic unit of performance. 

They show progress achieved during the budget year, and NASA uses them to assess progress 

made towards achieving the performance goals and the strategic objectives. The total number of 

annual performance indicators is reflected in each rating box and there is no one-to-one correlation to performance goal ratings. 
Part 2—Strategic Goal 4

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Enable

Performance Goal 4.4.1: Define and build diverse workforce skills an

competencies needed for the Agency’s Mission

Planned Performance Goal for FY 2019-2020

4.4.1: Define and build diverse workforce skills and competencies needed for the Agency’s Mission.

AMO-18-1: Sustain NASA’s Innovation 

Score, as measured by the Innovationrelated questions of the Federal Employee 

Viewpoint Survey (FEVS), by taking 

actions such as refining and updating 

human capital policies, programs, and 

systems to support and encourage 

innovation to meet NASA’s missions

Planned Annual Performance Indicators

AMO-19-20: Sustain NASA’s Innovation Score, as measured 

by the Innovation-related questions of the Federal Employee 

Viewpoint Survey (EVS), by taking actions such as refining 

and updating human capital policies, programs, and systems to support and encourage innovation to meet NASA’s 

missions.

AMO-20-12: Sustain NASA’s Innovation Score, as measured 

by the Innovation-related questions of the Federal Employee 

Viewpoint Survey (FEVS), by taking actions such as refining 

and updating human capital policies, programs, and systems to support and encourage innovation to meet NASA’s 

missions.

AMO-19-34 [Begins in FY 2019]

Planned Annual Performance Indicators

AMO-19-34: Ensure that NASA’s workforce has an appropriately-balanced skill and grade mix to meet current and future 

workforce needs by achieving an Agency hiring goal of 50 

percent hires or intern conversions to be at entry and mid-level positions on the General Schedule (GS) pay scale (i.e., the 

GS-11 level or below or GS-12 level with a Ph.D.).

AMO-20-13: Ensure that NASA’s workforce has an appropriately-balanced skill and grade mix to meet current and future 

workforce needs by achieving an Agency hiring goal of 50 

percent hires or intern conversions to be at entry and mid-level positions on the General Schedule (GS) pay scale (i.e., the 

GS-11 level or below or GS-12 level with a Ph.D.).

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

The Office of Personnel Management’s annual 

Federal Employee Viewpoint Survey (FEVS) measures employees’ perceptions of whether, and to what 

extent, conditions characteristic of successful organizations are present in their agencies. This includes 

perceptions about opportunities to contribute to the 

agency’s success. In the 2018 FEVS, NASA employees rated their satisfaction with the Agency, based on 

the innovation index (three questions below) as 83 

percent favorable on the Innovation Index, which is 

based on employee responses to three questions: 

Question 3: I feel encouraged to come up with new 

and better ways of doing things.

Question 8: I am constantly looking for ways to do my 

job better.

Question 32: Creativity and innovation are rewarded.

This rating exceeds NASA’s 2016 baseline of achieving employee satisfaction scores of a minimum of 81 

percent. 

The Office of the Chief Human Capital Officer, 

part of MSD, helps NASA maintain an adaptable and 

skilled workforce. OCHCO provides an integrated 

talent management model that addresses the entire 

employee lifecycle. It also provides workforce analytics that deliver strategic insight and measures 

success through integrated human capital systems.
Part 2—Strategic Goal 4

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Performance Goal 4.4.2: Sustain equal opportunity (EO) and diversity 

and inclusion (D&I) programs and processes that help to proactively 

prevent discrimination, achieve more equitable and inclusive work 

environments, and more efficiently address EO concerns.

Performance Goal Planned for FY 2019-2020

4.4.2: Sustain equal opportunity (EO) and diversity and 

inclusion (D&I) programs and processes that help to proactively prevent discrimination, achieve more equitable and 

inclusive work environments, and more efficiently address EO 

concerns.

NASA’s equal employment opportunity (EEO) programs, including alternative dispute resolution in the 

EEO complaints process, reasonable accommodations for individuals with disabilities, and the AntiHarassment Program. For example, the NASA-wide 

FY 2018 Anti-Harassment Campaign encompassed 

outreach and education at every level of the Agency, 

from top senior leadership to non-supervisory employees. The campaign is based on the singularly important message that harassment prevention is about 

ensuring the safety and success of individual NASA 

employees, as well as the Agency’s missions. 

As an indicator of the Agency’s continuing successful 

efforts in diversity and inclusion, NASA’s scores on 

the Office of Personnel Management’s New Inclusion 

Quotient of the Federal Employee Viewpoint Survey 

(FEVS), which consists of 20 questions related to an 

inclusive work environment, rose from 77.6 percent 

in the 2017 FEVS results to 78.2 percent in the 2018 

results.

AMO-18-2: Continue implementation 

of the NASA Diversity and Inclusion 

Strategic Implementation Plan FY 2016 to 

FY 2019

Planned Annual Performance Indicators

No API after FY 2018

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

The Office of Diversity and Equal Opportunity, 

part of MSD, implements equal employment 

opportunity programs and processes to proactively 

prevent discrimination and resolve issues and concerns as promptly and efficiently as possible. The 

Office of Diversity and Equal Opportunity provides 

leadership to make NASA a model agency for 

diversity, inclusion, and equal opportunity, through 

evidence-based policies and innovations, to optimize mission success.

Employment Diversity 

Change in underrepresented EEO group participation 

between 2014 baseline and 2018

EEO Group Change from Baseline

Individuals with disabilities within 

workforce +14.7%

Representation in senior-level 

positions: women +4.6%

Representation in senior-level 

positions: African Americans +8.6%

Representation in senior-level 

positions: Asian Americans and 

Pacific Islanders 

+3.6%

Representation in senior-level 

positions: Hispanics +18.5%
Part 2—Strategic Goal 4

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AMO-18-3: Improve employee perceptions 

relating to fairness and career 

advancement as measured by the Federal 

Employee Viewpoint Survey (FEVS) 

Inclusion Index percentages

Planned Annual Performance Indicators

AMO-19-21: Sustain employee perceptions of the workplace 

as measured by the Federal Employee Viewpoint Survey 

(FEVS) Inclusion Index percentages.

AMO-20-14: Sustain employee perceptions of the workplace 

as measured by the Federal Employee Viewpoint Survey 

(FEVS) Inclusion Index percentages.

AMO-18-23: Increase efficiency in equal 

employment opportunity (EEO) programs 

(for example, EEO complaints processing 

and anti-harassment), as demonstrated 

through increased utilization of 

alternative dispute resolution (ADR) 

in EEO cases and decreased case 

processing times across-the-board

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

Planned Annual Performance Indicators

AMO-19-35: Increase efficiency in equal employment opportunity (EEO) programs (such as EEO complaints processing, 

anti-harassment, and reasonable accommodations), demonstrated by achieving at least 85 percent timely processing of 

matters raised in FY 2019.

AMO-20-15: Increase efficiency in equal employment opportunity (EEO) programs (such as EEO complaints processing, 

anti-harassment, and reasonable accommodations), demonstrated by achieving at least 85 percent timely processing of 

matters raised in FY 2020.

2013 2014 2015 2016 2017 2018

No API before FY 2018 Green

AMO-18-24: Identify any barriers to equal 

employment opportunity, including 

statistical disparities in workforce 

representation, and implement strategies 

to eliminate identified barriers within two 

to three years

Planned Annual Performance Indicators

AMO-19-36: Identify any existing barriers to equal employment opportunity, as reflected in statistical disparities in workforce representation, and implement strategies to eliminate 

identified barriers within two to three years.

AMO-20-16: Identify any existing barriers to equal employment opportunity, as reflected in statistical disparities in workforce representation, and implement strategies to eliminate 

identified barriers within two to three years.

2013 2014 2015 2016 2017 2018

No API before 2018 Green

AMO-19-34 [Begins in FY 2019]

Planned Annual Performance Indicators

AMO-19-34: Ensure that NASA’s workforce has an appropriately-balanced skill and grade mix to meet current and future 

workforce needs by achieving an Agency hiring goal of 50 

percent hires or intern conversions to be at entry and mid-level positions on the General Schedule (GS) pay scale (i.e., the 

GS-11 level or below or GS-12 level with a Ph.D.).

AMO-20-13: Ensure that NASA’s workforce has an appropriately-balanced skill and grade mix to meet current and future 

workforce needs by achieving an Agency hiring goal of 50 

percent hires or intern conversions to be at entry and mid-level positions on the General Schedule (GS) pay scale (i.e., the 

GS-11 level or below or GS-12 level with a Ph.D.).
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Lead Office

Office of the Chief Information Officer 

(OCIO) and Office of Protective Services 

(OPS) 

Goal Leader

Renee Wynn, Chief Information Officer, 

and Ray Taylor, Principal Advisor for 

Enterprise Protection

Strategic Objective 4.5: Ensure enterprise 

protection

NASA is increasing the resiliency of NASA’s enterprise systems by 

assessing risks and implementing comprehensive, economical, and 

actionable solutions.

2018 Strategic Review Summary of 

Progress

NASA’s Enterprise Protection Program provides coordination on critical Agency-wide infrastructure protection. As part of this function, the 

program guides NASA’s decision-making and communications for cyber 

security, national security and protection of space and aeronautical 

systems, ground systems, technology, and infrastructure. The Office 

of the Chief Information Officer delivers data and IT systems easily, 

efficiently, and securely to NASA’s federal and contractor employees to 

enable NASA’s Mission. OCIO focuses on partnering with customers 

to deliver excellence, capitalizing on data and innovation, safeguarding 

NASA’s data and assets, maximizing business value through optimization, and enabling the Agency’s workforce to safely and securely use 

the Agency’s IT assets. Their 2018 assessment included the following 

efforts:

■ NASA established and chartered the Enterprise Protection Board 

(EPB) which held three meetings in FY 2018. The EPB drive integrated cross-agency enterprise protection efforts.

Above: Charles Spern, project manager on the Engineering Services Contract, uplinks Veggie System instructions to astronaut Joe Acaba on 

the ISS. Image credit: NASA/Amanda Griffin

FY $M

Actual 2018 390.

Enacted 2019 350.2

Requested 2020 388.

Outyear

2021 385.9

2022 370.

2023 374.5

2024 362.

Budget 
Part 2—Strategic Goal 4

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■ NASA is developing and implementing policies 

and strategies to strengthen NASA’s cybersecurity capabilities across its mission, corporate, and 

physical domains.

■ NASA is actively working on protecting its critical 

space systems and supporting infrastructure. 

The Agency needs to implement risk management for system protection of its aeronautics and 

science capabilities.

■ NASA is enhancing its Center Protective 

Services operations by maintaining existing and 

pursuing new federal law enforcement training 

accreditations.

