National Aeronautics and

 Space Administration

NOVEMBER 2020

NASA PRESIDENTIAL 

TRANSITION BINDER

www.nasa.gov
NOVEMBER 2020

NASA TRANSITION BINDER

TABLE OF CONTENTS

1 Strategic Material 4

1.1 Strategic Plan and Agency Leadership Summary .

1.2 Workforce 16

1.3 Agency Governance and Governing Councils .

1.4 Summary of Space Policy Directives  .

1.5 Upcoming NASA Milestones and External Events 22

2 NASA Budget 24

2.1 NASA Budget Overview  .

2.2 Office of the Chief Financial Officer Transition Milestones 28

3 Congressional Relations.. 

3.1 Appropriations .

3.2 Authorization .

4 NASA Mission Directorates 35

4.1 Aeronautics Research Mission Directorate 35

4.2 Human Exploration and Operations Mission Directorate 38

4.3 Science Mission Directorate .

4.4 Space Technology Mission Directorate 44

4.5 Mission Support Directorate .

5 NASA Functional Offices .

5.1 Office of the Chief Financial Officer 50

5.2 Office of the Chief Information Officer .

5.3 Office of Communications 55

5.4 Office of Diversity and Equal Opportunity .

5.5 Office of the General Counsel .

5.6 Office of International and Interagency Relations .

5.7 Office of Legislative and Intergovernmental Affairs 60

2
NOVEMBER 2020

NASA TRANSITION BINDER

5.8 Office of Science, Technology, Engineering, and Mathematics 

Engagement  .

5.9 Office of Small Business Programs 64

6 NASA’s Technical Authorities 65

6.1 Office of the Chief Health and Medical Officer/

Health and Medical Technical Authority 66

6.2 Office of the Chief Engineer/

Engineering Technical Authority .

6.3 Office of Safety and Mission Assurance/

Safety and Mission Assurance Technical Authority 68

7 NASA Center Profiles 69

7.1 Ames Research Center 70

7.2 Neil A. Armstrong Flight Research Center 

7.3 Glenn Research Center 74

7.4 Goddard Space Flight Center  .

7.5 Federally Funded Research and Development Center: 

Jet Propulsion Laboratory .

7.6 Lyndon B. Johnson Space Center 8

7.7 John F. Kennedy Space Center 8

7.8 Langley Research Center  .

7.9 Marshall Space Flight Center 88

7.10 Stennis Space Center 91

8 External Oversight and Advisory Input 93

8.1 NASA Office of Inspector General 93

8.2 NASA Advisory Committees and External Oversight 94

9 NASA Reference Links .

10 Acronyms .

3

TABLE OF CONTENTS
NOVEMBER 2020

NASA TRANSITION BINDER

1 STRATEGIC MATERIAL

1.1 Strategic Plan and Agency Leadership Summary

The NASA Strategic Plan: https://www.nasa.gov/sites/default/files/atoms/files/nasa_2018_

strategic_plan.pdf

NASA’s Vision 

To discover and expand knowledge for the benefit of humanity

NASA’s 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

NASA’s Strategic Goals

NASA’s historic and enduring purpose is aligned to four major themes, each 

characterized by a single word, that are reflected throughout the Agency’s activities: 

4
NOVEMBER 2020

NASA TRANSITION BINDER

NASA 2018 Strategic Plan Framework

Theme Strategic Goal Strategic Objective

Discover

Expand human 

knowledge through 

new scientific 

discoveries

1.1: Understand the Sun, Earth, solar system, and 

universe

1.2: Understand responses of physical and biological 

systems to spaceflight

Explore

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

Develop

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 engage the public in aeronautics, 

space, and science

Enable 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

5

1 Str

 1.1 Strtegic Pla
NOVEMBER 2020

NASA TRANSITION BINDER

Agency Leadership

Office of the Administrator (“A Suite”)

The Office of the Administrator provides overall leadership, planning, policy 

direction, management, and coordination for all NASA activities

Chief Scientist

Chief Technologist

Office of Agency

Council Staff

Office of Strategic 

Engagement and 

Assessments

Chief Financial 

Officer

Chief Information

Officer

Advisory Groups

NAC and ASAP

Inspector General

Stennis Space 

Center

Chief Engineer Chief, Safety and

Mission Assurance

Administrator

Deputy Administrator

Associate Administrator

Deputy Associate Administrator

Chief of Staff

Associate Administrator for Strategic 

Engagement and Assessments

Ames Research

Center

Johnson Space

Center

Armstrong Flight 

Research Center

Kennedy Space

Center

Glenn Research 

Center

Langley Research

Center

Goddard Space 

Flight Center

Marshall Space

Flight Center

Human Exploration 

and Operations 

Mission Directorate

Aeronautics 

Research 

Mission Directorate

Space Technology 

Mission Directorate

Science

 Mission Directorate

Jet Propulsion Laboratory**

NASA Management Office*

Mission Support 

Directorate

Small Business

Programs

Chief Human 

Capital Officer

Strategic

Infrastructure

Headquarters 

Operations

NASA Shared 

Services Center

Protective

Services Procurement

International and

Interagency Relations

STEM Engagement Communications

Legislative and

Intergovermental Affairs

Diversity and Equal

Opportunity

Chief Health and

Medical Officer

Reporting Structure Funding

Administrator Safety, Security, and Mission Services (SSMS) funded

Associate Administrator SSMS and Mission Directorate split funded

Note: Administrator may delegate direct reports to Deputy Administrator 

 at his/her discretion.

 * NMO oversees the Jet Propulsion Laboratory contract.

** Programmatic reporting to the Science Mission Directorate Associate 

 Administrator. JPL will participate in Agency-level functions, such as APMC. 

October 2020

General Counsel

6

1 Str

 1.1 Strtegic Pla
NOVEMBER 2020

NASA TRANSITION BINDER

NASA Administrator 

The Administrator leads the Agency and is accountable to the President for all 

aspects of the Agency’s mission, including establishing and articulating the 

Agency’s vision, strategy, and priorities and overseeing successful implementation 

of all supporting policies, programs, activities, and performance assessments

The Administrator performs all necessary functions to govern NASA operations 

and exercises the powers vested in NASA by law. The Administrator chairs the

Executive Council

NASA Deputy Administrator 

The Deputy Administrator advises the Administrator on overall leadership, planning, 

and policy direction for the Agency. The Deputy Administrator performs the duties

and exercises the powers delegated by the Administrator. The Deputy Administrator

acts for the Administrator in his or her absence by performing all necessary 

functions to govern NASA operations and exercise the powers vested in NASA 

by law

Associate Administrator 

The Associate Administrator performs the duties and exercises the powers 

delegated by the Administrator and acts for the Administrator in the absence 

of the Administrator and Deputy Administrator. The Associate Administrator is

responsible for integrating the technical and programmatic elements of the Agency 

and oversees the Agency’s Centers, Mission Directorates and their programs, and 

Technical Authorities. Additional responsibilities include overseeing the planning,

directing, organization, and control of the day-to-day Agency technical and 

programmatic operations, including establishing controls over Agency activities, 

providing a means for evaluating missions. The Associate Administrator chairs both

the Acquisition Strategy Council and the Agency Program Management Council

Stephen Jurczyk

Stephen Jurczyk became NASA’s Associate Administrator, 

the Agency’s highest-ranking civil servant position, in 

May 2018. Prior to this assignment, he was the Associate

Administrator of the Space Technology Mission Directorate 

since June 2015. In this position he formulated and

executed the Agency’s Space Technology programs, 

focusing on developing and demonstrating transformative 

technologies for human and robotic exploration of the solar 

system in partnership with industry and academia

He previously was the Director of NASA’s Langley 

Research Center in Hampton, VA. Named to this position

7

1 Str

 1.1 Strtegic Pla
NOVEMBER 2020

NASA TRANSITION BINDER

in May 2014, he headed NASA’s first Field Center, which plays a critical role in 

NASA’s aeronautics research, exploration, and science missions. Jurczyk served

as Langley’s Deputy Center Director from August 2006 until his appointment 

as Director

Extended bio: https://www.nasa.gov/directorates/spacetech/about_us/bios/jurczyk_bio.html

Deputy Associate Administrator 

The Deputy Associate Administrator is responsible for integrating the mission 

support elements of the Agency. The Deputy Associate Administrator oversees

the Agency’s mission support functions through the Mission Support Directorate, 

Centers, and appropriate staff offices. The Deputy Associate Administrator chairs

the Mission Support Council. The Deputy Associate Administrator also performs the

duties and exercises the powers delegated by the Associate Administrator and acts 

for the Associate Administrator in the absence of the Associate Administrator

Melanie Saunders

Melanie Saunders is NASA’s Deputy Associate 

Administrator, assisting the NASA Administrator and senior 

managers in implementing all aspects of the Agency’s 

functions, policy, and integration of programs. She chairs

the NASA Mission Support Council (MSC), which serves as 

the Agency’s senior decision-making body regarding the 

integrated Agency mission support portfolio

Saunders had been the acting Deputy Director of NASA’s 

Johnson Space Center in Houston from February to June 

2018 and the Associate Director since 2009, managing 

one of NASA’s largest installations, with nearly 11,000 civil 

service and contractor employees and an annual budget 

of approximately $5 billion. She oversaw a broad range of

human space flight activities

Extended bio: https://www.nasa.gov/about/highlights/saunders_bio.html

Associate Administrator for Strategy and Plans

The Associate Administrator for Strategy and Plans directs the Office of Strategic 

Engagement and Assessments. The Associate Administrator for Strategy and

Plans is responsible for coordinating strategy implementation and policy integration 

activities in support of the Administrator and for policy integration

8

1 Str

 1.1 Strtegic Pla
NOVEMBER 2020

NASA TRANSITION BINDER

Tom Cremins

Tom Cremins became the Associate Administrator for 

Strategy and Plans in November 2015 and served as 

the initial acting Chief of Staff after the 2016 presidential 

transition. He had served as senior advisor to the

Administrator for strategy and policy implementation since 

April 2014. Before that, he worked in a range of critical and

leading-edge governmental and executive assignments, 

including Deputy AA in Exploration and AA for Space 

Operations Directorate, overseeing the health and vitality 

of the human space flight related Centers. For over a

decade he led negotiations and interactions with Russia 

and NASA’s other major human space flight partners

Between September 2008 and December 2010, he served 

as the Director of the Studies and Analysis Division in the 

NASA Administrator’s office. In this capacity, he oversaw Agency-wide strategic

assessments, analysis, and studies on the breadth of NASA’s programs, institutions, 

and external relationships

Extended bio: https://www.nasa.gov/content/

thomas-e-cremins-senior-advisor-to-the-administrator-for-strategy-and-policy-implementation/

Chief Scientist 

Jim Green

The Chief Scientist serves as principal advisor to the NASA Administrator and other 

senior officials on Agency science programs, strategic planning, and the evaluation 

of related investments. The Office of the Chief Scientist (OCS) represents all of

the scientific endeavors in the Agency, ensuring that they are aligned with and 

fulfill the administration’s science objectives. The OCS

advocates for NASA science in the context of broader 

Government science agendas and works closely with the 

White House Office of Science and Technology Policy 

and the Office of Management and Budget. OCS also

coordinates with representatives of the NASA Mission 

Directorates, Field Centers, and advisory committees 

on the content and objectives of the Agency’s science, 

research, and exploration portfolio. The Chief Scientist

represents the Agency’s strategic science objectives and 

accomplishments to the national and international science 

community, including other Government agencies, scientific 

organizations, industry, academia, and the public

9

1 Str

 1.1 Strtegic Pla
NOVEMBER 2020

NASA TRANSITION BINDER

Prior to his appointment in 2018 as NASA’s Chief Scientist, Dr. Jim Green was

the Director of the Planetary Science Division at NASA Headquarters. Under his

leadership, several missions have been successfully executed, including the New 

Horizons spacecraft flyby of Pluto; the MErcury Surface, Space ENvironment, 

GEochemistry and Ranging (MESSENGER) spacecraft to Mercury; the Juno 

spacecraft to Jupiter; the Grail spacecraft to the Moon; the Dawn spacecraft to 

Vesta and Ceres; and the landing of the Curiosity rover on Mars, just to name a few

Extended bio: https://www.nasa.gov/offices/ocs/chief-scientist_bio

Chief Technologist 

The Chief Technologist at NASA is the Administrator’s principal advisor and 

advocate on matters concerning Agency-wide technology policy and programs

The Office of the Chief Technologist (OCT) provides the strategy and leadership 

that integrate NASA’s technology development and open innovation activities. Th

office performs an Agency-level technology coordination role, coordinating with 

the NASA Mission Directorates and Field Centers to align the Agency’s technology 

investments to meet mission requirements while filling gaps, anticipating future 

needs, and minimizing duplication of effort

Douglas Terrier

Douglas Terrier is the Chief Technologist at NASA 

Headquarters, serving as the senior leader of the office

In this role, Terrier is the Agency’s principal advisor and 

advocate on NASA technology policy and programs, 

helping plot the strategic direction of the Agency’s space 

technology program. Prior to his current position, Terrier

worked at NASA’s Johnson Space Center in Houston as the 

Center’s Chief Technologist, serving as the principal advisor 

to the Center Director for technology, as well as the Center 

point of contact for the Agency Chief Technologist and the 

Space Technology Mission Directorate

Extended bio: https://www.nasa.gov/offices/oct/douglas-terrier-chief-technologist