Performance Measures for 

Strategic Objective 4.5

The following pages provide the performance goals 

and annual performance indicators supporting 

Strategic Objective 4.5. They include the final performance results for FY 2018, the FY 2019 Performance 

Plan Update, which NASA considers final for FY 2019, 

and the initial FY 2020 Performance Plan. Below are 

charts summarizing the FY 2018 performance ratings 

for the performance goals and annual performance 

indicators supporting Strategic Objective 4.5.

As NASA conducts its 2019 Strategic Review, to be 

completed in spring 2019, it will conduct a retrospective and prospective analyses to determine if the programs supporting this strategic objective are healthy 

and can address potential or realized risks. Part of the 

retrospective analyses will take into consideration the 

FY 2018 performance results found on the following 

pages. Looking forward, NASA will assess whether 

it is on track to achieve the FY 2019 annual performance indicators. The results of this early assessment 

will inform planning for the FY 2021 Performance 

Plan, which will begin in spring 2019.

Summary of Strategic Objective 4.5: Ensure enterprise protection. 

Performance Goal 1 2

Span two to five years, and measure the performance of investments towards strategic objectives and 

strategic goals. The total number of performance goals is reflected in each rating box and there is no 

one-to-one correlation to annual performance indicator ratings. 

Annual Performance Indicator 

Describe the smaller, achievable measurements that serve as NASA’s basic unit of performance. 

They show progress achieved during the budget year, and NASA uses them to assess progress 

made towards achieving the performance goals and the strategic objectives. The total number of 

annual performance indicators is reflected in each rating box and there is no one-to-one correlation to performance goal ratings. 

3 2
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Performance Goal 4.5.1: Safeguard NASA’s data and IT assets by 

implementing cybersecurity and privacy capabilities

Planned Performance Goal for FY 2019-2020

4.5.1: Safeguard NASA’s data and IT assets by implementing 

cybersecurity and privacy capabilities.

OCIO is making progress toward achieving this 

cybersecurity performance goal in alignment with 

the President’s Management Agenda and related 

cross-agency priority goal (“Modernize IT to Increase 

Productivity and Security”). NASA achieved an overall 

rating of “Managing Risk” in the Office of Management 

and Budget’s Cybersecurity Risk Management 

Assessment. This rating indicates that the Agency 

has established cybersecurity policies, procedures, 

and tools and actively manages risks. While NASA 

achieved an overall rating of “Managing Risk,” OCIO 

determined that some underlying capabilities are 

not yet operating at this level and plans to have all 

cybersecurity domains rated as “Managing Risk” by 

the end of FY 2020, in alignment with the Office of 

Management and Budget’s targets.

In April 2018, OCIO released its NASA Information 

Technology Strategic Plan for FY 2018 through 2021, 

which specifies the strategic goals and objectives that 

communicate the target state for NASA’s cybersecurity capabilities. OCIO also collaborated with the Office 

of Management and Budget and the Department of 

Homeland Security to perform a CyberStat activity to 

strengthen NASA’s cybersecurity capabilities across 

its mission, corporate, and physical domains. 

Mitigation of NASA’s cybersecurity risks remains a 

multi-layered effort due to the Agency’s complex IT 

ecosystem. OCIO has made significant progress 

identifying, mitigating, and monitoring cybersecurity 

risks across its domains. NASA increased its Agencywide personal identity verification (PIV) authentication 

for unprivileged access to 87 percent by the end of 

FY 2018, exceeding the cross-agency target of 85 

percent. NASA maintains 100 percent PIV authentication of privileged user accounts to its network. 

OCIO also made substantial cybersecurity capability 

improvements by deploying available Continuous 

Diagnostics and Mitigation (CDM) tools to improve 

NASA’s hardware and software asset inventory and by 

enhancing anti-phishing defenses.

AMO-18-18: Attain 85 percent multi-factor 

authentication for non-privileged access 

to hardware

Planned Annual Performance Indicators

No APIs after FY 2018

2013 2014 2015 2016 2017 2018

No PG Yellow Green Red Yellow Yellow

2013 2014 2015 2016 2017 2018

No API No API Green Red Yellow Green

The Office of the Chief Information Officer

delivers data and IT systems easily, efficiently, and 

securely to NASA’s federal and contractor employees to enable NASA’s Mission. OCIO focuses on 

partnering with customers to deliver excellence, 

capitalizing on data and innovation, safeguarding 

NASA’s data and assets, maximizing business value 

through optimization, and caring for the Agency 

workforce and preparing them to securely unleash 

the power of NASA’s data.
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AMO-19-23 [Begins in FY 2019]

Planned Annual Performance Indicators

AMO-19-23: Enforce a 30-minute inactivity time-out for remote access security.

No API in FY 2020

AMO-18-19: Attain Hardware and Software 

Asset Management of 95 percent for the 

corporate environment

Planned Annual Performance Indicators

No APIs after FY 2018

2013 2014 2015 2016 2017 2018

No APIs before FY 2018 Yellow

NASA attained 100 percent for hardware asset management and 87 percent for software asset management in FY 2018. The Agency’s substantial progress 

was driven by an increase in CDM Phase 1 deployment in the corporate and mission environments 

in accordance with Federal Information Security 

Modernization Act (FISMA) requirements and OMB’s 

CyberStat effort. 

NASA has not obtained the complete system inventory for the mission and physical environments 

required to fully enable the deployment of CDM tools 

into these environments. NASA will improve its software asset management capabilities as CDM Phase 1 

tools continue to deploy in FY 2019. NASA’s timeline 

for implementing hardware and software asset management in the mission and physical environments 

depends on the award and implementation of the 

next phase of the Department of Homeland Security’s 

CDM capabilities. The Agency will closely monitor the 

contract status for the next phase of CDM, which will 

drive availability of the required capabilities.

This annual performance indicator supports the 

cross-agency priority goal “Modernize IT to Increase 

Productivity and Security.”

AMO-20-17 [Begins in FY 2020]

Planned Annual Performance Indicators

No API in FY 2019

AMO-20-17: Ensure at least 95 percent of hardware assets 

are covered by a capability to detect and alert upon the 

connection of an unauthorized hardware asset per the IT 

Modernization cross-agency priority goals on Performance.

gov for NASA.

AMO-20-18 [Begins in FY 2020]

Planned Annual Performance Indicators

No API in FY 2019

AMO-20-18: Ensure at least 95 percent of software assets are covered by a whitelisting capability per the IT 

Modernization cross-agency priority Goals on Performance.

gov for NASA.

AMO-20-19 [Begins in FY 2020]

Planned Annual Performance Indicators

No API in FY 2019

AMO-20-19: At least 4 of 6 Intrusion Detection and Prevention 

metrics (from FISMA) have met an implementation target of at 

least 90 percent and 100 percent of email traffic is analyzed 

using DMARC email authentication protocols (DHS BOD 18-

01) per the IT Modernization cross-agency priority goals on 

Performance.gov for NASA.

AMO-20-20 [Begins in FY 2020]

Planned Annual Performance Indicators

No API in FY 2019

AMO-20-20: Ensure at least 90 percent of high value assets 

(HVA) require all users to authenticate using a personal 

identity verification (PIV) card or Authenticator Assurance 

Level (AAL) 3 multifactor authentication method per the IT 

Modernization cross-agency priority goals on Performance.

gov for NASA.
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Performance Goal 4.5.2 [Begins in FY 2019]

Planned Performance Goal for FY 2019-2020

Improve the security and resiliency of NASA’s operational 

technology (OT) systems to ensure safe and secure operation of NASA’s critical infrastructure in a manner consistent 

with guidance from the National Institute of Standards and 

Technology (NIST).

AMO-19-24 [Begins in FY 2019]

Planned Annual Performance Indicators

AMO-19-24: Identify at least 95 percent of the operational 

technology (OT) systems that are part of the assets on the 

NASA Critical Infrastructure (NCI) list.

FY 2020 API TBD
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Performance Goal 4.5.3: Achieve improvements in overall Office of 

Protective Services physical security operations, standardization, 

efficiencies, and economies of scale.

Performance Goal Planned for FY 2019-2020

4.5.3: Achieve improvements in overall Office of Protective 

Services physical security operations, standardization, efficiencies, and economies of scale.

NASA is making progress toward achieving this 

performance goal through improvements to its Center 

Protective Services operations by maintaining existing 

and pursuing new Federal Law Enforcement Training 

Accreditations (FLETA). The Agency successfully 

achieved accreditation in April 2018 for its Protective 

Services Training Academy from the FLETA Board 

of Directors, and NASA is effectively monitoring and 

maintaining its Federal Arrest Authority programmatic 

accreditation.

The Office of Protective Services (OPS) deployed 

the NASA Visitor Management System (NVMS) for 

foreign national access in July 2018. It delayed the 

NVMS release for U.S. citizens until December 2018 

due to issues encountered with the vendor’s software 

package. OPS is working with its vendor and holding 

weekly meetings to address issues and complete 

system testing.

AMO-18-38: Achieve initial Federal Law 

Enforcement Training Accreditation 

(FLETA) Academy accreditation for NASA 

Protective Services Training Academy 

and maintain FLETA programmatic 

accreditation for NASA’s Federal Arrest 

Authority (FAA) Program.

Planned Annual Performance Indicators

AMO-19-25: Maintain Federal Law Enforcement Training 

Accreditation (FLETA) Federal Arrest Authority (FAA) programmatic accreditation and Academy accreditation.

No API in FY 2020

2013 2014 2015 2016 2017 2018

No PGs before FY 2018 Yellow

2013 2014 2015 2016 2017 2018

No APIs before FY 2018 Green

AMO-18-37: Deploy NASA’s Visitor 

Management System for U.S. citizens, 

then enhance system to include visitor 

management for foreign nationals

2013 2014 2015 2016 2017 2018

No APIs before FY 2018 Yellow

Explanation of Performance

Deployment of NVMS for U.S. citizens is scheduled 

for December 2018, pending successful system testing. NASA is working with its vendor to correct issues 

with the NVMS software package release for U.S. 

citizens and is holding weekly meetings to address 

issues.

Planned Annual Performance Indicators

No APIs after FY 2018

The Office of Protective Services provides NASA’s 

security management. This includes Agency-wide 

personnel, physical, and information security policy, 

intelligence analysis, counterintelligence and counterterrorism services, national security systems, 

handling of sensitive and classified information, 

identity, credential, and systems access management, emergency management, and continuity of 

operations functions.
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Performance Goal 4.5.4: Formalize NASA’s enterprise protection 

structure and execution across the Agency and its Federal, 

commercial, and international partners to increase enterprise 

protection effectiveness

Planned Performance Goal for FY 2019-2020

No PGs after FY 2018

During FY 2018, the Enterprise Protection Program 

made progress in establishing an enterprise protections structure across NASA and its partners. NASA 

established the Enterprise Protection Board and 

finalized board’s charter. The Enterprise Protection 

Board held five meetings in FY 2018 to collaboratively 

address cross-Agency protection issues. NASA incorporated the new Enterprise Protection Program, the 

Enterprise Protection Board, and the Principal Advisor 

for Enterprise Protection into NASA Policy Directive 

(NPD) 1000.3, which defines and establishes NASA’s 

organization. 

NASA made significant progress toward cross-Agency 

enterprise protection. NASA has been consolidating 

threat information into a classified, user-friendly webbased portal, which depends on information sharing across NASA organizations. NASA’s Enterprise 

Protection Program established an Enterprise 

Protection Community Forum of cross-Agency participants and held its first meeting to discuss and resolve 

issues at a working level.

AMO-18-36: Establish the Enterprise 

Protection Board to drive integrated 

enterprise protection risk management 

and Agency-level direction regarding 

protection risk

Planned Annual Performance Indicators

No APIs after FY 2018

2013 2014 2015 2016 2017 2018

No APIs before FY 2018 Green

2013 2014 2015 2016 2017 2018

No PGs before FY 2018 Green

AMO-19-23 [Begins in FY 2019]

Planned Annual Performance Indicators

AMO-19-23: Enforce a 30-minute inactivity time-out for remote access security.

No API in FY 2020

The Enterprise Protection Program provides coordination on critical Agency-wide infrastructure protection. As part of this function, the program guides 

NASA’s decision-making and communications for 

cybersecurity, national security, as well as protection 

of space and aeronautical systems, ground systems, 

technology, and infrastructure.
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Lead Office

Mission Support Directorate (MSD)

Goal Leader

Daniel Tenney, Associate Administrator, 

MSD

Strategic Objective 4.6: Sustain infrastructure

capabilities and operations

Above: Nithin Abraham, a coatings engineer at NASA’s Goddard Space Flight Center, adds a protective coating to the support area beneath 

the Johnson Space Center’s Chamber A. She was part of a team that ensured that the chamber was as clean as possible before cryogenic 

testing began on the James Webb Space Telescope. Image credit: NASA/Chris Gunn

NASA is enabling its mission by providing the facilities, tools, and services required to efficiently manage, operate and sustain the infrastructure necessary to meet mission objectives.

2018 Strategic Review Summary of 

Progress

The Mission Support Directorate enables the Agency’s missions by 

managing institutional services and capabilities. MSD is actively reducing 

institutional risk to NASA’s current and future missions by improving processes, stimulating efficiency, and providing consistency and uniformity 

across institutional standards and practices. Efforts that supported the 

assessment included:

■ Six of NASA’s 10 centers reduced unscheduled maintenance this 

past year, and the Agency reduced overall unscheduled maintenance by three percent over the last two years. All of NASA’s 

new buildings are constructed to Leadership in Energy and 

Environmental Design (LEED) sustainable standards.

■ As of January 2018, NASA constructed 3.2 million square feet of 

sustainable buildings.

FY $M

Actual 2018 2,714.1

Enacted 2019 2,452.0

Requested 2020 2,940.7

Outyear

2021 2,812.6

2022 2,826.1

2023 2,618.8

2024 2,551.1

Budget 
Part 2—Strategic Goal 4

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■ NASA reduced energy intensity, utilized renewable energy, increased clean energy, and 

decreased water intensity. The re-commissioning 

program will have the goals of short return on 

investment, improving the sustainability of the 

facilities, and reducing out-year maintenance 

costs by integrating technology to improve maintenance efficiency.

Performance Measures for 

Strategic Objective 4.

The following pages provide the performance goals 

and annual performance indicators supporting 

Strategic Objective 4.6. They include the final performance results for FY 2018, the FY 2019 Performance 

Plan Update, which NASA considers final for FY 2019, 

and the initial FY 2020 Performance Plan. Below are 

charts summarizing the FY 2018 performance ratings 

for the performance goals and annual performance 

indicators supporting Strategic Objective 4.6.

As NASA conducts its 2019 Strategic Review, to be 

completed in May, it will conduct a retrospective and 

prospective analyses to determine if the programs 

supporting this strategic objective are healthy and 

can address potential or realized risks. Part of the 

retrospective analyses will take into consideration the 

FY 2018 performance results found on the following 

pages. Looking forward, NASA will assess whether 

it is on track to achieve the FY 2019 annual performance indicators. The results of this early assessment 

will inform planning for the FY 2021 Performance 

Plan, which will begin in spring 2019.

Summary of Strategic Objective 4.6: Sustain Infrastructure capabilities and

operations

5

Performance Goal 3

Span two to five years, and measure the performance of investments towards strategic objectives and 

strategic goals. The total number of performance goals is reflected in each rating box and there is no 

one-to-one correlation to annual performance indicator ratings. 

Annual Performance Indicator 

Describe the smaller, achievable measurements that serve as NASA’s basic unit of performance. 

They show progress achieved during the budget year, and NASA uses them to assess progress 

made towards achieving the performance goals and the strategic objectives. The total number of 

annual performance indicators is reflected in each rating box and there is no one-to-one correlation to performance goal ratings. 
Part 2—Strategic Goal 4

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Performance Goal 4.6.1: Between 2012 and 2018, support the 

demolition and elimination of obsolete and unneeded facilities

Planned Performance Goal for FY 2019-2020

4.6.1: Between 2018 and 2022, support the demolition and 

elimination of obsolete and unneeded facilities.

Planned Annual Performance Indicators

COF-19-1: Dispose of 20 facilities or structures during 2019 to 

reduce the Agency’s footprint.

COF-20-1: Dispose of 20 facilities/structures or 100,000 

square feet in FY 2020.

COF-18-1: Initiate the demolition or 

disposal of five facilities or structures 

during 2018 to reduce the Agency’s 

footprint

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

2013 2014 2015 2016 2017 2018

Green Green Green Green Green Green

The Office of Strategic Infrastructure ensures that 

the right infrastructure is available to meet NASA’s 

mission requirements. OSI identifies and prioritizes 

NASA’s essential assets and implements strategic 

investment decisions to sustain, enhance, replace, 

modify, or dispose of them based on NASA and 

national needs.

NASA demolishes obsolete, unneeded infrastructure 

in order to improve efficiency and mitigate safety and 

environmental risks. The program is an important 

part of NASA’s efforts to reduce its infrastructure and 

operating costs. The Office of Strategic Infastructure 

(OSI) evaluates unused and unneeded facilities on a 

regular basis and has made progress toward reducing 

NASA’s overall footprint through demolition. 

During FY 2018, NASA achieved the target of initiating 

demolition actions for five facilities: 

■ Johnson Space Center Environmental Hygiene 

Laboratory (B228)

■ Jet Propulsion Laboratory B89

■ Glenn Research Center B35 Research 

Combustion Laboratory Complex

■ Stennis Space Center B9100

■ Wallops Flight Facility E-005 and J-17 (managed 

by Goddard Space Flight Center)

OSI has achieved all of its planned demolition actions 

set through FY 2018, successfully completing this performance goal. Beginning in FY 2019, OSI will begin 

work on new demolition and elimination targets.
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Performance Goal 4.6.2: Ensure that NASA continues progres

towards implementing the targets and goals reflected in its annual 

Sustainability Plan

Performance Goal Planned for FY 2019-2020

4.6.2: Ensure that NASA continues progress towards 

implementing the targets and goals reflected in its annual 

Sustainability Plan.

AMO-18-5: Reduce energy intensity 

(energy consumption per gross square 

feet, or Btu/gsf) to meet the target set by 

the Office of Management and Budget for 

FY 2018 in the Sustainability and Energy 

Scorecard

Planned Annual Performance Indicators

AMO-19-27: Reduce energy intensity (energy consumption 

per gross square feet, or Btu/gsf) to meet the target set by the 

Office of Management and Budget (OMB) for FY 2019 in the 

OMB Scorecard for Efficient Federal Operations/Management.

AMO-20-25: Reduce energy intensity (energy consumption 

per gross square feet, or Btu/gsf) to meet the target set by the 

Office of Management and Budget (OMB) for FY 2020 in the 

OMB Scorecard for Efficient Federal Operations/Management.

2013 2014 2015 2016 2017 2018

No PG Green Yellow Yellow Green Green

2013 2014 2015 2016 2017 2018

No API Yellow Yellow Yellow Green Green

NASA’s sustainability policy is to execute the mission without compromising the planet’s resources so 

that resources are conserved for future generations. 

The Office of Strategic Infrastructure targets and 

tracks the best opportunities for NASA to meet a 

range of energy, water, pollution, and waste reduction targets reflected in this policy.

NASA achieved all three Sustainability Plan targets 

in FY 2018. OSI chose the three targets to track—

energy intensity, sustainable buildings, and facility 

efficiency—from the Office of Management and 

Budget’s Scorecard for Efficient Federal Operations/

Management. The data reflects NASA’s actual performance from FY 2017 and is available from the Office 

of Federal Sustainability. 

NASA continued to reduce the amount of energy 

consumed by its buildings and facilities, measured per 

gross square foot. The federal target was to reduce 

consumption 30 percent from the FY 2003 baseline, 

and NASA achieved 40 percent reduction. Twenty one 

percent of NASA-owned gross square footage met the 

guiding principles for sustainable buildings, exceeding 

the federal target of 15 percent. NASA’s renewable 

electricity use reached 13 percent, greatly exceeding 

the federal target of 7.5 percent and NASA’s FY 2008 

baseline of 3.6 percent.
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AMO-18-6: Meet sustainable building 

inventory target (percentage of gross 

square footage of inventory meeting 

guiding principles) set by the Office of 

Management and Budget for FY 2018 in 

the Sustainability and Energy Scorecard

Planned Annual Performance Indicators

AMO-19-28: Meet sustainable building inventory target 

(percentage of gross square footage of inventory meeting 

guiding principles) set by the Office of Management and 

Budget (OMB) for FY 2019 in the OMB Scorecard for Efficient 

Federal Operations/Management.

AMO-20-26: Meet sustainable building inventory target 

(percentage of gross square footage of inventory meeting 

guiding principles) set by the Office of Management and 

Budget (OMB) for FY 2020 in the OMB Scorecard for Efficient 

Federal Operations/Management.

2013 2014 2015 2016 2017 2018

No API Green Green Green Green Green

AMO-18-7: Ensure that a percentage 

of electricity consumed is generated 

from renewable energy sources, to 

meet the target set by the Office of 

Management and Budget for FY 2018 in 

the Sustainability and Energy Scorecard

Planned Annual Performance Indicators

AMO-19-29: Ensure that a percentage of electricity consumed is generated from renewable energy sources, to 

meet the target set by the Office of Management and Budget 

(OMB) for FY 2019 in the OMB Scorecard for Efficient 

Federal Operations/Management.

AMO-20-27: Ensure that a percentage of electricity consumed is generated from renewable energy sources, to 

meet the target set by the Office of Management and Budget 

(OMB) for FY 2020 in the OMB Scorecard for Efficient 

Federal Operations/Management.