10

1 Str

 1.1 Strtegic Pla
NOVEMBER 2020

NASA TRANSITION BINDER

Key Agency Initiatives

The leadership of NASA’s 13th Administrator, Jim Bridenstine, and Deputy 

Administrator Jim Morhard has provided an Agency-level focus on the Artemis 

program to enable a new era of lunar exploration. The A-suite efforts involve

engaging with stakeholders, securing resources, developing commercial 

opportunities, growing international partnerships, and enabling rapid technology 

development for NASA’s Moon-to-Mars campaign. At the same time, the leadership

team maintains a balanced portfolio between exploration interests and other 

Agency missions and activities

To enable effective messaging, the A-Suite revitalized strategic communications 

by aligning Agency component interests—communications, legislative affairs, and 

education—with the Chief of Staff. It has led to greater linkage between NASA’s

mission activities and content with Agency stakeholder efforts. This increased

coordination has resulted in numerous hosted events at NASA and partner facilities 

with international and congressional leadership, astronauts, scientists, engineers, 

and students

A vital piece of NASA’s success comes from its partnerships, particularly 

international. The A-suite has prioritized the development and maintenance of these

strategic partnerships by developing the Artemis Accords, codifying international 

partner ground rules for the Artemis program, and solidifying international partner 

contributions to the Gateway. In addition, senior leadership has emphasized interagency relations, particularly with the Department of Energy, to enable mutual

interests in exploration

Finally, through the budget process, the A-suite has encouraged Mission 

Directorates (MDs) and Centers to pursue Artemis while maintaining an overall 

balanced portfolio in other scientific, technological, and aeronautics areas

Beyond the high-profile efforts focused on robotic and human exploration, NASA 

senior leadership have continued to pursue overall Agency initiatives to increase the 

efficiency and effectiveness of NASA’s operating model. Key initiatives include the

following:

Program Performance Improvement

Improving program performance—in terms of cost, schedule, and technical 

parameters—is a signature focus for the current NASA leadership. Current

efforts include a reevaluation of how the Agency conducts its monthly Baseline 

Performance Review (BPR). This bottom-up review has been augmented to include

a greater emphasis on metrics, evaluating performance against the baseline, and 

11

1 Str

 1.1 Strtegic Pla
NOVEMBER 2020

NASA TRANSITION BINDER

the inclusion of Earned Value Management data, as well as reporting COVID-19 

impacts across NASA’s five Mission Directorates. In addition, new BPR reporting

guidelines were rolled out in February 2019 to ensure consistency across all 

assessments and to better focus those analyses on goals, commitments, and 

program risks. These efforts have in turn enhanced the quality of NASA’s Strategic

Review, an annual evaluation that the Agency utilizes to gauge progress made 

against its strategic direction, with outputs provided to the Office of Management 

and Budget (OMB) as legislatively mandated

In addition, NASA leadership has undertaken several program and project 

management initiatives in light of recent challenges in cost and schedule growth 

experienced by several of the Agency’s highest-profile missions. In December 2018,

NASA developed a new Corrective Action Plan, with an update in August 2020, to 

address concerns highlighted in the Government Accountability Office (GAO) High 

Risk Report. These comprised 13 separate initiatives, 6 of which have already been

completed. These initiatives included the expansion of the Agency’s Joint Cost

and Schedule Confidence Level requirements to improve cost performance, an 

increased emphasis on performance/leading indicators, and the establishment of a 

schedule repository to enable future missions to leverage past successes. Finally,

NASA’s Program Management Improvement Officer (PMIO) was designated to lead 

all program management integration activities—a single focal point in the Agency to 

facilitate the communication, coordination, stewardship, and synergy necessary to 

promote the overall enhancement of program management activities across NASA

Strategic Acquisition 

In 2018, NASA leadership formally established the Acquisition Strategy Council 

(ASC) as a forum to approve acquisition approaches for large, high-profile programs 

as recommended by the sponsoring Mission Directorate. Under the auspices of

the ASC, the Agency conducts Acquisition Strategy Meetings (ASMs), a decisionmaking opportunity for senior management to debate and approve program and 

project acquisition strategies, especially the “make-buy-partner” elements. These

elements have significant and long-term impacts on the Agency’s workforce, its 

needed size and core capabilities, the Center roles and work assignments, the 

potential external partnerships (international, interagency, and industrial), and the 

overall acquisition risk. Over the past 2 years, the ASC has deliberated acquisition

strategies for the Mars Sample Return mission, the lunar Gateway, the Human 

Landing System, an enterprise suite of exploration elements, and Commercial lowEarth orbit (LEO) opportunities. In addition, the ASC evaluates mission needs and

Agency workforce capacity through an annual Agency Strategic Implementation 

Planning (ASIP) meeting. It subsequently recommends results as high-level

12

1 Str

 1.1 Strtegic Pla
NOVEMBER 2020

NASA TRANSITION BINDER

guidance to the Executive Council (EC) to inform the formulation of the budget 

Strategic Programming Guidance. The ASC may decide or provide guidance on

significant additions or changes to Agency acquisition policies under the scope of 

acquisition defined in NASA Policy Directive (NPD) 1000.5

Strategic Workforce Planning 

To create a workforce that is ideally shaped to perform NASA’s mission today, 

tomorrow, and in the future, NASA’s Strategic Workforce Planning is committed to 

a more agile, strategically shaped workforce that is driven by work requirements

Toward that end, these changes, which have been implemented, include 1) an 

acquisition strategy that provides guidance as to what work should be assigned to 

and performed by each of NASA’s Centers; 2) a targeted reduction in the number 

of permanent full-time-equivalent (FTE) civil servants, drawing down by at least 10 

percent over the next 5 years; 3) encouragement of the Centers to consider nonpermanent workforce options, such as hiring time-limited civil servants, to meet 

mission requirements in excess of their permanent FTE targets (e.g., selected staf

is brought on board to work on a project, and they depart when that project is 

completed); 4) elimination of the philosophy of a “supply-based” workforce, where 

the Agency finds work for everyone on board, thus requiring fixed allocations of 

the number of onboard staff assigned to each of NASA’s Mission Directorates; 5) 

transition to a “demand-based” philosophy and determination of the workforce size 

and composition, where MDs and Centers collectively forecast how many people 

are needed to accomplish NASA’s projects; and 6) promotion of hiring flexibilities 

(such as direct hiring of interns, on-the-spot offers, and more aggressive use of 

NASA Excepted appointments for senior hires) and skill improvement (through 

increased hands-on experiences, rotations with industry, advanced degree support, 

and easier staff mobility between Centers)

Enterprise Protection Program

Formed in 2016, the Enterprise Protection Program (EPP) integrates work across 

NASA to identify and mitigate malicious threats to spacecraft, mission ground 

systems, and critical facility control systems. The EPP Board, chaired by the NASA

Associate Administrator, meets in classified and unclassified formats to decide 

on policies and actions to protect Agency systems. EPP has coordinated the

implementation of new protection policies and procedures, including cybersecurity, 

working closely with cognizant organizations. Incidents of purposeful interference

against NASA spacecraft led to new policy and technical standards for space 

protection against a range of current and potential malicious threats, including cyber 

threats to command links and positioning, navigation, and timing systems. A recent

unfettered intrusion into a critical NASA space communications system, combined 

with increasing cybersecurity threats to space systems, led to benchmarking other 

13

1 Str

 1.1 Strtegic Pla
NOVEMBER 2020

NASA TRANSITION BINDER

space agencies and mitigation recommendations. These recommendations are

practical ways to improve NASA mission cybersecurity culture and risk posture 

by instilling cybersecurity risk management into all aspects of our mission work 

to support mission success, safety, and security. EPP also works with the U

Space Command, including the National Space Defense Center (NSDC) for defense 

against threats to space systems. NASA engagement in this manner develops

interagency procedures and awareness of systems and organizational structure

NASA supports NSDC exercises and collaborates on end-of-mission vulnerability 

testing of NASA space systems

Digital Transformation

Digital Transformation (DT) is a priority for NASA leadership and an imperative for 

the Agency’s future. NASA missions are increasingly complex on shorter timelines;

the NASA partner community is growing while the global civil aerospace market is 

transforming; and public expectations for efficiency and effectiveness are leading 

to new business processes that are outpacing legacy systems. Additionally, top

talent hires are expecting to work in a digitally enabled and agile workspace. These

challenges are affecting every NASA organization and Center, and collectively 

they require DT solutions to increase decision velocity—powered by a “one data” 

culture, model-based analytics, seamless collaboration, and a digitally savvy 

workforce. In response, NASA recently established the Agency Business Innovation

Office to provide the vision, leadership, and central coordination of enterpriselevel DT solutions. This office will establish an integrated digital architecture and

supporting policies, coordinate distributed investments to limit duplication and 

maximize leveraging across the enterprise, assess future digital disruptions that 

have the potential to transform NASA practices, and facilitate partnerships to enable 

NASA to capitalize on external advances. These efforts will be organized around

NASA-approved DT roadmaps and implementation plans for six thrust areas: 

Data, Collaboration, Culture and Workforce, Model-Based Everything, Artificial 

Intelligence/Machine Learning, and Process Transformation

Unity Campaign and Inclusion

In September 2019, NASA launched the Unity Campaign, an effort to empower 

NASA’s workforce and organizations to more effectively work together and 

accomplish NASA’s missions. The Unity Campaign has two objectives: 1)

Transcendence—going from a focus on insular organizational and individual goals/

interests/identities to a focus on common and superordinate Agency goals and 

priorities; and 2) Connection—providing opportunities for the NASA workforce to 

connect with each other, interact, and increase their familiarity with each other 

as teammates and human beings. Agency-wide implementation plans are in

development and aimed at strengthening teamwork and collaboration through 

14

1 Str

 1.1 Strtegic Pla
NOVEMBER 2020

NASA TRANSITION BINDER

actionable steps. Such steps will be based on best practices worthy of scaling

in thematic areas such as communications, use of data, accountability and 

recognition, and succession management. As the Unity Campaign emerged, NASA

leadership recognized the need to add a fifth core value, Inclusion, to NASA’s 

current set of values: Safety, Teamwork, Integrity, and Excellence. This new value is

substantiated in NASA policy, NPD 1000.0C, as follows:

“Inclusion—NASA is committed to a culture of diversity, inclusion, and equity, where 

all employees feel welcome, respected, and engaged. To achieve the greatest

mission success, NASA embraces hiring, developing, and growing a diverse and 

inclusive workforce in a positive and safe work environment where individuals 

can be authentic. This value enables NASA to attract the best talent, grow the

capabilities of the entire workforce, and empower everyone to fully contribute.

15

1 Str

 1.1 Strtegic Pla
NOVEMBER 2020

NASA TRANSITION BINDER

1.2 Workforce

NASA is proud to have been named by the Partnership for Public Service as the 

“Best Place to Work” in the Federal Government (among large agencies) since 2012

This honor reflects NASA’s strong mission, project focus, and annual results from 

the Federal Employee Viewpoint Survey (FEVS). NASA has developed a positive

work culture with a high level of employee engagement through deliberate, proactive 

initiatives over time. This accomplishment is based on NASA’s Workforce Culture

Strategy, which flows through all our workforce initiatives. Key focus areas include

connecting employees, building model supervisors, and recognizing and rewarding 

innovative performance. Through these investments, NASA employees are heavily

engaged in their work and consistently cite shared values, shared commitment to the 

mission, and loyalty to the Agency as reasons for engagement

While NASA is committed to creating an environment where employees feel engaged 

and motivated to create innovative ideas, the Agency is also dedicated to ensuring 

that it has the best and brightest minds from across the United States. We are actively

exploring creative ways to recruit the next generation of NASA employees, particularly 

in competitive science, technology, engineering, and mathematics (STEM) fields, 

because nearly one-quarter of the workforce is retirement-eligible

The graphics on the following page provide additional insights and statistics on the 

current NASA workforce

16

1 Str

 1.2 
NOVEMBER 2020

NASA TRANSITION BINDER

NASA Civil Service Workforce by the Numbers

Civil Servant 

Head Count

Average 

Age

Average 

Years of 

NASA 

Service

Percent 

Retirement 

Eligible

Ames Research Center 1,289 49.8 15.0 28.

Armstrong Flight Research Center 534 48.1 12.9 21.

Glenn Research Center 1,572 47.2 17.2 27.

Goddard Space Flight Center 3,281 48.1 15.5 22.

Johnson Space Center 3,108 46.9 16.5 20.

Kennedy Space Center 2,080 46.5 14.5 18.

Langley Research Center 1,819 49.2 18.0 27.

Marshall Space Flight Center 2,394 48.0 17.3 24.

Stennis Space Center 280 48.3 13.0 16.

Headquarters 1,198 51.2 15.3 25.

NASA Shared Services Center 168 48.8 10.2 12.

Office of Inspector General 178 47.0 10.3 17.

Centers and NSSC 17,901 48.1 15.9 23.35%

NASA Civil Service Workforce At-a-Glance

1

NASA Civil Service Workforce At-A-Glance 

48.2

AVERAGE AGE

17,607 

FULL-TIME

EQUIVALENT (FTE) 

EMPLOYEES

23%

RETIREMENT

ELIGIBLE

EMPLOYEES

16 YEARS AVERAGE LENGTH OF

SERVICE AT NASA

NASA OFFERS A BROAD RANGE OF CAREER

OPPORTUNITIES ACROSS SCIENCE, TECHNOLOGY, 

AERONAUTICS AND SPACE EXPLORATION. 

34% 

OF THE

WORKFORCE IS

FEMALE

EARLY CAREER HIRES

In FY2017–FY2019, NASA had 

668 HIRES (31% of all hires) 

that were GS-11 and below

Total workforce includes (10%)

1,695 VETERANS

48% OF CIVIL SERVANTS

HAVE A MASTER’S

DEGREE OR PH.D.

FY17–FY19 ANNUAL

6% ATTRITION

Engineers

57%

Scientists

6%

Business 

Professionals

27%

Data Science, IT, and

Cyber Professionals

8%

Other

3%

DISTRIBUTION OF

EMPLOYEES BY

HIRING PERSONA

Data captured as of August 2020. Disclaimer: All percentages and fractions have been rounded up or down as necessary.

17

1 Str

 1.2 
NOVEMBER 2020

NASA TRANSITION BINDER

1.3 Agency Governance and Governing Councils

Throughout its history, NASA has maintained a number of chartered, formal governing 

councils for the purposes of making informed, documented decisions on key strategic, 

programmatic, and institutional questions. The configuration of NASA’s strategic

management system, including its governance framework, is documented in NASA 

Policy Directive (NPD) 1000.0C, the “root” of the NASA Directive and Regulation tree,

with council charters documented in NPD 1000.3E. Governance councils are manage

by the Office of Agency Council Staff (OACS), which reports to the NASA Chief of Staff

The current governance structure core implementation relies upon an Executive Council 

(EC) chaired by the NASA Administrator, a virtual Senior Management Council (SMC) 

used to collect Agency-wide inputs on key issues, an Agency Program Management 

Council (APMC) used to make key program implementation decisions, and a Mission 

Support Council (MSC) used to decide key Institutional issues. The Executive Council

makes decisions on questions of top-level NASA strategy, annual budget development, 

organization, and operating model. Technical capability perspectives inform both APMC

and MSC discussions and decisions. In addition, the Acquisition Strategy Council (ASC)

approves acquisition approaches for large, high-profile programs as recommended 

by the sponsoring Mission Directorate. The ASC provides a forum for make-buypartnership decisions as well as capability management issue

The primary councils are supported by special-purpose councils and reviews

The monthly Baseline Performance Review (BPR) implements routine, integrated 

performance management of all major Agency mission and institutional programs 

and projects. The functional relationships between NASA’s governing councils are

highlighted in the accompanying figure

• Agency strategy

• Agency governance, organization, roles

• Agency budget

• Stakeholder management

• Escalation and reclama path

• Mission support 

 strategies and structures

• Performance and 

 improvement initiatives

• Thresholded operational 

 decisions

• Risk, internal controls, 

 and liability

• Program and project 

 implementation

• Programmatic, technical, 

 and mission capabilities

• Risk management, risk 

 acceptance, and technical 

 authority

• Agency future work planning

• Specific acquisition strategy approval

• Acquisition policy, integration, and

 performance

• Partnerships

• Strategic make-buy-partner

• Performance vs. goals

EC

(SMC)

ASC

BPR

APMC MSC

18

1 Str

 1.3 Agency G
NOVEMBER 2020

NASA TRANSITION BINDER

1.4 Summary of Space Policy Directives 

(as of September 2020)

Space Policy Directive 1 

Reinvigorating America’s Human Space Exploration Program

https://www.whitehouse.gov/presidential-actions/

presidential-memorandum-reinvigorating-americas-human-space-exploration-program/

• This directive was signed by the President on December 11, 2017

• The directive amended the 2010 National Space Policy and directed NASA with 

regard to returning humans to the Moon: “Lead an innovative and sustainable 

program of exploration with commercial and international partners to enable 

human expansion across the solar system and to bring back to Earth new 

knowledge and opportunities. Beginning with missions beyond low-Earth orbit, the

United States will lead the return of humans to the Moon for long-term exploration 

and utilization, followed by human missions to Mars and other destinations.

Space Policy Directive 2 

Streamlining Regulations on Commercial Use of Space

https://www.whitehouse.gov/presidential-actions/

space-policy-directive-2-streamlining-regulations-commercial-use-space/

• This directive was signed by the President on May 24, 2018

• The directive outlines actions related to streamlining national regulations for the 

commercial use of space

• The Department of Transportation will review regulations governing the licensing 

of commercial space launch and reentry

• The Department of Commerce will review Commercial Remote Sensing 

regulations (updated rule issued in May 2020) and reorganize Commerce to 

support commercial space flight activities (legislative proposal submitted to 

Congress in October 2018, “SPACE Act”)

• The Department of Commerce and the Federal Communications Commission 

will review Federal Government activities related to radio frequency spectrum 

(October 2018, Presidential Memorandum on Developing a Sustainable 

Spectrum Strategy for America)

19

1 Str

 1.4 Sumar y of
NOVEMBER 2020

NASA TRANSITION BINDER

• The Executive Secretary of the National Space Council (NSpC) will review export 

licensing regulations affecting commercial space flight activity (in March 2019, 

NSpC issued four recommendations [11 actions]) to facilitate the availability of 

space for broader commercial use

• While the implementation of the recommendations falls to State and Commerce 

as the regulatory authorities, NASA would benefit from an aligning of spacerelated export controls to the regulatory model similar to civil and commercial 

aircraft, where only those technologies unique to military use are subject to the 

more rigorous regulations

Space Policy Directive 3 

National Space Traffic Management Policy

https://www.whitehouse.gov/presidential-actions/

space-policy-directive-3-national-space-traffic-management-policy/

• This directive was signed by the President on June 18, 2018

• The directive established first-ever national policy for Space Traffic Management 

(STM)

• Policy is public; the Implementation Plan is for official use only and has nine 

goals with a myriad of key tasks

• The United States will continue basic space situational awareness data and STM 

services free of direct user fees

• The Department of Commerce is the lead for space safety data and services 

available to the public, while the Department of Defense (DOD) maintains the 

authoritative catalog of space objects

• NASA will continue to further science and technology related to space situational 

awareness (Goal 1) and update the U.S. Orbital Debris Mitigation Standar

Practices (completed in November 2019) to address SmallSats and large 

constellations (Goal 2, key task 1)

Space Policy Directive 4 

Establishment of the United States Space Force

https://www.whitehouse.gov/presidential-actions/

text-space-policy-directive-4-establishment-united-states-space-force/

20

1 Str

 1.4 Sumar y of
NOVEMBER 2020

NASA TRANSITION BINDER

• This directive was signed by the President on February 19, 2019

• The Secretary of Defense will develop a legislative proposal establishing the 

United States Space Force (USSF) as the sixth branch of the Armed Forces, 

initially within the Department of the Air Force

• Interagency review by the NSpC and NSC may produce recommended changes 

to space operational authorities in order to address the threats posed by foreign 

adversaries

• DOD and the Intelligence Community will create collaborative mechanisms to 

improve space capabilities and operations

• USSF does not have a direct role in the civil exploration and development of 

space per se. However, activities such as space transportation and logistics,

power, communication, navigation, and space domain awareness are of dual-use 

value to all space sectors—civil, national security, and commercial

Space Policy Directive 5 

Cybersecurity Principles for Space Systems

https://www.whitehouse.gov/presidential-actions/

memorandum-space-policy-directive-5-cybersecurity-principles-space-systems/

• This directive was signed by the President on September 4, 2020

• The directive establishes key cybersecurity principles to guide and serve as 

the foundation for the U.S. approach to the cyber protection of space syste

It provides a whole-of-government framework to safeguard space assets and 

critical infrastructure

• Allows space systems operators to make appropriate risk trades when 

implementing cybersecurity requirements specific to their system

• In keeping with Space Policy Directive 5 guidance as well as the Federal 

Information Systems Act requirement, NASA leverages a risk-based, 

cybersecurity-informed approach to our mission systems’ development and 

operations. NASA implements the cybersecurity risk management framework

and associated guidance on security controls provided by the National Institute 

of Standards and Technology. Further, NASA has issued a new engineering

technical standard for the protection of space systems that supports the intent of 

Space Policy Directive 5

21

1 Str

 1.4 Sumar y of
NOVEMBER 2020

NASA TRANSITION BINDER

1.5 Upcoming NASA Milestones and External Events

Current as of October 31, 2020

DATE EVENT

NOVEMBER 2020

2 20th anniversary of continuous human presence on the ISS

10

European Space Agency (ESA)–European Organisation for the Exploitation 

of Meteorological Satellites (EUMETSAT)–National Oceanic and Atmospheric 

Administration (NOAA) Sentinel 6–Michael Freilich launch (Vandenberg)

NET 14 Crew-1 (SpaceX)

Mid/Late Nov. Canadian Space Agency Gateway MOU signing

24 Launch of China’s Chang’e-5 lunar sample return mission

30 Russian MLM launch to ISS

Late Nov./

Early Dec. SpaceX CRS-21 delivers first commercial airlock to space (NanoRacks)

DECEMBER 2020

1 X-59 Quiet Supersonic Transport (QueSST) major structures come together

5 JAXA’s Hayabusa2 Sample Return Capsule returns to Earth

11 FY 2021 Continuing Resolution expire

Early/Mid Dec. JAXA/Japan Gateway MOU signing

Late Dec./

Early Jan. Green Run “Hot Fire” test

Late Dec./

Early Jan.

Artemis I Core Stage travels from Stennis Space Center (SSC) to Kennedy Space 

Center (KSC)

JANUARY 2021

January Ilan Ramon International Space Conference, Israel

January Laser Communications Relay Demonstration launch 

January Orbital Flight Test-2 (Boeing)

January Second Blue Origin suborbital flight test of lunar landing tech

Jan. 28–Feb. 4 43rd COSPAR Scientific Assembly (U.N

FEBRUARY 2021

1 Northrop Grumman 15th ISS resupply mission launch

1–12 Scientific and Technical Subcommittee meeting of COPUOS (U.N

11–24 China’s Tianwen-1 Mars orbit insertion

15 UAE’s Emirates Mars Mission, Hope, Mars orbit insertion

18 Mars 2020 Perseverance landing

22

1 Str

 1.5 UpcomingNAS
NOVEMBER 2020

NASA TRANSITION BINDER

DATE EVENT

FEBRUARY 2021 (CONTINUED)

February FY 2022 President’s Budget Request rollou

February Selection of company/companies developing Artemis III Human Landing Systems

February U.N. COPUOS Legal Subcommittee meeti

MARCH 2021

1–15 X-57 first flight over Armstrong Flight Research Center

March SpaceX Crew-2

March Orion Recovery Test

March Launch of Tianhe-1, China’s core module to its space station

APRIL 2021

5 Boeing Crew Flight Test (CFT) to the ISS

10 Soyuz Crew launch to ISS

23 China’s Tianwen-1 landing on Mars

April Cislunar Autonomous Positioning System Technology Operations and Navigation 

Experiment (CAPSTONE) launch

April/May Ingenuity helicopter flight test on Mars

MAY 2021

May Splashdown and return of SpaceX Crew-1 mission

JUNE 2021

21–27 International Paris Air Show

June Meeting of the full COPUOS Committee

OTHER NOTABLE ITEMS PLANNED FOR 2021

July Double Asteroid Redirection Test (DART) launch

August SpaceX Crew-3

August 22–26 Space Symposium

September Landsat 9 launch 

September Astrobotic’s first Commercial Lunar Payload Services flight and landing on the Moon 

September Sierra Nevada Corp first mission to ISS

September SpaceX Crew-2 splashdown

October LUCY launch

October James Webb Space Telescope (JWST) launch

November Artemis I launch

By end of Dec. New astronaut class announcement

23

1 Str

 1.5 UpcomingNAS
NOVEMBER 2020

NASA TRANSITION BINDER

2 NASA BUDGET

2.1 NASA Budget Overview 

NASA’s budget formulation is one of the Agency’s central processes. The

development of NASA’s budget plan and the application of budget authority to 

achieve the Agency’s objectives are carried out through a four-stage Planning, 

Programming, Budgeting, and Execution process, referred to as PPBE. The PPBE

process integrates and formalizes what will and will not be done by the Agency for 

a given time period. Requirements for budget formulation are included in NASA

Procedural Requirements (NPR) 9420.1

PPBE Cycle

24
NOVEMBER 2020

NASA TRANSITION BINDER

Planning: The continuous process of assessment and adjustment of NASA’s goals 

and objectives

Programming: A bottom-up process to gather data and raise issues regarding the 

resources necessary to accomplish the mission, with prioritization decisions

Budgeting: The process of aligning resources against priorities and presenting 

Agency decisions to the White House Office of Management and Budget (OMB) 

in the OMB Submit. OMB assesses the submission in the context of overall

Administration policy and the requirements of other agencies and then responds 

to NASA (in a document called a “passback”) with OMB’s adjustments to the 

Agency’s submission. After a period of negotiations in which NASA and OMB

come to agreement on a final administration position, NASA publishes its Agency 

Congressional Justification and advocates on behalf of the President’s Budget 

Request

Execution: The process of spending, recording, monitoring, and controlling budget 

authority to conduct NASA’s work once funds have been appropriated. This

includes establishing, adjusting, and gaining the approval of the Appropriations 

Committees on the Agency’s operating plans

Current Budget Status

NASA typically deals with four budget cycles at any one time. The figure below

illustrates the current status of NASA’s PPBE cycle for Fiscal Year (FY) 20–23

demonstrating how multiple budgets are in play at any given time, at varying levels 

of maturity in the PPBE process

25

2 NASA B

 2.1 NASA Bu
NOVEMBER 2020

NASA TRANSITION BINDER

Budget Cycles in Play: FY20–23

Recent NASA Budget Request 

NASA’s Congressional Justification for Fiscal Year 2021, part of the President’s

Budget Request to Congress, may be found at https://www.nasa.gov/news/budget/index.html

The account level details are below

(Amounts in millions of dollars)

FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 

Deep Space Exploration Systems $8,547.3 $10,299.7 $11,605.1 $10,887.7 $8,

Exploration Technology $1,579.1 $1,765.4 $1,906.2 $1,954.2 $2,

LEO and Spaceflight Ops. $4,147.3 $4,147.3 $4,147.3 $4,147.3 $4,

Science $6,378.6 $6,553.5 $6,575.7 $6,705.2 $6,7

Aeronautics $703.6 $703.6 $703.6 $703.6 $

STEM Engagement $0.0 $7.3 $7.5 $7.7

Safety, Security, and Mission 

Services

$3,115.6 $3,115.6 $3,115.6 $3,115.6 $3,

Construction and Environmental 

Compliance and Restoration

$530.3 $530.3 $530.3 $530.3 $5

Inspector General $44.2 $44.2 $44.2 $44.2 

NASA Total $25,046.0 $27,166.9 $28,635.5 $28,095.8 $26,316.2 

26

2 NASA B

 2.1 NASA Bu
NOVEMBER 2020

NASA TRANSITION BINDER

A summary of recent annual appropriations outcomes for NASA, compared with the 

President’s request level, is provided in the figure below:

$27,000

(in millions)

$25,000

$23,000

$21,000

$19,000

$17,000

$15,000

FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21

NASA President’s Budget Request (PBR) vs. Enacted Levels

PBR

Enacted

27

2 NASA B

 2.1 NASA Bu
NOVEMBER 2020

NASA TRANSITION BINDER

2.2 Office of the Chief Financial Officer Transition 

Milestones

1. Budget

a. PPBE22 Agency Budget Submission to OMB Due Date: September 14, 2020

b. PPBE22 Passback Due Date: Approximately November 30, 2020

c. PPBE23 Executive Council meeting to establish budget strategy for the 

Strategic Planning Guidance (SPG) Due Date: December 11, 2020

2. Performance Reporting

a. Interim Learning Agenda Due Date: September 14, 2020

b. Draft FY 2021–22 Annual Performance Plan Due Date: September 14, 202

c. Update 2021–22 Annual Performance Plan after passback for 

publishing Due Date: February 1, 2021 (with Congressional Justification)

3. Strategic Plan

a. 2022 Strategic Planning kicked off at Executive Council Due Date: 

December 11, 2020

4. Financial System FY20 Close as required under Bureau of Fiscal Services

Treasury Due Date: September 30, 2020

5. Financial System FY21 Opening as required under Bureau of Fiscal Services

Treasury Due Date: October 1, 2020

6. Agency Financial Report as required by Chief Financial Officers Act of 1990 

with guidance promulgated by Office of Management and Budget circular 

A-136 Due Date: November 16, 2020

a. Mission Performance

b. FY20 Financial Statement Audit (conducted by Office of Inspector General

c. Management Representation Letter

d. Improper Payments Program

e. Statement of Assurance required by Office of Management and Budget 

circular A-123

7. Data Accountability and Transparency—President’s Management Agenda Priority 

Goal #2

a. Robotics Process Automation Due Date: August 31, 2020

b. Systems Enhancements—Category B Requirements as required under the 

CARES Act and OMB Memorandum M-20-21 Due Date: September 30, 2020

28

2 NASA B

 2.2 Oice of th
NOVEMBER 2020

NASA TRANSITION BINDER

c. Financial Reporting—Data Act; USASpending.gov (https://www.usaspending.gov/) as

promulgated with OMB Memorandum M-17-04 Due Date: Quarterly Reporting and 

Certification

i. CARES Act—COVID-19 Due Date: Monthly Reporting and Quarterly 

Certification

d. Governmentwide Treasury Account Symbol Adjusted Trial Balance System (GTAS) 

as required under Bureau of Fiscal Services—Treasury Due Date: October 16, 2020

29

2 NASA B

 2.2 Oice of th
NOVEMBER 2020

NASA TRANSITION BINDER

3 CONGRESSIONAL RELATIONS

NASA has been the beneficiary of broad, bipartisan congressional support since its 

establishment in 1958. NASA supporters in Congress are often part of delegations

representing states in which NASA’s nine Centers are located, while authorization 

and appropriations chairs and ranking members often assume roles of national 

leaders for investment in NASA space and aeronautics. There are four primary

congressional committees that oversee NASA—the House Committee on Science, 

Space, and Technology; the Senate Committee on Commerce, Science, and 

Transportation; and the House and Senate Committees on Appropriations—which 

are summarized in the following subsections

3.1 Appropriations

The House and Senate Committees on Appropriations are responsible for writing 

annual bills that allocate discretionary Treasury funds for operations and activities 

of Federal agencies, and under Article 1 of the Constitution, appropriations 

measures are to originate in the House of Representatives. All discretionary

programs in the Federal Government require an appropriation every year. The

Committees on Appropriations work on regular appropriations bills that must be 

signed into law by October 1, the start of the fiscal year, to fund the operations of 

the Federal Government

When appropriations bills are not passed by the start of the fiscal year, the 

Appropriations Committees of both chambers produce a Continuing Resolution 

(CR). A CR is legislation that prevents agencies from shutting down by keeping

them running at the previous year’s funding level. When Subcommittee bills do not

individually proceed to enactment, omnibus appropriation bills that incorporate 

multiple Subcommittee bills may be enacted

House Committee on Appropriations

More information: https://appropriations.house.gov/

The House Committee on Appropriations has broad responsibility for appropriating 

funds for executive branch departments/agencies and the legislative branch. The

Rules of the U.S. House of Representatives define the Committee’s jurisdictio

as “appropriation of the revenue for the support of the Government” (and related 

30
NOVEMBER 2020

NASA TRANSITION BINDER

powers to rescind and transfer funds). The Committee’s 12 Subcommittees are

aligned with responsibility for specific departments and agencies. The House

Appropriations Subcommittee on Commerce, Justice, Science, and Related 

Agencies (CJS) has jurisdiction over NASA

House Appropriations Subcommittee on Commerce, Justice, Science, and Related 

Agencies—Jurisdiction 

The House Appropriations Subcommittee on Commerce, Justice, Science, 

and Related Agencies provides funding for the Department of Commerce, the 

Department of Justice, the Office of Science and Technology Policy, NASA, the 

National Science Foundation, and several related commissions and agencies. The

annual CJS Appropriations Bill is one of the larger domestic appropriations bills, 

totaling $73 billion in FY 202

The CJS Subcommittee reviews the President’s budget request for each 

department/agency and hears department/agency officials’ testimony. Typically, the

Subcommittee holds one hearing per year on the respective department/agency 

budget request, and Subcommittee staff engage in detailed review of the request 

through multiple briefings by department/agency officials. The Subcommittee drafts

annual appropriations bills that include funding for each department/agency under 

its jurisdiction. When an annual appropriations bill has been enacted, departments

agencies are required to submit “spend plans,” pursuant to statutory direction, 

to the House and Senate Committees on Appropriations, to reflect the manner in 

which the department/agency is executing the appropriation, including proposed 

reprogrammings, which require Committee concurrence. As necessary, the

Subcommittee drafts supplemental appropriations bills for emergency expenses 

during a fiscal year

Senate Committee on Appropriations

More information: https://www.appropriations.senate.gov/

The Senate Committee on Appropriations, like its House counterpart, is responsible 

for writing annual bills that allocate Treasury funds for operations and activities 

of Federal agencies, and it has 12 Subcommittees, aligned with the House, with 

responsibility for executive branch agencies and the legislative branch. The Senate

Appropriations Subcommittee on Commerce, Justice, Science, and Related 

Agencies has jurisdiction over NASA

31

3 Con

 3.1 
NOVEMBER 2020

NASA TRANSITION BINDER

Senate Appropriations Subcommittee on Commerce, Justice, Science, and Related 

Agencies—Jurisdiction 

The Senate Appropriations CJS Subcommittee has a jurisdiction and charter 

that mirrors that of the House Appropriations CJS Subcommittee. The CJS

Subcommittee reviews the President’s budget request for each department/agency 

and hears department/agency officials’ testimony. Typically, the Subcommittee

holds one hearing per year on the respective department/agency budget request, 

and Subcommittee staff engage in detailed review of the request through multiple 

briefings by department/agency officials. The Subcommittee drafts annual

appropriations bills that include funding for each department/agency under its 

jurisdiction. When an annual appropriations bill has been enacted, departments

agencies are required to submit “spend plans,” pursuant to statutory direction, 

to the House and Senate Committees on Appropriations, to reflect the manner in 

which the department/agency is executing the appropriation, including proposed 

reprogrammings, which require Committee concurrence. As necessary, the

Subcommittee drafts supplemental appropriations bills for emergency expenses 

during a fiscal year

3.2 Authorization

The Authorization Committees set policy for agencies and execute congressional 

oversight of agency programs and plans. Authorization bills establish, continue, or

modify Federal programs and are intended to precede the appropriations process

Authorization bills also frequently update congressional reporting requirements

While NASA authorization legislation is not typically enacted on an annual basis, 

such authorization legislation sets out policy that reflects broad consensus, most 

recently with the NASA Authorization Act of 2017 (https://www.congress.gov/115/plaws/

publ10/PLAW-115publ10.pdf), establishing guidelines for human space exploration, 

science, aeronautics, and technology

Senate Committee on Commerce, Science, and Transportation

More information: https://www.commerce.senate.gov/

The Committee is composed of six Subcommittees, which together oversee the 

large range of issues under its jurisdiction. These issues include communications,

highways, aviation, rail, shipping, transportation security, the Merchant Marine, the 

U.S. Coast Guard (USCG), oceans, fisheries, climate change, disasters, science

space, interstate commerce, tourism, consumer issues, economic development, 

32

3 Con

 3.2 Au
NOVEMBER 2020

NASA TRANSITION BINDER

technology, competitiveness, product safety, and insurance. The Committee

oversees NASA, the National Science Foundation (NSF), the National Oceanic and 

Atmospheric Administration (NOAA), and the National Institute of Standards and 

Technology (NIST) within the Department of Commerce, as well as the U.S. Coas

Guard, and considers and confirms presidential appointments

Subcommittee on Aviation and Space 

The Senate Subcommittee with oversight jurisdiction over NASA is the 

Subcommittee on Aviation and Space. The Subcommittee has jurisdiction over

technology, engineering, astronautical, and aeronautical research and development 

(R&D); national and civil space policy; civil aviation research, development, and 

demonstration; and aviation safety and protection of consumers. The subcommittee

also conducts oversight on the Federal Aviation Administration (FAA) and the civil 

aviation and civil space policy functions of the Department of Transportation, 

Department of Commerce, and National Space Council within the Executive Office 

of the President

House Committee on Science, Space, and Technology

More information: https://science.house.gov/

The Committee has jurisdiction over most Federal, non-defense, scientific R&D, 

including programs at NASA, the Department of Energy, the Environmental 

Protection Agency, the National Science Foundation, the Federal Aviation 

Administration, the National Oceanic and Atmospheric Administration (including 

the National Weather Service), the Federal Emergency Management Agency, the 

U.S. Geological Survey, the National Space Council, and the White House Offic

of Science and Technology Policy. The Committee’s strong interest in how Federal

R&D sustains U.S. international competitiveness and economic health dates bac

to its creation in 1958. Initially centered on space exploration, its jurisdiction now

includes civil aviation, energy (including commercial applications), the environment, 

scientific research, science scholarships, marine research, and standardization of 

weights and measures through the National Institute of Standards and Technology

The Committee has five Subcommittees

Subcommittee on Space and Aeronautics 

The House Subcommittee with oversight jurisdiction over NASA is the 

Subcommittee on Space and Aeronautics. The Subcommittee has legislative

jurisdiction and general oversight and investigative authority on all matters relating 

to astronautical and aeronautical research and development, including national 

space policy; exploration of, access to, and use of space; sub-orbital access and 

33

3 Con

 3.2 Au
NOVEMBER 2020

NASA TRANSITION BINDER

applications; NASA and its contractor- and government-operated labs; space 

commercialization; international space cooperation; the National Space Council; 

space applications, space communications, and related matters; Earth remote 

sensing policy; civil aviation and FAA research, development, and demonstration; 

and space law

34

3 Con

 3.2 Au
NOVEMBER 2020

NASA TRANSITION BINDER

4 NASA MISSION DIRECTORATES

NASA is organized into four Mission Directorates (Aeronautics, Human Exploration 

and Operations, Science, and Space Technology) which oversee NASA’s programs 

and projects, and the Mission Support Directorate, which provides institutional 

support to enable mission objectives. The following sections describe their

purpose, organizational structure, and leadership

4.1 Aeronautics Research Mission Directorate

Mission Statement

The Aeronautics Research Mission Directorate (ARMD) conducts research that 

generates concepts, tools, and technologies to enable advances in our Nation’s 

future aircraft. ARMD programs facilitate a safer, more environmentally friendly,

and efficient national air transportation system. In addition, NASA’s aeronautics

research serves a vital role in supporting NASA’s human and robotic space 

exploration activities

More information: https://www.nasa.gov/aeroresearch

Organizational Structure

The ARMD organizational chart shows the Headquarters structure, including portfolio 

elements designated as program offices as well as supporting functional offices

Office of the Associate Administrator

Aeronautics Research Mission Directorate

October 2020

Transformative 

Aeronautics 

Concepts 

Program Office

Airspace 

Operations and 

Safety 

Program Office

Advanced Air 

Vehicles 

Program Office

Integrated Aviation 

Systems 

Program Office

Portfolio Analysis 

and Management 

Office

Integration and 

Management 

Office

Aerosciences 

Evaluation and 

Test Capabilities 

Office

35
NOVEMBER 2020

NASA TRANSITION BINDER

ARMD program descriptions are noted below:

Advanced Air Vehicles Program (AAVP): AAVP studies, evaluates, and develops 

technologies and capabilities for new aircraft systems and also explores far-future 

concepts that hold promise for revolutionary air-travel improvements. (https://www.nasa

gov/aeroresearch/programs/aavp) 

Airspace Operations and Safety Program (AOSP): AOSP 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. (https://www.nasa.gov/aeroresearch

programs/aosp/description/) 

Integrated Aviation Systems Program (IASP): IASP conducts flight-oriented, 

system-level research and technology development to effectively mature and 

transition advanced aeronautic technologies into future air vehicles and operational 

systems. (https://www.nasa.gov/aeroresearch/programs/iasp)