2013 2014 2015 2016 2017 2018

No API Green Green Green Green Green
Part 2—Strategic Goal 4

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Performance Goal 4.6.3: Between 2018 and 2019, demonstrate 

increased facility reliability by reducing spending on unscheduled 

maintenance by one percent annually

Planned Performance Goal for FY 2019-2020

4.6.3: Between 2018 and 2019, demonstrate increased facility reliability by reducing spending on unscheduled maintenance by one percent annually.

AMO-18-8: Reduce spending on 

unscheduled maintenance (out of total 

maintenance spending) by at least one 

percentage point

2013 2014 2015 2016 2017 2018

No PG before FY 2016 Red Red Green

2013 2014 2015 2016 2017 2018

No APIs before FY 2016 Red Red Green

Planned Annual Performance Indicators

AMO-19-30: Reduce spending on unscheduled maintenance 

(out of total maintenance spending) by at least one percentage point.

AMO-20-28: Reduce spending on unscheduled maintenance 

(out of total maintenance spending) by at least one percentage point.

The Office of Strategic Infrastructure ensures that 

the right infrastructure is available to meet NASA’s 

mission requirements. OSI implements risk mitigation and sustainability practices across the Agency’s 

infrastructure to prevent adverse mission impacts, 

protect mission resources, and enable the NASA 

missions to the fullest extent possible.

NASA performs scheduled maintenance on its equipment to keep it in good operating condition. When 

equipment fails, NASA must perform unscheduled 

maintenance to repair it. The percentage of unscheduled maintenance spending to total maintenance 

spending is an indicator of the overall condition of 

the equipment. More unscheduled maintenance 

indicates that the equipment has become unreliable, 

and unplanned failures and outages become more 

frequent, which can delay mission activities, such as 

manufacturing and testing. In FY 2018, the ratio of 

unscheduled maintenance to total maintenance was 

31.5 percent, which exceeded the targeted 1 percent 

reduction from FY 2017 to FY 2018.

Ratio of Unscheduled Maintenance to Total 

Maintenance, From Baseline Through FY 2018

NASA’s target is to reduce unscheduled maintenance 

by one percent from the previous fiscal year’s percentage of unscheduled maintenance to total maintenance.

Fiscal Year

Target 

Ratio of 

Unscheduled 

Maintenance 

to Total 

Maintenance 

Actual

Ratio of 

Unscheduled 

Maintenance 

to Total 

Maintenance

2015 (Baseline) 31.6% 31.6%

2016 30.6% 37.1%

2017 36.1% 32.9%

2018 31.9% 31.5%*

*The FY 2019 target will be to reduce unscheduled maintenance 

1 percent below 31.5 percent of total maintenance.
Appendices

NASA’s 380-foot-tall mobile launcher, atop crawler-transporter 2, approaches Launch Pad 39B on August 31, 2018, at Kennedy 

Space Center. NASA’s Exploration Ground Systems is preparing the ground systems necessary to launch the Space Launch

System and Orion on Exploration Mission-1. Image credit: NASA/Cory Husto
Appendix A—Changes to the FY 2019 Performance Plan

NASA’s FY 2020 Volume of Integrated Performance 138

Appendix A

Changes to the FY 2019 Performance Plan

Above: At NASA Earth Day 2018, a visitor uses virtual reality to explore the solar system. Image credit: NASA/Aubrey Gemignani

Each fiscal year, NASA’s budget request to Congress contains an annual performance plan (APP) that aligns with 

the funds requested. However, all of the program and project plans described in the President’s budget request 

and annual performance plan may not be realized as anticipated. When this happens, the Agency revises its performance measures and provides it as an APP update accompanying the budget request for the upcoming fiscal 

year. NASA revises its performance measures when the final appropriation differs from the amount requested, 

or if congressional or executive direction places a different emphasis on programs relative to what was initially 

requested. Additionally, the dynamic nature of research and development can lead to shifting priorities. This may 

result in NASA no longer pursuing activities originally identified in the annual performance plan or placing greater 

emphasis on other activities.

NASA’s policy has been to allow one of the following actions if programs are impacted by congressional budget 

action via an appropriations or authorization law or executive direction places a different emphasis on programs:

■ Add new performance measures;

■ Remove old performance measure (do not rate the performance measure);

■ Update the targeted performance (rate at the new target); 

■ Renumber the performance measure; or

■ Move the performance measure to the following year’s annual performance plan (do not rate until the following year).

Once the APP update is released, the performance measures are considered final. If a final performance measure 

cannot be achieved due the reasons described above, NASA generally will retain the measure and the target, but 

rate it white, indicating that the measure is canceled or postponed. 
Appendix A—Changes to the FY 2019 Performance Plan

NASA’s FY 2020 Volume of Integrated Performance 139

FY 2019 Performance Plan Update

NASA released the FY 2019 Performance Plan in May 2018, concurrent with its FY 2019 President’s budget 

request in May 2018. NASA has since reviewed and updated the FY 2019 measures to align with the FY 2020 

budget request and administration priorities. All revisions have been reviewed and approved by the Office of 

Management and Budget. The following list shows the performance measures that have been added, updated, or 

removed for FY 2019. Only measures with substantive changes are shown.

1.1.2: Demonstrate progress in advancing understanding of the connections that link the Sun, Earth and planetary space environments, and the outer reaches of the solar system.

Moved to FY 2020: HE-19-5: Achieve the Ionospheric Connection Explorer (ICON) mission success criteria.

1.1.4: By December 2019, launch one mission in support of Heliophysics.

Removed: HE-19-4: Complete the 2018 Heliophysics Medium Explorer (MIDEX) Announcement of Opportunity step-one selection.

1.1.5: Conduct on-orbit commissioning of the James Webb Space Telescope after launch. (Agency Priority Goal)

Revised: JWST-19-1: Complete spacecraft element thermal vacuum testing. 

1.1.14: Demonstrate progress in identifying and characterizing objects in the solar system that pose threats to Earth or offe

resources for human exploration

Revised: PS-19-13: Identify and catalog a cumulative 8,900 of the estimated 25,000 near-Earth asteroids (NEAs) 140 meters or larger.

1.1.16: By December 2017, launch at least two missions in support of Planetary Science.

Added: PS-19-15: Conduct close-orbit global mapping for sample site identification and evaluation for the Origins, Spectral Interpretation, Resource Identification, and Security-Regolith Explorer (OSIRIS-REx) mission asteroid sample collection. 

1.1.24: By December 2021, launch three missions in support of Earth Science.

Revised: ES-19-9: Complete Surface Water and Ocean Topography Ka-band Radar Interferometer Integration and Test Readiness 

Review. 

Added: 3.1.1: Invest across the U.S. innovation community to explore and advance promising early stage solutions to space technology challenges

Added: ET-19-1: Invest in at least 185 promising new early stage technologies and concepts, with potential for transformative impact.

Added: 3.1.2: Mature technologies that offer significant improvement to existing solutions or enable space exploration capabilities.

Added: ET-19-2: Mature state of the art technologies by completing at least 70 percent of Technology Maturation program milestones.

Added: 3.1.3: Demonstrate new technologies and capabilities for space explorati

Added: ET-19-3: Advance development, demonstration, and mission implementation of new exploration technologies by reaching a key 

milestone in at least six small spacecraft projects.

Added: ET-19-4: Advance Technology Demonstration Mission (TDM) capabilities by completing at least six key decision points towards 

technology demonstration.

Added: 3.1.4: Engage and partner with the commercial aerospace sector, to leverage technology advancements and grow the 

national economy

Added: ET-19-5: Conduct at least four prize competitions to encourage innovation and address technology challenges through engaging 

non-traditional NASA partners.

Added: ET-19-6: Create 10 opportunities for advancement of SBIR/STTR technologies beyond Phase II, leveraging non-SBIR/STTR 

NASA investment or external investment.

Added: ET-19-7: Competitively select at least 16 payloads from NASA centers, other government agencies, industry, or academia for 

flight on commercial vehicles to advance lunar exploration and commercial development in Earth orbit.

3.2.1: Develop solutions that will advance decision-making ability for improving air traffic management to accommodate future 

growth in air travel, and for increasing aviation safety under hazardous conditions.

Revised: AR-19-1: Assess and document capacity of future air traffic services that increase Urban Air Mobility (UAM) capacity over 

current-day operations.
Appendix A—Changes to the FY 2019 Performance Plan

NASA’s FY 2020 Volume of Integrated Performance 140

3.2.4: Facilitate significant environmental and efficiency improvements through research on alternative jet fuel use, and on hybrid 

gas-electric propulsion system concepts

Revised: AR-19-12: Demonstrate integrated electrical system functionality of the X-57 aircraft through assembling components with a 

power delivery system and conducting an Integrated Electrical End-to-End Test. 

3.2.5: Significantly increase the ability to anticipate and resolve potential safety issues, and to predict the health and robustness of 

aviation systems

Revised: AR-19-4: Identify data architecture and information requirements (i.e., content and quality) for in-time monitoring of selected 

operational risks for small Unmanned Aircraft Systems.

3.2.6: Support transformation of civil aircraft operations and air traffic management through the development, application, and validation of advanced autonomy and automation technologies, including addressing critical barriers to enabling urban on-demand air 

mobility and Unmanned Aircraft Systems (UAS) operations in low-altitude airspace.

Revised: AR-19-10: Complete the data collection, analysis, and reporting for the Detect and Avoid and Integrated Test and Evaluation 

(IT&E) flight test five (FT5) and for the Command and Control version six (v6) terrestrial communication system flight test.

Added: 3.3.3: Provide opportunities for students to engage with NASA’s aeronautics, space, and science people, content, and facilities in support of a diverse future NASA and aerospace industry workforce

Added: STEM-19-1: Provide significant, direct student awards in higher education to (1) students across all institutional categories and 

levels (as defined by the U.S. Department of Education), (2) racially or ethnically underrepresented students (Hispanics and Latinos, 

African Americans, American Indians, Alaska Native, Native Hawaiians and Pacific Islanders), (3) women, and (4) persons with disabilities, at percentages that meet or exceeded at the national percentages for the science and engineering graduates, as determined by the 

most recent, publicly available data from the U.S. Department of Education’s National Center for Education Statistics for a minimum of 

two of the four categories.

Added: 3.3.4: Enhance the effectiveness of education investments using performance assessment and evaluation-driven process

Added: STEM-19-2: Design a comprehensive data management system aligned to performance assessment and evaluation strategy to 

collect, analyze, and report data for STEM engagement investments.

Added: 3.3.5: Provide opportunities for students to contribute to NASA’s aeronautics, space, and science missions and work in 

exploration and discovery

Added: STEM-19-3: Conduct a multiple case study focused on NASA STEM engagement higher education challenges, competitions, 

and internships to build knowledge about how these activities: a) contribute to NASA’s aeronautics, space, and science missions; b) 

align to evidence-based effective practices for STEM learning; and c) recruit and retain participants from groups historically underrepresented and/or underserved in STEM fields.