Transformative Aeronautics Concepts Program (TACP): TACP solicits and 

encourages revolutionary concepts, creates the environment for researchers to 

experiment with new ideas, performs ground and small-scale flight tests, allows 

failures and learns from them, and drives rapid turnover into potential future 

concepts to enable aviation transformation. (https://www.nasa.gov/aeroresearch/programs

tacp/description/) 

Aerosciences Evaluation and Test Capabilities Office: This project sets the 

strategic direction for NASA’s versatile and comprehensive portfolio of ground-test 

aeronautics research capabilities, including subsonic, transonic, supersonic, and 

hypersonic wind tunnels and propulsion test facilities. (https://www.nasa.gov/aeroresearch

programs/aavp/aetc/description/) 

36

4 NASA Mis

 4.1 Aerona
NOVEMBER 2020

NASA TRANSITION BINDER

ARMD Headquarters Leadership

Robert A. Pearce

Associate Administrator, Aeronautics Research Mission 

Directorate

Robert A. Pearce

Robert A. Pearce was named NASA’s Associate

Administrator for the Aeronautics Research Mission 

Directorate (ARMD) in December 2019. Pearce manages

the Agency’s aeronautics research portfolio and guides its 

strategic direction, including research in quiet supersonic 

flight over land, urban air mobility, autonomy, highly 

efficient advanced air vehicle concepts, electrified aircraft 

propulsion, advanced materials, airspace operations 

and safety, integration and flight demonstrations of 

aviation systems, and the nurturing and development of 

transformative concepts for aviation

Pearce served as acting Associate Administrator from August 2019 until his 

appointment as Associate Administrator. Prior to that, he was ARMD’s Deputy

Associate Administrator for strategy, where he led aeronautics research mission 

strategic planning to guide the content, strategic progress, and relevance of 

ARMD’s research portfolio; he also led the review and evaluation of ARMD’s budget 

and approval process

Extended bio: https://www.nasa.gov/aeroresearch/robert-pearce-bio

ARMD leadership team: https://www.nasa.gov/aeroresearch/leadership

37

4 NASA Mis

 4.1 Aerona
NOVEMBER 2020

NASA TRANSITION BINDER

4.2 Human Exploration and Operations Mission Directorate

Mission Statement

The Human Exploration and Operations Mission Directorate (HEOMD) is responsible 

for enabling human exploration of the solar system. HEOMD manages NASA

crewed space operations in and beyond low-Earth orbit (LEO) and commercial 

launch services. As part of this responsibility, HEOMD develops, operates, and

maintains exploration, communications, and space transportation systems and 

performs scientific research to enable sustained human exploration. In addition,

HEOMD is responsible for managing the space transportation services for NASA 

or NASA-sponsored payloads that require orbital launch and for managing the 

Agency’s space communications and navigation services supporting all NASA 

space systems

More information: https://www.nasa.gov/directorates/heo/index.html

Organizational Structure

The HEOMD organizational chart shows the Headquarters structure, including 

portfolio elements designated as divisions as well as supporting functional offices

Office of the Associate Administrator

October 2020

Exploration 

Systems 

Development 

Division

Human 

Spaceflight 

Capabilities 

Division

International 

Space Station 

Division

Commercial 

Spaceflight 

Development 

Division

Advanced 

Exploration 

Systems Division

Human Exploration and Operations Mission Directorate

Strategic 

Integration and 

Management 

Office

Resources 

Management 

Office

Space 

Communications 

and Navigation 

Division

Launch 

Services

 Office

HEO Systems 

Engineering and 

Integration

HEOMD division descriptions are noted below:

Exploration Systems Development (ESD): ESD builds the Agency’s foundational 

human exploration capabilities: the crew vehicle (Orion); the next-generation heavylift launch vehicle, Space Launch System (SLS); and advanced exploration ground 

38

4 NASA Mis

 4.2 Humn Exp
NOVEMBER 2020

NASA TRANSITION BINDER

systems to enable human exploration and operations to multiple deep space 

destinations extending beyond our Moon to Mars and across our solar system

(https://www.nasa.gov/topics/moon-to-mars/getting-there) 

Human Spaceflight Capabilities: The Human Spaceflight Capabilities Division 

manages the functions of maintaining the health and safety of astronauts in training, 

during missions, and in post-flight recovery; oversees the quality of flight operations 

for crewmembers; and ensures the availability of rocket test stands across the 

Agency. (https://www.nasa.gov/hrp and https://www.nasa.gov/directorates/heo/rpt/index.html

International Space Station (ISS): The ISS Division enables research and 

technology developments that benefit human and robotic exploration of 

destinations beyond low-Earth orbit (LEO) and form the basis for developing 

a commercial market in LEO. ISS is the blueprint for global cooperation—one

that enables a multinational partnership and advances shared goals in space 

exploration. (https://www.nasa.gov/mission_pages/station/main/index.html)

Commercial Spaceflight Development (CSD): CSD facilitates U.S. private industr

development of safe, reliable, and cost-effective human space transportation to and 

from LEO and the ISS for use by the U.S. Government and other customers. (https

www.nasa.gov/exploration/commercial/index.html)

Advanced Exploration Systems (AES): AES pioneers new approaches for rapidly 

developing prototype systems, demonstrating key capabilities, and validating 

operational concepts for future human missions beyond low-Earth orbit. AES

activities are related to crew mobility, habitation, vehicle systems, robotic 

precursors, and foundational systems for deep space. (https://www.nasa.gov/directorates

heo/aes/index.html) 

Space Communications and Navigation (SCaN): SCaN manages and operates 

all of NASA’s space communications and navigation capabilities that are required 

for successful crewed and robotic space missions and manages NASA’s radiofrequency spectrum. (https://www.nasa.gov/directorates/heo/scan/index.html)

Launch Services Program (LSP): LSP provides Agency expertise for commercial 

space transportation, procures commercial launch services for NASA’s robotic 

spacecraft, certifies commercial launch vehicles, provides space transportation 

policy expertise, conducts launch vehicle technical assessments, and provides 

advisory support to the Cargo Resupply Services and Commercial Crew Programs

(https://www.nasa.gov/centers/kennedy/launchingrockets/index.html) 

39

4 NASA Mis

 4.2 Humn Exp
NOVEMBER 2020

NASA TRANSITION BINDER

HEOMD Headquarters Leadership 

Kathryn Lueders

Associate Administrator, Human Exploration and Operations 

Mission Directorate

Kathryn Lueders

Kathy Lueders assumed the role of Associate Administrator 

of the Human Exploration and Operations Mission 

Directorate on June 12, 2020. Since 2014, Lueders has

directed the Commercial Crew Program—NASA’s efforts 

to send astronauts to space on private spacecraft—which 

culminated in the successful launch of Demo-2 from 

Kennedy Space Center in Florida on May 30

Lueders began her NASA career in 1992 at the White Sands 

Test Facility in New Mexico, where she was the Shuttle 

Orbital Maneuvering System and Reaction Control Systems 

Depot manager. She later moved to the International Space

Station Program and served as transportation integration manager; in this position, 

she led commercial cargo resupply services to the Space Station

Extended bio: https://www.nasa.gov/feature/

kathy-lueders-assoc-administrator-human-exploration-and-operations/

HEOMD leadership team: https://www.nasa.gov/directorates/heo/about.html

40

4 NASA Mis

 4.2 Humn Exp
NOVEMBER 2020

NASA TRANSITION BINDER

4.3 Science Mission Directorate

Mission Statement

The Science Mission Directorate (SMD) carries out the scientific exploration of 

Earth and space to expand the frontiers of Earth science, heliophysics, planetary 

science, astrophysics, and biological and physical sciences. Through a robust

fleet of orbiting and landed robotic spacecraft; a suborbital program of sounding 

rockets, scientific balloons, and research aircraft; and a broad and diverse grantsbased research program, SMD provides virtual human access to the farthest 

reaches of our solar system and beyond, as well as critical information about our 

home planet and sustained human exploration

More information: https://science.nasa.gov/

Organizational Structure

The SMD organizational chart shows the Headquarters structure, including 

portfolio elements designated as divisions as well as supporting functional offices

Office of the Associate Administrator

Science Mission Directorate

October 2020

Earth 

Science 

Division

Joint Agency 

Satellite 

Division

Resource 

Management 

Division

Science 

Engagement 

and 

Partnerships 

Division

Heliophysics 

Division

Planetary 

Science 

Division

Astrophysics 

Division

Biological 

and Physical 

Sciences 

Division

JWST Program 

Office

Mars Sample Return 

(MSR) Program Office

NASA Management 

Office

SMD division descriptions are noted below:

Earth Science: The Earth Science Division (ESD) missions help us to understand 

our planet’s interconnected systems, from a global scale down to minute 

processes. The four program elements of ESD design science and technology,

launch airborne and space missions, analyze the data and observations, and 

develop ways to put the information to use for societal benefit. (https://smd-prod-admin

nasawestprime.com/earth-science) 

41

4 NASA Mis

 4.3 Scie
NOVEMBER 2020

NASA TRANSITION BINDER

Planetary Science: The Planetary Science Division advances scientific knowledge 

of the origin and history of the solar system, the potential for life elsewhere, and the 

hazards and resources present as humans explore space. (https://solarsystem.nasa.gov/)

Heliophysics: The Heliophysics Division studies the nature of the Sun and how it 

influences the very nature of space—and, in turn, the atmospheres of planets and 

the technology that exists there. Studying this system not only helps us understand

fundamental information about how the universe works, but also helps protect our 

technology and astronauts in space. (https://smd-prod-admin.nasawestprime.com/heliophysics)

Astrophysics: The Astrophysics Division studies the origin, structure, evolution, 

and destiny of the universe and searches for Earth-like planets. (https://smd-prod-admin

nasawestprime.com/astrophysics) 

Biological and Physical Sciences: The Division of Biological and Physical Sciences 

Research focuses on using the space flight environment to conduct experiments 

that cannot be conducted on Earth to understand how biological systems 

accommodate to space flight environments and how physical systems respond 

to space flight environments, particularly weightlessness. (https://science.nasa.gov

biological-physical)

Joint Agency Satellite: The Joint Agency Satellite Division is an organization within 

NASA’s Science Mission Directorate with broad crosscutting responsibilities. I

partnership with the National Oceanic and Atmospheric Administration (NOAA), 

JASD manages the development and launch of reimbursable satellite programs, 

projects, and instruments. This partnership addresses systems to improve weather

forecasting, as well as global measurements of the atmosphere and oceans. (https:/

science.nasa.gov/about-us/smd-programs/joint-agency-satellite-division) 

SMD Headquarters Leadership

Thomas Zurbuchen

Associate Administrator, Science Mission Directorate

Thomas Zurbuchen

Thomas Zurbuchen became Associate Administrator for

NASA’s Science Mission Directorate in October 2016

Previously, Zurbuchen was a professor of space science

and aerospace engineering at the University of Michigan in 

Ann Arbor. He also was the university’s founding director

of the Center for Entrepreneurship in the College of 

Engineering.Zurbuchen’s experience includes research i

42

4 NASA Mis

 4.3 Scie
NOVEMBER 2020

NASA TRANSITION BINDER

solar and heliospheric physics, experimental space research, space systems, and 

innovation and entrepreneurship

During his career, Zurbuchen has authored or coauthored more than 200 articles

in refereed journals on solar and heliospheric phenomena. He has been involved

with several NASA science missions—Ulysses; the MErcury Surface, Space 

ENvironment, GEochemistry and Ranging (MESSENGER) spacecraft, and the 

Advanced Composition Explorer (ACE). He also has been part of two National

Academy standing committees, as well as various science and technology definition 

teams for new NASA missions

Extended bio: https://www.nasa.gov/feature/thomas-zurbuchen-associate-administrator-for-science/

SMD leadership team: https://science.nasa.gov/about-us/leadership/bios

43

4 NASA Mis

 4.3 Scie
NOVEMBER 2020

NASA TRANSITION BINDER

4.4 Space Technology Mission Directorate

Mission Statement

The Space Technology Mission Directorate (STMD) develops and demonstrates 

high-payoff technologies with the intent to infuse them into current and future 

NASA missions. This organization employs a merit-based competition model with a

portfolio approach spanning a range of discipline areas and technology readiness 

levels to advance technologies for the benefit of NASA, the aerospace industry, and 

other Government agencies, as well as to address national needs

More information: https://www.nasa.gov/directorates/spacetech/home/index.html

Organizational Structure

The STMD organizational chart shows the Headquarters structure, including 

portfolio elements designated as programs as well as supporting functional offices

Space Technology Mission Directorate

Office of the Associate Administrator

Strategic Planning 

and Integration

Resources 

Management 

Office

Communications 

and Operations 

Office

Technology 

Transfer

Early Stage 

Portfolio

Commercial Partnerships 

Portfolio Executive

Game Changing 

Development

Technology 

Demonstration Mission

Small Spacecraft 

Technology

STMD Programs

STMD program descriptions are noted below:

Technology Transfer: The Technology Transfer Program ensures that technologies 

developed for missions in exploration and discovery are broadly available to the 

public, maximizing the benefit to the Nation. (https://www.nasa.gov/directorates/spacetech

techtransfer) 

44

4 NASA Mis

 4.4 Space Te
NOVEMBER 2020

NASA TRANSITION BINDER

Early Stage Portfolio: This program uses research and development sourced from 

academia, industry, entrepreneurs, and the NASA workforce to bring pioneering 

approaches to the Agency’s difficult and far-reaching exploration challenges

Commercial Partnerships Portfolio: This program leverages common interests 

and increases collaboration by engaging a wide variety of stakeholders—including 

the established and emerging aerospace markets, private citizens, and economic 

regions—in NASA’s mission. Activities in this portfolio include Flight Opportunities,