Added: STEM-19-4: Contribute to American technical capability by supporting the release of at least TBD* paper presentations and 

peer-reviewed research publications through STEM engagement investments.

Removed: 4.1.1: Efficiently manage the coordination of NASA’s domestic, interagency, and international partnership agreements to 

ensure that the partnerships continue to provide value to the Agency, including through the advancement of one or more Agency 

institutional or programmatic objectives

Removed: AMO-19-5: Negotiate and sign at least 300 new partnership agreements with domestic, non-governmental parties.

Removed: AMO-19-6: Negotiate and conclude at least 80 international and interagency agreements with foreign and domestic partners 

in support of NASA missions.

4.1.3: Develop and implement the multiyear NASA Small Business Strategic Plan, which will promote and increase small business 

programs and outreach through strategic collaborative efforts with internal and external partners and stakeholders

Revised: AMO-19-11: Strengthen and promote small business awareness and participation by utilizing innovative techniques to benefit 

the Agency’s small business program, including through the consolidation of Agency-level small business activities in specific, pre-determined geographical areas

4.3.1: Assure the safety and health of NASA’s activities and reduce damage to assets through the development, implementation, and 

oversight of Agency-wide safety, reliability, maintainability, quality assurance, and health and medical policies and procedures.

Revised: AMO-19-19: During FY 2019, keep the number of variances made in any single human spaceflight program to below five percent of the total number of program requirements derived from Office of the Chief Health and Medical Officer standards and policies.

Removed: 4.3.2: Implement the policies, procedures, and oversight to continuously improve the probability of technical and programmatic mission success

Removed: AMO-19-17: Assure 100 percent of Category 1 and 2 projects use Agency Safety and Mission Success policy, procedures 

and independent assessments focused on both technical and programmatic mission success.

Removed: AMO-19-18: Assure that 100 percent of the engineering and programmatic workforce has access to the standards and knowledge base needed to maintain and build their skills.
Appendix A—Changes to the FY 2019 Performance Plan

NASA’s FY 2020 Volume of Integrated Performance 141

Moved to 4.3.1: AMO-19-19: During FY 2019, keep the number of variances made in any single human spaceflight program to below 

five percent of the total number of program requirements derived from Office of the Chief Health and Medical Officer (OCHMO) standards and policies.

4.4.2: Sustain equal opportunity (EO) and diversity and inclusion (D&I) programs and processes that help to proactively prevent 

discrimination, achieve more equitable and inclusive work environments, and more efficiently address EO concerns.

Revised: AMO-19-21: Sustain employee perceptions of the workplace as measured by the Federal Employee Viewpoint Survey Inclusion Index percentages.

Revised: AMO-19-35: Increase efficiency in equal employment opportunity (EEO) programs (such as EEO complaints processing, 

anti-harassment, and reasonable accommodations), demonstrated by achieving at least 85 percent timely processing of matters raised 

in FY 2020.

4.5.1: Safeguard NASA’s data and IT assets by implementing cybersecurity and privacy capabilities.

Removed: AMO-19-22: At least 45 percent of NASA’s applicable high-value assets (HVAs) require all users to authenticate through the 

machine-based or user-based enforcement of a two-factor Personal Identity Verification (PIV) credential or other Identity Assurance Level 3/Authenticator Assurance Level 3 credential, as applicable based on an HVA assessment of system architecture.

Updated: 4.5.2: Improve the security and resiliency of NASA’s operational technology (OT) systems to ensure safe and secure operation of NASA’s critical infrastructure in a manner consistent with guidance from the National Institute of Standards and Technology 

(NIST).

Revised: AMO-19-24: Identify at least 95 percent of the operational technology systems that are part of the assets on the NASA Critical 

Infrastructure list.

Removed: 4.5.3: Achieve improvements in overall Office of Protective Services physical security operations, standardization, efficiencies, and economies of scale.

Removed: AMO-19-25: Maintain Federal Law Enforcement Training Accreditation Federal Arrest Authority programmatic accreditation 

and Academy accreditation.
Appendix B—Data Quality Elements

NASA’s FY 2020 Volume of Integrated Performance 142

Above: Lockheed Martin engineers assemble Orion’s crew module at NASA Kennedy Space Center Operations and Checkout building. Image 

credit: NASA/Rad Sinyak

Appendix B

Data Quality Elements

Data quality elements describe how NASA ensures the accuracy and reliability of the data used to measure 

progress towards each performance goal for the FY 2018 Annual Performance Report. These elements include 

the sources of the data, the means used to verify and validate the results, and any limitations to the data at the 

required level of accuracy. If any significant data limitations exist that could impede accurate reporting, this section 

will include a discussion of how the Agency compensates for those limitations. 

Strategic Goal 1: Expand human knowledge through new scientific discoveries

Performance Goal 1.1.1: Demonstrate progress in exploring the physical processes in the space environment from the Sun to Eart

and throughout the solar system

Data Source: Review of the ratings and supporting material from the external expert review panel, along with a written explanation of 

any other significant factors considered in arriving at the rating, if applicable.

Verification & Validation: On an annual basis, an independent, external expert review panel from the Heliophysics Advisory Committee 

(HPAC) evaluates scientific progress relative to the current science plan and assigns a rating to the annual performance indicator (API) 

that supports this performance goal (PG). Their findings are available online at https://science.nasa.gov/researchers/nac/science-advisory-committees/. The Heliophysics Division Director recommends a rating for the performance goal based on the findings of the 

review panel and other significant factors, if applicable. Ratings are reviewed by the Deputy Associate Administrator for Research within 

NASA’s Science Mission Directorate (SMD), with any issues being resolved by the Associate Administrator for SMD.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 1.1.2: Demonstrate progress in advancing understanding of the connections that link the Sun, Earth, and planetary space environments, and the outer reaches of the solar system.

Data Source: Review of the ratings and supporting material from the external expert review panel, along with a written explanation of 

any other significant factors considered in arriving at the rating, if applicable.

Verification & Validation: On an annual basis, an independent, external expert review panel from HPAC evaluates scientific progress 

relative to the current science plan and assigns a rating to the API that supports this PG. Their findings are available online at https://

science.nasa.gov/researchers/nac/science-advisory-committees/. The Heliophysics Division Director recommends a rating for the performance goal based on the findings of the review panel and other significant factors, if applicable. Ratings are reviewed by the Deputy 

Associate Administrator for Research within NASA SMD, with any issues being resolved by the Associate Administrator for SMD.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 
Appendix B—Data Quality Elements

NASA’s FY 2020 Volume of Integrated Performance 143

Performance Goal 1.1.3: Demonstrate progress in developing the knowledge and capability to detect and predict extreme condition

in space to protect life and society and to safeguard human and robotic explorers beyond Earth

Data Source: Review of the ratings and supporting material from the external expert review panel, along with a written explanation of 

any other significant factors considered in arriving at the rating, if applicable.

Verification & Validation: On an annual basis, an independent, external expert review panel from HPAC evaluates scientific progress 

relative to the current science plan and assigns a rating to the API that supports this PG. Their findings are available online at https://

science.nasa.gov/researchers/nac/science-advisory-committees/. The Heliophysics Division Director recommends a rating for the performance goal based on the findings of the review panel and other significant factors, if applicable. Ratings are reviewed by the Deputy 

Associate Administrator for Research within NASA SMD, with any issues being resolved by the Associate Administrator for SMD.

Data Limitation: None identified. Data are sufficiently accurate for their intended use.

Performance Goal 1.1.4: By December 2019, launch one mission in support of Heliophysics.

Data Source: Written explanation of the rating and supporting material from the SMD’s Flight Program Review archives. The Deputy 

Associate Administrator for SMD recommends a rating based on whether the underlying missions are on track to launch during the goal 

period.

Verification & Validation: Review of the documentation listed under Data Sources.

Data Limitation: None identified. Data are sufficiently accurate for their intended use.

Performance Goal 1.1.5: Conduct on-orbit commissioning of the James Webb Space Telescope after launch. (Agency Priority Goal)

Data Source: Emails, press releases, and program-internal documents indicating progress NASA’s industry partners make toward the 

James Webb Space Telescope integration, test and launch.

Verification & Validation: NASA monitors and tracks its progress towards this goal using various Agency documents and reports, including Directorate Program Management Council (DPMC) materials, monthly reports from the project and industry partners, and other 

program-internal documents.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 1.1.6: Demonstrate progress in probing the origin and destiny of the universe, including the nature of black holes, 

dark energy, dark matter, and gravity.

Data Source: On an annual basis, an independent, external expert review panel from the Astrophysics Advisory Committee (AAC) 

evaluates scientific progress relative to the current science plan and assigns a rating to the API that supports this PG. Their findings 

are available online at https://science.nasa.gov/researchers/nac/science-advisory-committees/apac#meetingdocs. The Astrophysics 

Division Director recommends a rating for the performance goal based on the findings of the review panel and other significant factors, if 

applicable. Ratings are reviewed by the Deputy Associate Administrator for Research within NASA SMD, with any issues being resolved 

by the Associate Administrator for SMD.

Verification & Validation: Review of the ratings and supporting material from the external expert review panel, along with a written explanation of any other significant factors considered in arriving at the rating, if applicable.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 1.1.7: Demonstrate progress in exploring the origin and evolution of the galaxies, stars, and planets that make up 

the universe

Data Source: On an annual basis, an independent, external expert review panel from AAC evaluates scientific progress relative to the 

current science plan and assigns a rating to the API that supports this PG. Their findings are available online at https://science.nasa.

gov/researchers/nac/science-advisory-committees/apac#meetingdocs. The Astrophysics Division Director recommends a rating for the 

performance goal based on the findings of the review panel and other significant factors, if applicable. Ratings are reviewed by the Deputy Associate Administrator for Research within NASA SMD, with any issues being resolved by the Associate Administrator for SMD.

Verification & Validation: Review of the ratings and supporting material from the external expert review panel, along with a written explanation of any other significant factors considered in arriving at the rating, if applicable.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 1.1.8: Demonstrate progress in discovering and studying planets around other stars and exploring whether the

could harbor life

Data Source: On an annual basis, an independent, external expert review panel from the AAC evaluates scientific progress relative to 

the current science plan and assigns a rating to the API that supports this PG. Their findings are available online at https://science.nasa.

gov/researchers/nac/science-advisory-committees/apac#meetingdocs. The Astrophysics Division Director recommends a rating for the 

performance goal based on the findings of the review panel and other significant factors, if applicable. Ratings are reviewed by the Deputy Associate Administrator for Research within NASA SMD, with any issues being resolved by the Associate Administrator for SMD.

Verification & Validation: Review of the ratings and supporting material from the external expert review panel, along with a written explanation of any other significant factors considered in arriving at the rating, if applicable.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 
Appendix B—Data Quality Elements

NASA’s FY 2020 Volume of Integrated Performance 144

Performance Goal 1.1.9: By December 2021, launch one mission in support of Astrophysics.