Centennial Challenges, Technology Transfer, and Regional Economic Development

Game Changing Development: The Game Changing Development Program seeks 

to identify and rapidly mature high-impact capabilities and technologies and to 

investigate innovative ideas and approaches that have the potential to revolutionize 

future space missions. (https://www.nasa.gov/directorates/spacetech/game_changing_development

index.html) 

Technology Demonstration Missions: This program bridges the gap between need 

and means, between scientific and engineering challenges and the technological 

innovations needed to overcome them, between laboratory development and 

demonstration in space. The Technology Demonstration Missions Program is

charged with proving revolutionary, crosscutting technologies—ones that could 

radically advance NASA’s mission in space and reap untold benefits for science and 

industry here on Earth. (https://www.nasa.gov/mission_pages/tdm/main/index.html#.VQb6XUjJzyE)

Small Spacecraft Technology: The Small Spacecraft Technology Program 

identifies and supports the development of new subsystem technologies to 

enhance or expand the capabilities of small spacecraft while also supporting 

flight demonstrations of new technologies, capabilities, and applications for 

small spacecraft. Small spacecraft can be used as platforms for testing and

demonstrating technologies and capabilities that might have applications in 

spacecraft and systems of any size. (https://www.nasa.gov/directorates/spacetech/small

spacecraft/index.html#.VQb6QkjJzyE) 

STMD also manages these programs for the Agency: the Center Innovation Fund, 

Flight Opportunities, the Lunar Surface Innovation Initiative, NASA Innovative 

Advanced Concepts, NASA iTech, Prizes and Challenges, Small Business 

Innovation Research, Small Business Technology Transfer, and Space Technology 

Research Grants. (https://www.nasa.gov/directorates/spacetech/programs

45

4 NASA Mis

 4.4 Space Te
NOVEMBER 2020

NASA TRANSITION BINDER

STMD Headquarters Leadership

James L. Reuter

Associate Administrator, Space Technology Mission Directorate

James L. Reuter

James L. Reuter was named NASA’s Associate

Administrator for the Space Technology Mission Directorate 

(STMD) at NASA Headquarters in June 2019, a position in 

which he had served in an acting capacity since February 

2017. In this role, he provides executive leadership and

management of the technology programs within STMD, with 

an annual investment value of $1.1 billio

Reuter was the Deputy Associate Administrator of STMD 

from February 2017 to February 2018. Prior to this role,

Reuter served as the senior executive for technical 

integration in the Center Director’s Office at NASA’s Marshall Space Flight Center 

from 2009 to 2015, providing strategic leadership on critical technology and 

integration activities. Additionally, Reuter served as the Exploration Systems

Division (ESD) Standing Review Board chair, responsible for overseeing 

development activities of the Space Launch System, the Orion Multi-Purpose Crew 

Vehicle, the Ground Systems Development and Operations Programs, and the ESD 

integration activities

Extended bio: https://www.nasa.gov/directorates/spacetech/about_us/bios/reuter_bio

STMD leadership team: https://www.nasa.gov/directorates/spacetech/about_us/bios/index.html

46

4 NASA Mis

 4.4 Space Te
NOVEMBER 2020

NASA TRANSITION BINDER

4.5 Mission Support Directorate

Mission Statement

The Mission Support Directorate (MSD) provides effective and efficient institutional 

support to enable the Agency to successfully accomplish its missions. It focuses

on reducing institutional risk to NASA’s current and future missions by improving 

processes, stimulating efficiency, and providing consistency and uniformity across 

institutional capabilities and services

More information: https://www.nasa.gov/msd

Organizational Structure

The MSD organizational chart shows the Headquarters structure, including support 

offices as well as functional offices

Office of the Associate Administrator

October 2020

Mission Support Directorate

Office of the 

Chief Human 

Capital Officer

Office of 

Strategic 

Infrastructure

Office of 

Procurement

Resources and Performance 

Management Office

Office of 

Protective 

Services

Office of 

Headquarters 

Operations

NASA Shared 

Services 

Program

MSD support office descriptions are noted below:

Office of the Chief Human Capital Officer: This office is responsible for developing 

and aligning NASA civil service workforce strategies, programs, policies, and 

processes with the Agency’s mission, strategic goals, and desired performance 

outcomes. (https://nasapeople.nasa.gov/

Office of Strategic Infrastructure: The Office of Strategic Infrastructure provides 

executive and functional leadership, policy, institutional authority, and oversight for 

Agency infrastructure, including facilities engineering and asset management, real 

property management, environmental management, logistics management, aircraft 

management, and space environments testing management. (https://www.nasa.gov

offices/osi) 

47

4 NASA Mis

 4.5 Miss
NOVEMBER 2020

NASA TRANSITION BINDER

Office of Procurement: The Office of Procurement provides executive leadership, 

policy direction, and functional management of procurement activities (excluding 

financial assistance activities and Space Act Agreements) for the entire Agency

(https://www.nasa.gov/office/procurement) 

Office of Protective Services: This office serves as the NASA focal point for 

policy formulation, oversight, coordination, and management of the Agency’s 

physical security, intelligence, counterintelligence, counterterrorism, emergency 

management, continuity of operations, fire services, national security, 

communications security, classified information security, personnel security, identity 

and credential management, electronic physical access management, insider 

threat, and protective services training programs

Office of Headquarters Operations: This office facilitates the effective integration 

of Headquarters activities, operations, and services across the organizations that 

compose or support NASA Headquarters

NASA Shared Services Program: The NASA Shared Services Program performs 

integrated administrative functions and transactional activities for NASA in the areas 

of human resources, information technology, finance, and procurement. (https://www

nasa.gov/centers/nssc)

MSD Headquarters Leadership

Robert Gibbs

Associate Administrator, Mission Support Directorate

Robert Gibbs

Mr. Robert “Bob” Gibbs was appointed as the Associate

Administrator for the Mission Support Directorate (MSD) at 

NASA Headquarters in Washington, DC, in December 2019

Gibbs joined NASA as the Assistant Administrator for the 

Office of Human Capital Management and NASA’s Chief 

Human Capital Officer in May 2017

From 2013 to 2017, Gibbs served as the Chief Human 

Capital Officer at the Department of Energy, where he was 

responsible for implementing agency-wide efforts on shared 

services, accountability, engagement, and human capital transformation. Gibbs

is a retired naval officer, and, prior to becoming a member of the Senior Executive 

Service, he completed the nuclear training pipeline and served at sea on board 

the USS Daniel Webster, the USS Henry L. Stimson, and the USS Simon Bolivar, 

completing numerous strategic deterrent patrols; and ashore at nuclear repair 

48

4 NASA Mis

 4.5 Miss
NOVEMBER 2020

NASA TRANSITION BINDER

facilities, including the Trident Refit Facility in Bangor, ME, and the Washington and 

Naval Reactors Headquarters in Washington DC’s Navy Yar

Extended bio: https://www.nasa.gov/feature/

robert-gibbs-associate-administrator-for-the-mission-support-directorate

MSD leadership team: https://www.nasa.gov/msd/msd-leadership

49

4 NASA Mis

 4.5 Miss
NOVEMBER 2020

NASA TRANSITION BINDER

5 NASA FUNCTIONAL OFFICES

5.1 Office of the Chief Financial Officer

The Office of the Chief Financial Officer (OCFO) provides leadership for the 

strategic planning, performance reporting, budget analysis, justification, control, 

and reporting of all Agency fiscal resources; develops the Agency’s detailed 

strategic plan and performance reports; leads the Agency’s planning, programming, 

budgeting, and execution process; oversees all financial management activities 

relating to the programs and operations of the Agency; and monitors and reports 

the financial execution of the Agency budget. The OCFO manages the Agency’s

budget and financial operations, directs the preparation and submission of annual 

financial and budgetary reports, and coordinates Agency financial management 

activities with other Federal agencies. The OCFO was established in accordance

with the Chief Financial Officers Act of 1990 (CFO Act), Public Law 101-576

The OCFO has three deputy CFO positions—the Deputy CFO; the Deputy CFO 

for Appropriations; and the Deputy CFO for Budget, Strategy, and Performance

Each NASA Center has a CFO with their own staff, who report to the Agency 

CFO. The OCFO at Headquarters is made up of several offices and divisions: the

Agency Financial Systems Office, the Budget Division, CFO University, the Financial 

Management Division, the Mission Support Office, the Policy and Grants Division, 

the Strategic Investments Division, and the Quality Assurance Division

More information: https://www.nasa.gov/offices/ocfo/home and https://www.nasa.gov/offices/

ocfo/about

OCFO Leadership

The Chief Financial Officer is a non-career, Senate-confirmed, senior executive 

position that will be filled at the discretion of an incoming administration

OCFO leadership team: https://www.nasa.gov/offices/ocfo/leadership

50
NOVEMBER 2020

NASA TRANSITION BINDER

5.2 Office of the Chief Information Officer

The Office of the Chief Information Officer (OCIO) provides leadership, planning, 

policy direction, and oversight for the management of NASA information and all 

NASA information technology (IT) in accordance with the responsibilities required by 

law. The Chief Information Officer (CIO) is the principal advisor to the Administrator

and other senior officials on matters pertaining to information technology, the NASA 

Enterprise Architecture, IT security, records management, paperwork reduction, 

and privacy

More information: https://www.nasa.gov/offices/ocio/home/index.html

The NASA OCIO is composed of six divisions and front office support staff:

• The Applications Division is responsible for management of the planning, design, 

integration, and delivery of NASA’s enterprise applications projects and services, 

with IT authority including investment review and architecture compliance for 

applications across the Agency

• The Business Management Division (BMD) administers NASA’s information 

resources for Agency IT spending, strategic planning, and establishing IT 

governance and policy guidelines for evaluating Agency IT

• The Cybersecurity and Privacy Division (CSPD) develops, implements, and 

maintains security strategy, requirements, and policy that align NASA’s 

enterprise security programs, investments, and capabilities by delivering 

enterprise security services to improve the Agency’s information and information 

technology security posture

• The Enterprise Services and Integration Division (ESID) manages the portfolios 

for all enterprise IT services and provides integration of enterprise services to 

facilitate the use of a core suite of collaboration tools and content management 

systems

• The Transformation and Data Division (TDD) provides technology infusion, data 

management and interoperability, and open innovation to meet the White House 

and OMB strategic goals of Open Data and Open Government

Each Center has a Center CIO that reports to the NASA CIO to manage IT 

strategically, consistent with the NASA CIO’s Agency strategy for IT, leveraging 

enterprise-wide services to the maximum extent. As part of enterprise

management, Center CIO budgets and the Center CIO workforce will be realigned 

under the Agency CIO. Center CIOs are responsible for the day-to-day management

of the CIO work taking place at their Centers

51

5 NASA Fun

 5.2 Oice o
NOVEMBER 2020

NASA TRANSITION BINDER

Protection of Mission Assets

NASA’s IT enables mission capabilities while strengthening NASA’s ability to protect 

our systems and data. Partnering with NASA’s stakeholders is essential to succes

These interdependent efforts include the following:

1. Modernizing our network by implementing consistent protections at the 

boundary of NASA’s network and moving to a common Virtual Private Network 

to access internal NASA systems remotely

2. Simplifying how employees access NASA applications and systems while 

ensuring that authorized individuals have the appropriate access

3. Ensuring that only authorized devices connect to NASA’s internal networks and 

improving overall management and security of mobile devices

4. Improving (remote) collaboration, e-mail, and underlying identity and directory 

capabilities while strengthening NASA’s cybersecurity posture

5. Implementing enhanced enterprise-wide cybersecurity logging capability 

that will significantly improve cybersecurity visibility, incident monitoring, and 

response

6. Maturing cybersecurity risk management by identifying and educating 

key cybersecurity personnel across NASA to serve as cybersecurity risk 

management resources

7. Managing the software used across NASA, including installed and cloudbased applications, to strengthen application cybersecurity as well as to enable 

efficient procurement and proactive life-cycle management of these assets

8. Developing and implementing a NASA enterprise cybersecurity contract to 

apply flexible, efficient, and effective resources to support NASAs missions, 

simplify burdensome processes, improve fiscal management, and ensure that 

enterprise IT services are sustainably executed and integrated

Federal Information Technology Acquisition Reform Act 

(FITARA)

The Federal Information Technology Acquisition Reform Act (FITARA) made 

significant changes to the ways the U.S. Federal Government buys and manage

computer technology when it became law in 2014 by 

1. enhancing CIO authority; 

2. enhancing transparency and improving risk management in IT investments;

3. mandating portfolio reviews;

52

5 NASA Fun

 5.2 Oice o
NOVEMBER 2020

NASA TRANSITION BINDER

4. expanding training and use of IT cadres;

5. mandating Federal Data Center Consolidation Initiatives (FDCCI), more recently 

known as the Data Center Optimization Initiative (DCOI);

6. maximizing the benefit of the Federal Strategic Sourcing Initiative (FSSI); and

7. eliminating duplication and waste in information technology acquisition—

reducing duplicative systems, examining software licensing options, making the 

business case for acquisition, and consolidating data centers

NASA’s FITARA score has improved since the issuance of Scorecard 1 in November 

2015, when the Agency received an F. This past July, NASA’s Scorecard 10 received

an overall C+ and A’s in IT Portfolio Savings, Software Licensing, and Data Center 

Optimization. Current scores for Cybersecurity, Risk Management, and Incremental

Development are D’s and an F, respectively

Federal Information Security Management Act (FISMA)

The Federal Information Security Management Act (FISMA) recognized the 

importance of information security to the economic and national security interests 

of the United States. The act requires each Federal agency to develop, document,

and implement an agency-wide program to provide information security for the 

information and information systems that support the operations and assets of the 

agency, including those provided or managed by another agency, contractor, or 

other source. It requires agency program officials, chief information officers, and

inspectors general (IGs) to conduct annual reviews of the agency’s information 

security program and report the results to Office of Management and Budget (OMB)