Data Source: Written explanation of the rating and supporting material from SMD’s Flight Program Review archives. The Deputy Associate Administrator for SMD recommends a rating based on whether the underlying mission is on track to launch during the goal period.

Verification & Validation: Review of the documentation listed under Data Sources.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 1.1.10: Demonstrate progress in advancing the understanding of how the chemical and physical processes in th

solar system operate, interact, and evolve.

Data Source: On an annual basis, an independent, external expert review panel from the Planetary Science Advisory Committee (PAC) 

evaluates scientific progress relative to the current science plan and assigns a rating to the API that supports this PG. Their findings are 

available online at https://science.nasa.gov/researchers/nac/science-advisory-committees/. The Planetary Science Division Director recommends a rating for the performance goal based on the findings of the review panel and other significant factors, if applicable. Ratings 

are reviewed by the Deputy Associate Administrator for Research within NASA SMD, with any issues being resolved by the Associate 

Administrator for SMD.

Verification & Validation: Review of the ratings and supporting material from the external expert review panel, along with a written explanation of any other significant factors considered in arriving at the rating, if applicable.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 1.1.11: Demonstrate progress in exploring and observing the objects in the solar system to understand how the

formed and evolve

Data Source: On an annual basis, an independent, external expert review panel from the PAC evaluates scientific progress relative to 

the current science plan and assigns a rating to the API that supports this PG. Their findings are available online at https://science.nasa.

gov/researchers/nac/science-advisory-committees/. The Planetary Science Division Director recommends a rating for the performance 

goal based on the findings of the review panel and other significant factors, if applicable. Ratings are reviewed by the Deputy Associate 

Administrator for Research within NASA SMD, with any issues being resolved by the Associate Administrator for SMD.

Verification & Validation: Review of the ratings and supporting material from the external expert review panel, along with a written explanation of any other significant factors considered in arriving at the rating, if applicable.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 1.1.12: Demonstrate progress in exploring and finding locations where life could have existed or could exis

today

Data Source: On an annual basis, an independent, external expert review panel from PAC evaluates scientific progress relative to the 

current science plan and assigns a rating to the API that supports this PG. Their findings are available online at https://science.nasa.

gov/researchers/nac/science-advisory-committees/. The Planetary Science Division Director recommends a rating for the performance 

goal based on the findings of the review panel and other significant factors, if applicable. Ratings are reviewed by the Deputy Associate 

Administrator for Research within NASA SMD, with any issues being resolved by the Associate Administrator for SMD.

Verification & Validation: Review of the ratings and supporting material from the external expert review panel, along with a written explanation of any other significant factors considered in arriving at the rating, if applicable.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 1.1.13: Demonstrate progress in improving understanding of the origin and evolution of life on Earth to guide th

search for life elsewhere

Data Source: On an annual basis, an independent, external expert review panel from PAC evaluates scientific progress relative to the 

current science plan and assigns a rating to the API that supports this PG. Their findings are available online at https://science.nasa.

gov/researchers/nac/science-advisory-committees/. The Planetary Science Division Director recommends a rating for the performance 

goal based on the findings of the review panel and other significant factors, if applicable. Ratings are reviewed by the Deputy Associate 

Administrator for Research within NASA SMD, with any issues being resolved by the Associate Administrator for SMD.

Verification & Validation: Review of the ratings and supporting material from the external expert review panel, along with a written explanation of any other significant factors considered in arriving at the rating, if applicable. 

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 1.1.14: Demonstrate progress in identifying and characterizing objects in the solar system that pose threats t

Earth or offer resources for human exploration

Data Source: On an annual basis, an independent, external expert review panel from PAC evaluates scientific progress relative to the 

current science plan and assigns a rating to the API that supports this PG. Their findings are available online at https://science.nasa.

gov/researchers/nac/science-advisory-committees/. The Planetary Science Division Director recommends a rating for the performance 

goal based on the findings of the review panel and other significant factors, if applicable. Ratings are reviewed by the Deputy Associate 

Administrator for Research within NASA SMD, with any issues being resolved by the Associate Administrator for SMD.

Verification & Validation: Review of the ratings and supporting material from the external expert review panel, along with a written explanation of any other significant factors considered in arriving at the rating, if applicable. 

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 
Appendix B—Data Quality Elements

NASA’s FY 2020 Volume of Integrated Performance 145

Performance Goal 1.1.15: Deliver the Mars 2020 instrument payload for spacecraft integration. (Agency Priority Goal)

Data Source: Emails, press releases, and program-internal documents indicating progress toward integration, test, and launch. 

Verification & Validation: NASA monitors and tracks its progress towards this goal using various Agency documents and reports, including DPMC materials, monthly reports from the project and contributing partners, and other program-internal documents.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 1.1.16: By December 2017, launch at least two mission in support of Planetary Science.

Data Source: Written explanation of the rating and supporting material from SMD’s Flight Program Review archives. The Deputy Associate Administrator for SMD recommends a rating based on whether the underlying missions are on track to launch during the goal period.

Verification & Validation: Review of the documentation listed under Data Sources.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 1.1.17: Demonstrate progress in advancing the understanding of changes in Earth’s radiation balance, air quality, 

and the ozone layer that result from changes in atmospheric composition

Data Source: On an annual basis, an independent, external expert review panel from the Earth Science Advisory Committee (ESAC) 

evaluates scientific progress relative to the current science plan and assigns a rating to the API that supports this PG. Their findings are 

available online at https://science.nasa.gov/researchers/nac/science-advisory-committees/. The Earth Science Division Director recommends a rating for the performance goal based on the findings of the review panel and other significant factors, if applicable. Ratings 

are reviewed by the Deputy Associate Administrator for Research within NASA SMD, with any issues being resolved by the Associate 

Administrator for SMD.

Verification & Validation: Review of the ratings and supporting material from the external expert review panel, along with a written explanation of any other significant factors considered in arriving at the rating, if applicable.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 1.1.18: Demonstrate progress in improving the capability to predict weather and extreme weather even

Data Source: On an annual basis, an independent, external expert review panel from the ESAC evaluates scientific progress relative 

to the current science plan and assigns a rating to the API that supports this PG. Their findings are available online at https://science.

nasa.gov/researchers/nac/science-advisory-committees/. The Earth Science Division Director recommends a rating for the performance 

goal based on the findings of the review panel and other significant factors, if applicable. Ratings are reviewed by the Deputy Associate 

Administrator for Research within NASA SMD, with any issues being resolved by the Associate Administrator for SMD.

Verification & Validation: Review of the ratings and supporting material from the external expert review panel, along with a written explanation of any other significant factors considered in arriving at the rating, if applicable.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 1.1.19: Demonstrate progress in detecting and predicting changes in Earth’s ecosystems and biogeochemica

cycles, including land cover, biodiversity, and the global carbon cycle.

Data Source: On an annual basis, an independent, external expert review panel from the ESAC evaluates scientific progress relative 

to the current science plan and assigns a rating to the API that supports this PG. Their findings are available online at https://science.

nasa.gov/researchers/nac/science-advisory-committees/. The Earth Science Division Director recommends a rating for the performance 

goal based on the findings of the review panel and other significant factors, if applicable. Ratings are reviewed by the Deputy Associate 

Administrator for Research within NASA SMD, with any issues being resolved by the Associate Administrator for SMD.

Verification & Validation: Review of the ratings and supporting material from the external expert review panel, along with a written explanation of any other significant factors considered in arriving at the rating, if applicable.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 1.1.20: Demonstrate progress in enabling better assessment and management of water quality and quantity t

accurately predict how the global water cycle evolves in response to climate change

Data Source: On an annual basis, an independent, external expert review panel from the ESAC evaluates scientific progress relative 

to the current science plan and assigns a rating to the API that supports this PG. Their findings are available online at https://science.

nasa.gov/researchers/nac/science-advisory-committees/. The Earth Science Division Director recommends a rating for the performance 

goal based on the findings of the review panel and other significant factors, if applicable. Ratings are reviewed by the Deputy Associate 

Administrator for Research within NASA SMD, with any issues being resolved by the Associate Administrator for SMD.

Verification & Validation: Review of the ratings and supporting material from the external expert review panel, along with a written explanation of any other significant factors considered in arriving at the rating, if applicable.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 1.1.21: Demonstrate progress in improving the ability to predict climate changes by better understanding th

roles and interactions of the ocean, atmosphere, land, and ice in the climate system.

Data Source: On an annual basis, an independent, external expert review panel from the ESAC evaluates scientific progress relative 

to the current science plan and assigns a rating to the API that supports this PG. Their findings are available online at https://science.
Appendix B—Data Quality Elements

NASA’s FY 2020 Volume of Integrated Performance 146

nasa.gov/researchers/nac/science-advisory-committees/. The Earth Science Division Director recommends a rating for the performance 

goal based on the findings of the review panel and other significant factors, if applicable. Ratings are reviewed by the Deputy Associate 

Administrator for Research within NASA SMD, with any issues being resolved by the Associate Administrator for SMD.

Verification & Validation: Review of the ratings and supporting material from the external expert review panel, along with a written explanation of any other significant factors considered in arriving at the rating, if applicable.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 1.1.22: Demonstrate progress in characterizing the dynamics of Earth’s surface and interior, improving the capability to assess and respond to natural hazards and extreme events

Data Source: On an annual basis, an independent, external expert review panel from the ESAC evaluates scientific progress relative 

to the current science plan and assigns a rating to the API that supports this PG. Their findings are available online at https://science.

nasa.gov/researchers/nac/science-advisory-committees/. The Earth Science Division Director recommends a rating for the performance 

goal based on the findings of the review panel and other significant factors, if applicable. Ratings are reviewed by the Deputy Associate 

Administrator for Research within NASA SMD, with any issues being resolved by the Associate Administrator for SMD.

Verification & Validation: Review of the ratings and supporting material from the external expert review panel, along with a written explanation of any other significant factors considered in arriving at the rating, if applicable.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 1.1.23: Further the use of Earth system science research to inform decisions and provide benefits to socie

Data Source: NASA Applied Sciences Program’s Annual Report, CFI Group report, and other documentation, as appropriate. The Director of the NASA Applied Sciences Program recommends a rating after reviewing progress toward the performance goal.

Verification & Validation: Review of the documentation listed under Data Sources.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 1.1.24: By December 2021, launch three missions in support of Earth Science.

Data Source: Written explanation of the rating and supporting material from SMD’s Flight Program Review archives. The Deputy Associate Administrator for SMD recommends a rating based on whether the underlying missions are on track to launch during the goal period.

Verification & Validation: Review of the documentation listed under Data Sources.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 1.2.1: Conduct basic and applied biological and physical research to advance and sustain U.S. scientific expertise

Data Source: Documentation for payloads delivered to the International Space Station (ISS) Program; ISS flight manifests; Standing 

Review Board program reports; Center for the Advancement of Science in Space press releases and award documents; project and 

investigator internal reporting; and the NASA Task Book bibliographic data, available at https://taskbook.nasaprs.com/Publication/index.

cfm?action=bib_search.