In fiscal year (FY) 2019, NASA focused efforts on modernizing technology services

and governance, integrating enterprise cybersecurity risk management processes, 

and implementing leading enterprise security tools to reduce information technology 

costs and risks. NASA’s FY 2019 FISMA Annual Report reflected the below Agenc

achievements:

• Exceeded the Federal cybersecurity Cross-Agency Priority (CAP) goal for 

Intrusion Detection and Prevention by certifying that 100 percent of Governmentfurnished devices are scanned for malware before connecting to the network 

remotely, enhancing NASA’s ability to detect and prevent network intrusions

• Progressed in deployment efforts for the Department of Homeland Security’s 

(DHS) Continuous Diagnostics and Mitigation (CDM) tools by completing 100 

percent coverage on the corporate network and significantly increasing coverage 

on mission networks

53

5 NASA Fun

 5.2 Oice o
NOVEMBER 2020

NASA TRANSITION BINDER

• Achieved 90 percent Personal Identity Verification (PIV) card authentication for 

unprivileged users and 100 percent for privileged users; developed PIV solutions 

for a variety of unique NASA systems via CDM efforts, further solidifying the 

security of identity management and access on the Agency’s network

OCIO Leadership

Jeff Seaton

Acting Chief Information Officer

Jeff Seaton

Jeff Seaton is NASA’s Chief Information Officer (acting 

since March 2020). Prior to this appointment, he served as

Deputy Chief Information Officer. Seaton came to NASA

Headquarters from NASA’s Langley Research Center, where 

he was Chief Information Officer from 2011 to 2018. During

that time, he was also a member of the NASA Langley 

Senior Staff and the Agency’s CIO Executive Council

Jeff led transformative change efforts in both the Langley 

and CIO enterprise across the Agency to increase the 

effectiveness and accountability of the services provided by 

the organization

Jeff began his career with NASA in 1991 as a research 

engineer designing robotic systems for use in space-based applications. He also

conducted research in the field of computer vision techniques applied to the control 

of robots. Jeff was a member of NASA’s 2008 Senior Executive Service Candidate

Development Program and served as Langley’s Chief Technology Officer and 

Deputy Chief Information Officer prior to becoming CIO

Extended bio: https://www.nasa.gov/content/jeff-seaton-acting-chief-information-officer

54

5 NASA Fun

 5.2 Oice o
NOVEMBER 2020

NASA TRANSITION BINDER

5.3 Office of Communications 

The Office of Communications (OCOMM) handles corporate, Agency-wide 

communications for NASA and is accountable for managing the planning, 

development, and implementation of communications events, activities, and 

products for stakeholders, including the general public. The office provides for

the widest practicable and appropriate dissemination of information to news 

media and the general public concerning the objectives, methods, and results of 

NASA programs

The office is responsible for planning, organizing, directing, and coordinating 

Agency-wide communications activities for all facets of NASA’s mission, programs, 

activities, and functions for the Agency’s workforce, media, and the general public

The scope of the Agency’s communications entails a broad, diverse, and integrated 

set of efforts, including news and media engagement, digital services and products 

(including Web, multimedia, and social media), non-technical publications, and 

exhibits, as well as speaking and public engagement activities and events. The

office works to promote effective NASA communications by ensuring synergy 

and strategic focus and working collaboratively with the Office of Legislative and 

Intergovernmental Affairs, the Office of STEM Engagement, and other Agency 

organizations, as appropriate

Latest NASA news releases: https://www.nasa.gov/news/releases/latest/index.html

NASA live-streaming and NASA TV: https://www.nasa.gov/nasalive

OCOMM Leadership

The Associate Administrator for OCOMM is a non-career senior executive position 

and can be filled at the discretion of an incoming administration

55

5 NASA Fun

 5.3 Of
NOVEMBER 2020

NASA TRANSITION BINDER

5.4 Office of Diversity and Equal Opportunity

The Office of Diversity and Equal Opportunity (ODEO) is responsible for developing 

and aligning NASA equal opportunity; civil rights compliance; and diversity 

strategies, programs, policies, and processes consistent with the Agency’s 

mission, strategic goals, and performance outcomes. ODEO establishes Agencywide policies on diversity and equal opportunity and defines strategies, program

objectives, and top-level requirements; ensures statutory, regulatory, and fiduciary 

compliance with internal and external equal opportunity laws; provides technical 

assistance, training, and advocacy to promote an open and inclusive workplace; 

ensures consistency of approach to improve functional performance across the 

Agency; and monitors diversity and equal opportunity program performance

ODEO Core Functions

• Diversity and inclusion policies and program management

• Special emphasis programs/employee resource groups/advisory working groups 

• Equal Employment Opportunity (EEO) complaint management and processing 

(including adjudication and final actions)

• Anti-Harassment Program coordination

• Alternative Dispute Resolution (ADR) Program

• Diversity and EEO compliance and reporting (including No FEAR Act, Affirmative 

Employment, MD-715, etc.

• External civil rights compliance

• Agency employee data analytics and reporting

• Reasonable Accommodations Program management

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

56

5 NASA Fun

 5.4 Oficeof Di
NOVEMBER 2020

NASA TRANSITION BINDER

ODEO Leadership

Steve Shih 

Associate Administrator, ODEO

Steve Shih

Since October 2017, Steve Shih has served as NASA’s 

Associate Administrator for Diversity and Equal Opportunity

From October 2010 through October 2017, Shih was Deputy 

Associate Director for Senior Executive Services and 

Performance Management at the U.S. Office of Personne

Management (OPM). In this capacity, he led OPM’s

organization responsible for human capital management 

policy for the Senior Executive Service and other senior 

professionals, including the selection, development, 

performance management, and recognition of Federal 

senior executives and other senior professionals. Shih also

was responsible for leading Government-wide policy for all Federal employees with 

respect to performance management, awards, leadership development, employee 

engagement, and work-life and wellness programs (including telework and 

employee assistance programs)

Extended bio: https://www.nasa.gov/feature/

stephen-t-shih-associate-administrator-diversity-and-equal-opportunity

57

5 NASA Fun

 5.4 Oficeof Di
NOVEMBER 2020

NASA TRANSITION BINDER

5.5 Office of the General Counsel

The Office of the General Counsel (OGC) establishes Agency-wide legal policy; 

provides legal advice, assistance, and Agency-wide functional guidance; ensures 

the appropriateness of all legal actions and activities Agency-wide; and provides 

binding formal legal opinions on Agency matters. With respect to legal matters and

issues, the General Counsel further ensures consistency of approach and eliminates 

duplication of functional support activities through collaboration, centralization, and/

or consolidation of functions between and within Headquarters, the Centers, and 

separate NASA entities

The OGC operates along the following disciplines: commercial/intellectual property 

law, contracts/acquisition integrity law, general law, international law, and ethics

Each NASA Center has a Chief Counsel that reports to OGC at NASA Headquarters

OGC also assists with the annual Manfred Lachs North America Space Law Moot 

Court Competition

More information: https://www.nasa.gov/offices/ogc/index.html

OGC Leadership

Sumara M. Thompson-King

General Counsel

Sumara M. Thompson-King

Sumara M. Thompson-King was selected as the General

Counsel at NASA in June 2014. Thompson-King serves

as the chief legal officer for the Agency and oversees its 

team of attorneys responsible for all aspects of NASA’s 

legal affairs around the world. Previously, she served as

the Deputy General Counsel responsible for oversight 

of substantive legal advice and assistance provided by 

NASA’s Associate General Counsels to the Centers, 

through effective collaboration with each Center’s Chief 

Counsel. She also served as the Agency’s Suspension and

Debarment Official

Extended bio: https://www.nasa.gov/offices/ogc/about/sumara_bio.html

OGC leadership team: https://www.nasa.gov/offices/ogc/about/cccdirectory.html

58

5 NASA Fun

 5.5 Oice
NOVEMBER 2020

NASA TRANSITION BINDER

5.6 Office of International and Interagency Relations

The Office of International and Interagency Relations (OIIR) provides executive 

leadership and coordination for all NASA international activities and partnerships 

and for policy interactions between NASA and other U.S. executive branch office

and agencies. 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 also directs NASA’s international relations;

negotiates cooperative and reimbursable agreements with foreign space partners; 

provides management oversight and staff support to NASA’s advisory committees, 

commissions, and panels; and manages the NASA Export Control Program and 

policy regarding foreign travel by NASA employees

OIIR has six divisions: the Advisory Committee Management Division, the 

Aeronautics and Cross-Agency Support Division, the Export Control and 

Interagency Liaison Division, the Human Exploration and Operations Division, the 

Resources Management Division, and the Science Division. OIIR also maintains

three liaison offices in Asia, Europe, and Russia

More information: https://www.nasa.gov/oiir/home

OIIR Leadership

Mike Gold, 

Acting Associate Administrator, OIIR

Mike Gold

Mike Gold currently serves as the acting Associate 

Administrator for NASA’s Office of International and 

Interagency Relations. He is also responsible for providing

strategic direction to the Office of General Counsel and 

supporting NASA’s low-Earth orbit (LEO) commercialization 

efforts. Prior to joining NASA, Gold was the vice president

of civil space at MAXAR Technologies and was also general 

counsel for the company’s Radiant Solutions Business Unit

Additionally, Gold spent 13 years at Bigelow Aerospace, 

where he established the company’s Washington office, 

oversaw the launches of its Genesis 1 and 2 spacecraft, 

and received a team award from NASA for his contributions to the Bigelow 

Expandable Activity Module

Extended bio: https://www.nasa.gov/feature/Michael_Gold

59

5 NASA Fun

 5.6 Ofie of 
NOVEMBER 2020

NASA TRANSITION BINDER

5.7 Office of Legislative and Intergovernmental Affairs

The Office of Legislative and Intergovernmental Affairs (OLIA) provides executive 

leadership, direction, and coordination for all communications and relationships related 

to legislative issues between NASA and the U.S. Congress, state and local electe

officials and governments, and space-related associations and citizen’s groups

OLIA has three divisions: 1) the Legislative Liaison Division, 2) the Legislative 

Reference and Analysis Division, and 3) the Outreach and Intergovernmental 

Affairs Division. OLIA also has a Center Legislative Officer at each NASA Cente

OLIA interfaces with all Members of Congress as well as NASA’s Authorization 

Committees; appropriations are handled out of the Office of the Chief Financial 

Officer (CFO), under the Deputy CFO for Appropriations

In addition, OLIA 

• serves as the principal advisor to the Office of the Administrator and provides 

consultation to NASA officials Agency-wide concerning all matters involving 

relations with the U.S. Congress and state and local elected officials an

governments;

• establishes and maintains liaisons with Members of Congress, their staff, 

and support organizations; the Executive Office of the President and other 

departments and agencies; and state and local elected officials and government 

offices on legislative matters;

• arranges for representation by NASA at congressional hearings, investigations, 

and other legislative meetings affecting NASA; briefs officials representing NASA 

on the legislative aspects of their appearances; and reviews statements and 

other materials to be presented to ensure that they reflect the Administration’s 

and NASA’s management policies and objectives;

• participates in setting up guest operations at NASA launches and events for 

elected officials;

• ensures compliance by NASA with congressional reporting requirements and 

coordinates the clearance of legislative matters, proposed outside NASA, with 

other elements of the executive branch; and

• establishes and maintains liaisons with representatives of space-related industry, 

trade associations, think tanks, and nonprofits/nongovernmental organizations 

(NGOs) regarding legislative matters

More information: https://www.nasa.gov/offices/olia/home/index.html

60

5 NASA Fun

 5.7 Ofie o
NOVEMBER 2020

NASA TRANSITION BINDER

OLIA Leadership

The Associate Administrator for OLIA is a non-career senior executive position and 

can be filled at the discretion of an incoming administration

61

5 NASA Fun

 5.7 Ofie o
NOVEMBER 2020

NASA TRANSITION BINDER

5.8 Office of Science, Technology, Engineering, and 

Mathematics Engagement 

The Office of Science, Technology, Engineering, and Mathematics (STEM) 

Engagement provides policy direction and leads strategy, planning, operational 

integration, and oversight, as well as assessment of the Agency’s comprehensive 

set of functions, programs, projects, activities, and products dedicated to serve 

students, educators, and educational institutions. The scope of the Agency’s STEM

engagement function entails a broad set of efforts that enable unique opportunities 

for students to contribute to NASA’s work and mission and engage students in 

learning experiences toward developing a diverse future STEM workforce

NASA’s Office of STEM Engagement delivers tools for students and educators to 

learn and succeed. STEM products, services, and opportunities apply the following

design principles:

• Mission-driven authentic STEM experiences: Design experiential opportunities, 

design and development activities, research experiences, and/or products to 

enable students to contribute to NASA’s endeavors in exploration and discovery 

and help solve problems and address needs and priorities that are critical to 

NASA’s mission

• Evidence-based practices: Use guidelines, strategies, frameworks, and 

promising practices informed by research, literature reviews, and/or evaluation to 

build the available body of facts (evidence) confirming program effectiveness and 

impact

• Diversity and inclusion: Infuse objectives and target strategies, where 

practicable, to attract and sustain diversity in student participation and to 

incorporate approaches to foster and promote inclusion

• Scalability through partnerships and networks: Incorporate in the design of an 

activity or product attributes and characteristics that provide opportunities to 

leverage partnerships and networks in order to magnify reach and impact

• Outcome-driven: Establish outcomes and define corresponding metrics and 

measures to demonstrate success

More information: https://www.nasa.gov/stem

62

5 NASA Fun

 5.8 Ofice of Sciene ,
NOVEMBER 2020

NASA TRANSITION BINDER

Office of STEM Engagement Leadership

Mike Kincaid

Associate Administrator, Office of STEM Engagement 

Mike Kincaid

The Associate Administrator for STEM Engagement is the 

principal advisor to the Administrator and other senior 

officials on matters pertaining to STEM engagement and 

educational endeavors aimed to ultimately benefit students 

and educational institutions. Kincaid chairs NASA’s

STEM Engagement Council, which integrates, oversees, 

and assesses NASA’s STEM engagement functions and 

activities Agency-wide. Kincaid is also cochair of Federal

Coordination in STEM Education (FC-STEM), a multiagency 

committee focused on STEM education efforts across the 

Federal Government

In addition, Kincaid is NASA’s representative on the International Space Education 