Verification & Validation: Review of the documentation listed under Data Sources.

Data Limitation: Potential lag time. For peer-reviewed publications, data are gathered throughout the year, but tend to concentrate at the 

end of the year. Intermediate data are of limited significance. Data are sufficiently accurate for their intended use. 

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

exploration and utilization

Performance Goal 2.1.1: Increase the crew time for research and development beyond the three U.S. Orbital Segment crew baseline.

Data Source: Human Exploration and Operations Mission Directorate (HEOMD) DPMC and the ISS Program Quarterly Reviews.

Verification & Validation: Review of the documentation listed under Data Sources.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 2.1.2: Ensure vital assets are ready, available, and appropriately sized to conduct NASA’s Mission.

Data Source: Center level analysis and schedules.

Verification & Validation: The DPMC is the governing body for review of this performance goal.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 2.1.3: Facilitate the commercial development of low Earth orbit (LEO) to transition to a commercial LEO human 

spaceflight enterprise where NASA is one of many customers

Data Source: HEOMD DPMC and the ISS Program Quarterly Reviews.

Verification & Validation: Review of the documentation listed under Data Sources.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 
Appendix B—Data Quality Elements

NASA’s FY 2020 Volume of Integrated Performance 147

Performance Goal 2.2.1: Achieve critical milestones in development of new systems for the human exploration of deep spa

(Agency Priority Goal)

Data Source: Schedules and Quarterly Program Status Report packages.

Verification & Validation: Review by the HEOMD DPMC.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 2.2.2: Demonstrate deep space habitat concepts using prototypes developed in partnership with Next Spac

Technologies for Exploration Partnerships Phase 2 industry partners

Data Source: Industry partner-provided data to verify accomplishment of milestones.

Verification & Validation: Review of contractually-binding technical milestones.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. Some of the data developed by NASA’s commercial partners may be protected under Intellectual Property Statutes.

Performance Goal 2.2.3: Use the International Space Station (ISS) as a testbed to demonstrate the critical systems necessary for 

long-duration missions. Between October 1, 2017, and September 30, 2019, NASA will initiate at least eight in-space demonstrations 

of technology critical to enable human exploration in deep space. (Agency Priority Goal)

Data Source: Press releases and program-internal documents indicating whether or not NASA has initiated its planned inspace technology demonstrations.

Verification & Validation: NASA monitors and tracks its progress towards this goal using various Agency documents and reports, 

including materials from the Advanced Exploration Systems, and ISS program reviews, project schedules, and other program-internal 

documents. NASA also issues press releases for its major technology demonstration experiments.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 2.2.4: Develop planetary In-Situ Resource Utilization technologies. 

Data Source: Link(s) to press releases and design review board documents 

Verification & Validation: HEOMD DPMC and NASA Policy Directive 7120.8 or tailored 7120.5 for the In-Situ Resource Utilization payload. 

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 2.2.5: Engage industry in developing concepts to satisfy both NASA and commercial goals for a Power and Propulsion Element for deep space transportation

Data Source: Link(s) to press releases and Design Review Board documents. See also https://www.nasa.gov/feature/nasa-seeks-industry-studies-for-deep-space-power-propulsion and https://www.fbo.gov/spg/NASA/GRC/OPDC20220/80GRC018R0005/listing.html.

Verification & Validation: Review by HEOMD DPMC. 

Data Limitation: Materials provided by NASA’s industry partners may include company-proprietary information. Data are sufficiently 

accurate for their intended use. 

Strategic Goal 3: Address national challenges and catalyze economic growth

Performance Goal 3.1.1: Explore and advance promising early stage solutions to space technology challenges through investmen

across the U.S. innovation community.

Data Source: Space Technology Research Grants, NASA Innovative Advanced Concepts, and Center Innovation Fund program documentation and press releases.

Verification & Validation: Within Space Technology Mission Directorate (STMD), Strategic Planning and Integration (SPI) coordinates 

and integrates performance goal and PG/API review and evaluation, working closely with portfolio executives, program executives, and 

program managers responsible for individual PGs/APIs. For this PG, this process includes review of program documentation and press 

releases for Space Technology Research Grants, NASA Innovative Advanced Concepts, and Center Innovation Fund. Final ratings and 

justifications are approved by the SPI Director. During annual program performance status reviews, each program reports applicable 

PG/API ratings and justification to the STMD Program Management Council (PMC).

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 3.1.2: Advance technologies that offer significant improvement to existing solutions or enable new space scienc

and exploration capabilities

Data Source: Evidence will include the list of planned fiscal year milestones, along with completion status.

Verification & Validation: Within STMD, SPI coordinates and integrates PG/API review and evaluation, working closely with portfolio 

executives, program executives and program managers responsible for individual PGs/APIs. For this PG, this process includes monthly 

assessment of milestone progress by Game Changing Development, including presentation of status to STMD leadership. Final ratings 

and justifications are approved by the SPI Director. During annual program performance status reviews, each program reports applicable PG/API ratings and justification to the STMD PMC.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 
Appendix B—Data Quality Elements

NASA’s FY 2020 Volume of Integrated Performance 148

Performance Goal 3.1.3: Mature new crosscutting space technology capabilities for demonstrati

Data Source: Review reports, Key Decision Points (KDP) decision memoranda, or other relevant milestone documentation.

Verification & Validation: Within STMD, SPI coordinates and integrates PG/API review and evaluation, working closely with portfolio executives, program executives, and program managers responsible for individual PGs/APIs. For this PG, this process includes quarterly 

verification of completion of project KDPs or key associated reviews (e.g., Preliminary Design Reviews, Critical Design Reviews), as 

defined in governing NASA Procedural Requirements; launches; and significant ground tests or flight operations. Final ratings and justifications are approved by the SPI Director. During annual program performance status reviews, each program reports applicable PG/API 

ratings and justification to the STMD PMC. 

 Data Limitation: None identified. Data are sufficiently accurate for their intended use.

Performance Goal 3.1.4: Engage the established commercial sector, emerging aerospace markets, and economic regions to leverage common interests and grow the national economy

Data Source: Web articles, NASA news releases, program spreadsheets, and other relevant documentation stored on a document and 

records management system.

Verification & Validation: Within STMD, SPI coordinates and integrates PG/API review and evaluation, working closely with portfolio 

executives, program executives and program managers responsible for individual PGs/APIs. For this PG, this process includes review 

of NASA news releases, Web articles, and other relevant internal and external program documentation for the Small Business Innovation Research/Small Business Technology Transfer, Centennial Challenges, Prizes and Challenges, Flight Opportunities, and NASA 

Technology Transfer activities. During annual program performance status reviews, each program reports applicable PG/API ratings and 

justification to the STMD PMC. 

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 3.2.1: Develop solutions that will advance decision-making ability for improving air traffic management to accommodate future growth in air travel, and for increasing aviation safety under hazardous condition

Data Source: Execution of a series of demonstrations of NASA-developed concepts and technologies; demonstration data, including 

available aircraft and system performance metrics, and controller and pilot workload and acceptance data; and demonstration reports 

and technical publications that include data analyses, conclusions, and any recommendations from the demonstration participants.

Verification & Validation: Measure rating reviewed and approved quarterly by the Program Director and Aeronautics Research Mission 

Directorate (ARMD) Associate Administrator.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

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

supersonic aircraft

Data Source: Successful completion and reports for Project key decision points and lifecycle reviews. Plans and approvals for Initial 

Community Response.

Verification & Validation: Measure rating reviewed and approved semi-annually and annual reviews by the Program Director and ARMD 

Associate Administrator.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 3.2.3: Advance airframe and engine technologies to enable the development of future generations of ultra-efficient air vehicles that minimize environmental impa

Data Source: NASA publications (e.g., technical memoranda, contractor reports) and/or presentations and test reports.

Verification & Validation: Measure rating reviewed and approved semi-annually and annual reviews by the Program Director and ARMD 

Associate Administrator.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 3.2.4: Facilitate significant environmental and efficiency improvements through research on alternative jet fue

use, and on hybrid gas-electric propulsion system concepts.

Data Source: NASA publications (e.g., technical memoranda, contractor reports) and/or presentations and test reports.

Verification & Validation: Measure rating reviewed and approved semi-annually and annual reviews by the Program Director and ARMD 

Associate Administrator.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 3.2.5: Significantly increase the ability to anticipate and resolve potential safety issues, and to predict the health 

and robustness of aviation systems

Data Source: Assured tools that improve the accuracy of real-time detection, diagnosis, and prediction of hazardous states and the 

impact of these states on system safety. Demonstration, benefits analysis, and transition of new real-time system-wide safety technologies.
Appendix B—Data Quality Elements

NASA’s FY 2020 Volume of Integrated Performance 149

Verification & Validation: Measure rating reviewed and approved semi-annually and annual reviews by the Program Director and ARMD 

Associate Administrator.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 3.2.6: Support transformation of civil aircraft operations and air traffic management through the development, 

application, and validation of advanced autonomy and automation technologies, including addressing critical barriers to enabling 

urban on-demand air mobility and unmanned aircraft systems (UAS) operations in low-altitude airspace.

Data Source: UAS Traffic Management Technology Capability Level research assessment and related documentation.

Verification & Validation: Measure rating reviewed and approved semi-annually and annual reviews by the Program Director and ARMD 

Associate Administrator.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 3.3.1: Enhance reach and effectiveness of programs and projects that engage the publ

Data Source: Specific to each platform or communications tool, with contributions from programs, mission directorates, functional offices, and field centers. Includes after-event reports, lessons-learned documentation, media monitoring, and/or media metrics.

Verification & Validation: Measure rating reviewed and approved semi-annually and annual reviews by the Program Director and ARMD 

Associate Administrator.

Data Limitation: Constrained by legal limitations on collecting information on the public. Data are sufficiently accurate for their intended 

use. 

Performance Goal 3.3.2: Promote equal opportunity compliance and encourage best practices among NASA grant recipient institutio

Data Source: Office of Diversity and Equal Opportunity (ODEO) Compliance Tracking System; MissionSTEM Analytics.

Verification & Validation: Review compliance with NASA Policy Directive 2081.1A and NASA Procedural Requirements 2081.1A. Ensure 

signature by grant recipient institutions of NASA Form 1206 (i.e., the Assurance of Compliance form).

Data Limitation: Quantifying compliance actions in percentages is subject to some level or interpretation. In addition, there can be a lag 

time in reporting, because the purpose of the program is to assess grantee institution compliance with federal civil rights requirements, 

and if there is non-compliance, it can take months or years to achieve compliance. 

Performance Goal 3.3.3: Provide opportunities for students to engage with NASA’s aeronautics, space, and science people, content, 

and facilities in support of a diverse future NASA and aerospace industry workforce

Data Source: Project activity data from the Office of Education Performance Measurement (OEPM) System.

Verification & Validation: NASA’s Office of STEM Engagement reviews the data collected using the OEPM System to determine whether 

goals have been met. The measure is reviewed and approved by the Associate Administrator for the NASA Office of STEM Engagement.

Data Limitation: There is a data lag. Academic calendars do not coincide with the federal fiscal year calendar. In order to ensure accurate data collection and reporting, NASA’s Office of STEM Engagement uses prior year data (e.g., in FY 2019, NASA’s Office of STEM 

Engagement reports on 2017-2018 academic calendar year data) to meet performance reporting requirements. Data are sufficiently 

accurate for their intended use.

Performance Goal 3.3.4: Enhance the effectiveness of education investments using performance assessment and evaluation-drive

processes

Data Source: STEM Engagement Council working group’s deliverables and grant/cooperative agreement solicitations released by the 

Office of Education. 

Verification & Validation: Documents serving as the deliverables for each milestone will be obtained and reviewed by the Office of STEM 

Engagement Performance Assessment, Evaluation and Information Management Team to assess achievements of each milestone. A 

written assessment will be reviewed by the Deputy Associate Administrator for STEM Engagement to verify and validate findings. 

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 3.3.5: Provide opportunities for students to contribute to NASA’s aeronautics, space, and science missions and 

work in exploration and discovery

Data Source: Project activity data from the OEPM System.

Verification & Validation: NASA’s Office STEM Engagement staff review the data collected using the OEPM System to determine 

whether goals have been met. The measure rating is reviewed and approved by the Associate Administrator for NASA’s Office of STEM 

Engagement.

Data Limitation: There is a data lag. Academic calendars do not coincide with the federal fiscal year calendar. In order to ensure accurate data collection and reporting, NASA’s Office of STEM Engagement uses prior year data (e.g., in FY 2018, NASA education reports 

on FY 2017 data) to meet performance reporting requirements. Data are sufficiently accurate for their intended use. 
Appendix B—Data Quality Elements

NASA’s FY 2020 Volume of Integrated Performance 150

Strategic Goal 4: Optimize capabilities and operations

Performance Goal 4.1.1: Efficiently manage the coordination of NASA’s domestic, interagency, and international partnership agreements to ensure that the partnerships continue to provide value to the Agency, including through the advancement of one or more 

Agency institutional or programmatic objectives

Data Source: NASA Headquarters Mission Directorate Reviews; Information from the Partnerships Agreement Maker Database; and 

Partnership Council meetings and briefings. 

Verification & Validation: Review of documentation listed under Data Sources. Partnership Council review of significant partnership 

activities; and compliance with NASA Policy Directive 1050.11 and NASA Advisory Implementing Instructions 1050-1, 1050-2, 1050-3.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 4.1.2: Achieve savings for the Agency through acquisition refor

Data Source: NASA Strategic Sourcing Plan, Master Buy Plan Database, and Federal Procurement Data System.

Verification & Validation: Review compliance with the Office of Management and Budget (OMB) Strategic Sourcing Policy, NASA Policy 

Directive 1000.5B, Federal Acquisition Regulation (FAR), and the NASA FAR Supplement.

Data Limitation: Contract data availability from the Federal Procurement Data System and Federal Strategic Sourcing Initiative data 

collection system lags in the reporting cycle. Data are sufficiently accurate for their intended use. 

Performance Goal 4.1.3: Develop and implement the multiyear NASA Small Business Strategic Plan, which will promote and 

increase small business programs and outreach through strategic collaborative efforts with internal and external partners and 

stakeholders

Data Source: NASA’s Office of Small Business Programs website, NASA Vendor Database, press releases, and NASA-internal documentation.

Verification & Validation: Review of the documentation listed under Data Sources. Final rating is determined by the Associate Administrator of OSBP.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 4.2.1: Provide cargo transportation to support on-orbit crew members and utilizati

Data Source: HEOMD DPMC and the ISS Program Quarterly Reviews.

Verification & Validation: Review of the documentation listed under Data Sources.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 4.2.2: Facilitate the development of and certify U.S. industry-based crew transportation systems while maintaining competition, returning International Space Station (ISS) crew transportation to the United States. (Agency Priority Goal)

Data Source: Email(s) and press releases indicating industry partners continue to make progress maturing their transportation system 

technical and certification/verification efforts.

Verification & Validation: Review by NASA’s PMC and HEOMD DPMC. 

Data Limitation: Materials provided by NASA’s industry partners may include company-proprietary information. Data are sufficiently 

accurate for their intended use. 

Performance Goal 4.2.3: Invest financial and technical resources to stimulate efforts within the private sector to develop and demonstrate safe, reliable, and cost-effective space capabilitie

Data Source: Email(s) and press releases indicating industry partners continue to make progress maturing their transportation system 

technical and certification/verification efforts.

Verification & Validation: Review by NASA’s PMC and the HEOMD DPMC. 

Data Limitation: Materials provided by NASA’s industry partners may include company-proprietary information. Data are sufficiently 

accurate for their intended use. 

Performance Goal 4.2.4: Review the current state of the NASA test capabilities, known test requirements, and test requests, and 

ensure their availability to meet the Nation’s needs

Data Source: Rocket Propulsion Test staff presentations at quarterly DPMC and program management review meetings.

Verification & Validation: Review of the documentation listed under Data Sources. 

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 4.2.5: Complete Launch Services Program (LSP) objectives for all NASA-managed expendable launches.

Data Source: LSP Mission Success Metric 0773, which is updated at the end of each fiscal year; and link(s) to mission press release(s).
Appendix B—Data Quality Elements

NASA’s FY 2020 Volume of Integrated Performance 151

Verification & Validation: Review of the documentation listed under Data Sources by the HEOMD Launch Services Office Director, and 

Launch Services Program Program Planning Office.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 4.2.6: Maintain a minimum of 95 percent delivery of the Space Communications network services that support 

NASA and other customers’ mission success

Data Source: NASA-internal presentation charts and link(s) to external press releases.

Verification & Validation: Review of the documentation listed under Data Sources by the HEOMD DPMC and at the Baseline Performance Review.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 4.2.7: Replace the aging Deep Space Network infrastructu

Data Source: NASA-internal presentation charts and link(s) to external press releases.

Verfication & Validation: Review of the documentation listed under Data Sources by the HEOMD DPMC and at the Baseline Performance Review.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 4.2.8: Ensure the strategic availability and maintenance of facilities that are necessary to meet the long-ter

needs and requirements of the Agency

Data Source: Quarterly program reviews by the Space Environments Testing Management Office (SETMO).

Verification & Validation: Assessment SETMO by staff at the quarterly program reviews.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 4.3.1: Assure the safety and health of NASA’s activities and reduce damage to assets through the development, 

implementation, and oversight of Agency-wide safety, reliability, maintainability, quality assurance, and health and medical policies 

and procedures.

Data Source: NASA Mishap Information System.

Verification & Validation: Quarterly review of the data listed under Data Sources.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 4.3.2: Implement the policies, procedure and oversight to continuously improve the probability of technical and 

programmatic mission success

Data Source: Baseline Performance Review. 

Verfication & Validation: Quarterly reviews noted under Data Source. 

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 4.4.1: Define and build diverse workforce skills and competencies needed for the Agency’s Missi

Data Source: Federal Employee Viewpoint Survey (FEVS) Innovation Index. Publicly available from the Office of Personnel Management (OPM) and Partnership for Public Service.

Verification & Validation: Review trends from the 2011 baseline. Monitor focus areas that drive innovation, including recognizing/rewarding innovative performance, engaging/connecting the workforce, and building model supervisors and leaders, through additional indices 

in the FEVS.

Data Limitation: None identified. Data are sufficiently accurate for their intended use and are generally available late in the 4th quarter of 

the fiscal year. 

Performance Goal 4.4.2: Sustain equal opportunity (EO) and diversity and inclusion programs and processes that help to proactively 

prevent discrimination, achieve more equitable and inclusive work environments, and more efficiently address EO concerns. 

Data Source: NASA Model Equal Employment Opportunity Agency Plan, Strategic Management Council, Diversity and Inclusion Strategic Partnership meetings, and Baseline Performance Review reporting.

Verification & Validation: Assessment of the NASA Model Equal Employment Opportunity Agency Plan and NASA Diversity and Inclusion Strategic Implementation Plan.

Data Limitation: Some lag time in reporting of data, particularly at the end of the fiscal year. The OPM, which administers the FEVS, releases an FEVS technical report to accompany the survey each year. The FEVS technical report includes detailed information on FEVS 

sample design and selection; the survey instrument; and data collection, cleaning, weighting and analysis. OPM posts the survey results 

and FEVS technical reports to its http://www.fedview.opm.gov/ website. 
Appendix B—Data Quality Elements

NASA’s FY 2020 Volume of Integrated Performance 152

Performance Goal 4.5.1: Safeguard NASA’s data and IT assets by implementing cybersecurity and privacy capabilities.

Data Source: Quarterly President’s Management Council cybersecurity assessments for the maturity of specific cybersecurity capabilities.

Verification & Validation: Review of quarterly President’s Management Council’s cybersecurity assessments.

Data Limitation: Data regarding specific protections may be sensitive. Data are sufficiently accurate for their intended use. 

Performance Goal 4.5.3: Achieve improvements in overall Office of Protective Services physical security operations, standardization, efficiencies, and economies of scale.

Data Source: Integrated Security Functional Review functional review report(s), formal Federal Law Enforcement Training Accreditation 

certificates, and NASA-internal reports.

Verification & Validation: Review of the documentation listed under Data Sources.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 4.6.1: Between 2012 and 2018, support the demolition and elimination of obsolete and unneeded facilities. 

Data Source: Quarterly budget and excess property reports.

Verification & Validation: Review of the documentation listed under Data Source.

Data Limitation: None identified. Data are sufficiently accurate for their intended use. 

Performance Goal 4.6.2: Ensure that NASA continues progress towards implementing the targets and goals reflected in its annua

Sustainability Plan 

Data Source: Annual external reporting to the Department of Energy, OMB, and Council on Environmental Quality via the Energy-Greenhouse Gas Workbook; OMB Scorecard on Sustainability/Energy; and Strategic Sustainability Performance Plan.

Verification & Validation: Review of the documentation listed under Data Source.

Data Limitation: Lag time. Preliminary data are available in October or November after the end of each fiscal year, but final data typically 

are not available until January. Data are sufficiently accurate for their intended use. 

Performance Goal 4.6.3: Between 2018 and 2019, demonstrate increased facility reliability by reducing spending on unscheduled 

maintenance by one percent annually

Data Source: Systems application products and NASA center work plans.

Verification & Validation: Review of the documentation listed under Data Source.

Data Limitation: None identified. Data are sufficiently accurate for their intended use.