Board (ISEB) and served as the 2019 ISEB chair. ISEB shares best practices and

unites efforts to foster interest in space, science, and technology among students 

worldwide

Extended bio: https://www.nasa.gov/stem/leadership/M_Kincaid_bio.html

63

5 NASA Fun

 5.8 Ofice of Sciene ,
NOVEMBER 2020

NASA TRANSITION BINDER

5.9 Office of Small Business Programs

The Office of Small Business Programs (OSBP) provides expertise on the utilization 

of all categories of innovative small business, including minority educational 

institutions that can deliver technical solutions in support of NASA, and ensures 

that the Agency complies with all Federal laws, regulations, and policies regarding 

small and disadvantaged business utilization. OSBP interfaces with the U.S. Sma

Business Administration and submits data for its scorecard rating. OSBP also

awards annual Small Business Awards, recognizing industry partner contributions 

to NASA

NASA is committed to providing all categories of small businesses with an 

opportunity to participate in both NASA prime contracts and subcontracts

OSBP conducts training and outreach for small business owners by creating 

manuals, hosting “How To Do Business with NASA” and other outreach events, 

maintaining a knowledge portal, managing a mentor program, and creating other 

resources. OSBP maintains a small staff at Headquarters and supports a Small

Business Specialist at each NASA Center

More information: https://osbp.nasa.gov/index.html

OSBP Leadership

Glenn A. Delgado

Associate Administrator, OSBP

Glenn A. Delgado

Glenn A. Delgado is the Associate Administrator of the

NASA Office of Small Business Programs. As the Associate

Administrator, Delgado provides executive leadership 

and policy direction for developing and implementing 

policies and initiatives throughout NASA to ensure that all 

categories of small businesses are afforded opportunities 

to compete for Agency contracts. Since Delgado’s arrival

at NASA in 2007, the dollars awarded directly to small 

businesses have increased significantly, from $1.9B in 2007

to $3B in 2019. NASA has also improved from a C score to

an A score by the U.S. Small Business Administrati

Extended bio: https://osbp.nasa.gov/bio_delgado.html

64

5 NASA Fun

 5.9 Ofice 
NOVEMBER 2020

NASA TRANSITION BINDER

6 NASA’S TECHNICAL AUTHORITIES

NASA has three technical authorities conducting a vital role in NASA’s governance 

to employ checks and balances among key organizations, ensuring that decisions 

have the benefit of different points of view and are not made in isolation. NASA

separates the roles for programmatic and technical authorities to provide an 

organizational structure that emphasizes the authorities’ shared goal of mission 

success while taking advantage of the different perspectives each brings. Mission

Directorates and program and project managers support the Agency’s established 

processes for reviewing technical standards and requirements—for which 

ownership is maintained by technical authorities

There are three branches of technical authority—engineering, safety and mission 

assurance, and health and medical. Technical authority originates with the

Administrator and is formally delegated to the NASA Associate Administrator and 

then to the NASA Chief Engineer for Engineering Technical Authority; the Chief 

of Safety and Mission Assurance for Safety and Mission Assurance Technical 

Authority; the Chief Health and Medical Officer for Health and Medical Technical 

Authority; and then to the Center Directors. Subsequent delegations down from the

Center Directors are made to selected individuals at Center organizational levels

For further details regarding the origin of technical authority, its role in NASA 

governance, common technical authority roles, and how the three branches of 

technical authority are implemented, refer to the following:

• NPD 1000.0—NASA Governance and Strategic Management Handbook

• NPR 7120.5—NASA Space Flight Program and Project Management Requirements

65
NOVEMBER 2020

NASA TRANSITION BINDER

6.1 Office of the Chief Health and Medical Officer/

Health and Medical Technical Authority 

The Office of the Chief Health and Medical Officer (OCHMO) is responsible for 

policy and oversight of all health and medical activities at NASA. The Chief Health

and Medical Officer has been designated the Health and Medical Technical 

Authority (HMTA) for NASA. The HMTA implements the responsibilities of the

OCHMO to assure that Agency health and medical policy, procedural requirements, 

and standards are addressed in program/project management when applicable 

and appropriate. The HMTA provides independent oversight of all health, medical,

and space crew/personnel performance matters that either arise in association with 

the execution of, or are embedded in, NASA programs or projects. Although most

HMTA issues involve human space flight, issues occurring on other NASA flight and 

research and technology programs/projects can be HMTA-related and must be 

evaluated accordingly

The OCHMO establishes Agency-level health and medical policy, procedural 

requirements, and technical standards for use by programs and projects when 

applicable and appropriate. Any deviations from the policy, requirements, and

standards can only occur with the concurrence of the HMTA

Dr. J.D. Polk

Dr. J.D. Polk, DO, MS, MMM, CPE, FACOEP, FAsMA, is t

Agency’s Chief Health and Medical Officer, located at NASA 

Headquarters in Washington, DC. He began serving in this

position in November 2016

Dr. Polk received his degree in osteopathic medicine from

the A.T. Still University in Kirksville, MO. He completed h

residency in emergency medicine with the Mt. Sinai hospitals

via Ohio University and completed his training in aerospace 

medicine at the University of Texas Medical Branch. He is

board-certified in both emergency medicine and aerospace 

medicine. Dr. Polk holds a master of science in space studie

from the American Military University, a master of medical 

management from the University of Southern California’s 

Marshall School of Business, and a master’s certificate in public health from the 

University of New England. Dr. Polk is well published in the fields of emergenc

medicine, disaster medicine, space medicine, and medical management

More information: https://www.nasa.gov/offices/ochmo/main/index.html

66

6 NASA’s Te

 6.1 Oice f the Chef Healt
NOVEMBER 2020

NASA TRANSITION BINDER

6.2 Office of the Chief Engineer/

Engineering Technical Authority

The Office of the Chief Engineer (OCE) provides policy direction, oversight, and 

assessment for the NASA engineering and program management communities and 

serves as principal advisor to the Administrator and other senior officials on matters 

pertaining to the technical readiness and execution of NASA programs and projects

The Chief Engineer provides overall leadership for the Engineering Technical 

Authority (ETA) process, which establishes the engineering design processes, 

specifications, rules, and best practices to fulfill programmatic mission performance 

requirements. ETAs support the processing of changes, waivers, and deviations

from engineering requirements

Ralph R. Roe

As Chief Engineer, Ralph R. Roe, Jr., is responsible fo

the overall review and technical readiness of all NASA 

programs. Roe began his career at NASA’s Kennedy

Space Center in 1983, serving initially as a Propulsion 

Systems Test Engineer. Roe served in multiple leadership

roles in Space Shuttle Engineering before being named 

Space Shuttle Engineering Director in October 1996, 

with responsibility for the engineering management and 

technical expertise of personnel involved in prelaunch, 

landing, recovery, and turnaround operations for the Space 

Shuttle fleet. Roe then served as the Space Shuttle Launch

Director for four missions, including John Glenn’s return 

to space and the first International Space Station flight

Next, Roe served as Manager of the Space Shuttle Vehicle Engineering Office at 

NASA’s Johnson Space Center, where he was responsible for the orbiter fleet, flight 

software, flight crew equipment, and robotic arm from August 1999 to August 2003

In 2003, Mr. Roe developed the concept for and became the first director of the

NASA Engineering and Safety Center (NESC), located at NASA’s Langley Research 

Center in Hampton, VA. The NESC was formed following the Space Shuttle

Columbia accident to provide the Agency with the technical expertise, skills, and 

resources to offer an independent look at NASA’s most difficult problems. Roe

served as the NESC Director until February 2014, when he was selected as the 

NASA Chief Engineer. In this role Roe provides leadership for Engineering Technical

Authority and programmatic policy, ensuring the technical and programmatic 

readiness of all of NASA’s programs and projects

More information: https://www.nasa.gov/oce

67

6 NASA’s Te

 6.2 Oice of the Ch
NOVEMBER 2020

NASA TRANSITION BINDER

6.3 Office of Safety and Mission Assurance/

Safety and Mission Assurance Technical Authority 

The Office of Safety and Mission Assurance (OSMA) assures the safety 

and enhances the success of all NASA activities through the development, 

implementation, and oversight of Agency-wide safety, reliability, maintainability, and 

quality assurance policies and procedures. OSMA includes the Mission Assurance

Standards and Capabilities Division, Missions and Programs Assessment Division, 

Institutional Safety Management Division, and NASA Safety Center, as well as the 

Independent Verification and Validation Program. The Chief of Safety and Mission

Assurance has been designated as the Safety and Mission Assurance Technical 

Authority (SMA TA) for NASA. The SMA TA establishes and is responsible for the

SMA processes, specifications, rules, and best practices necessary to fulfill safety 

and programmatic mission assurance performance requirements. SMA TAs are

assigned when new programs or projects begin, and their duties include providing 

input to program or project planning; overseeing proposed technical or process 

changes or decisions that could increase risks to safety, quality, or reliability; and 

guiding and advising the management of this risk. Unlike the leaders of other

technical authorities, the Chief of SMA is fully empowered to suspend any operation 

or project activity that presents an unacceptable risk

Terrence Wilcutt

Terrence Wilcutt is NASA’s Chief of Safety and Mission 

Assurance. Appointed to this role in September 2011,

Wilcutt is responsible for the development, implementation, 

and oversight of all Safety and Mission Assurance policies 

and procedures for all NASA programs

Wilcutt is a retired Marine colonel and veteran astronaut 

who had served as Director of Safety and Mission 

Assurance at NASA’s Johnson Space Center (JSC) in 

Houston since 2008. In that position, Wilcutt was tasked

with the Safety Technical Authority of the programs 

and projects at JSC as well as JSC’s Institutional 

Safety program

As Chief of Safety and Mission Assurance, Wilcutt is responsible for the 

development, implementation, and oversight of all Safety and Mission Assurance 

policies and procedures for all NASA programs

More information: https://sma.nasa.gov/

68

6 NASA’s Te

 6.3 Oficeof Safet yand Missio
NOVEMBER 2020

NASA TRANSITION BINDER

7 NASA CENTER PROFILES

NASA owns and manages numerous Centers and facilities distributed across the 

United States, as denoted in the map below. Each field installation maintains a

unique set of core capabilities and assets that enable NASA’s primary portfolios 

in human spaceflight, Earth and space sciences, aeronautics research, and space 

technology development. In addition to the Government-owned and -operated

locations, NASA manages the Jet Propulsion Laboratory, a Federally Funded 

Research and Development Center

Ames 

Research 

Center

(ARC)

Wallops Flight

Facility (GSFC)*

NASA

Headquarters

(HQ)

Software Independent

Verifi cation and

Validation (IV and V)

Facility (GSFC)*

White Sands

Test Facility

(JSC)*

Michoud

Assembly

Facility

(MSFC)*

Armstrong 

Flight

Research

Center

(AFRC)

Glenn 

Research 

Center (GRC)

Plum Brook

Station (GRC)*

Goddard Space Flight 

Center (GSFC)

Goddard Institute

for Space Studies 

(GSFC)*

Jet

Propulsion

Laboratory

(JPL)

Johnson 

Space 

Center

(JSC)

Marshall Space Flight

Center (MSFC)

Kennedy Space

Center (KSC)

Stennis 

Space 

Center

(SSC)

NASA

Shared

Services

Center

(SSC)*

Langley Research

Center (LaRC)

NASA Centers

NASA Facilities

Federally Funded 

Research and 

Development Center

* Acronym indicates the managing NASA Center for the Facility

69
NOVEMBER 2020

NASA TRANSITION BINDER

7.1 Ames Research Center 

Description of Center 

Ames Research Center (ARC/Ames) is located at Moffett Field, CA, in the heart of 

the dynamic Silicon Valley. Ames assets include the NASA Astrobiology Institute

(NAI); the Solar System Exploration Research Virtual Institute (SSERVI); the NASA 

Aeronautics Research Institute (NARI); the Mars Climate Modeling Center (MCMC); 

and the NASA Research Park, a world-class, shared-use research and development 

and education campus comprising more than 100 onsite partners working together 

on innovation and entrepreneurship. ARC serves as host to other Federal, military,

and civilian organizations, such as the California Air National Guard

Resident at Ames are many unique national facilities, including the world’s largest 

wind tunnel; one of the Nation’s most capable supercomputers, Pleiades; the 

Quantum Artificial Intelligence Laboratory (QuAIL), designed to explore the potential 

for quantum computers to solve difficult optimization problems in aeronautics, 

Earth and space sciences, and space exploration; several state-of-the-art flight 

simulators; the Arc Jet Complex, which is the only such facility at NASA to simulate 

the extreme conditions of atmospheric entry; and a Mars wind tunnel

More information: https://www.nasa.gov/centers/ames/about/overview.html

Mission Statement 

ARC enables exploration through selected developments, innovative technologies, 

and interdisciplinary scientific discovery. ARC provides leadership in astrobiology,

small satellites, technologies for crew exploration vehicles, the search for habitable 

planets, supercomputing, intelligent/adaptive systems, advanced thermal 

protection, and airborne astronomy. ARC develops tools for a safer, more efficient

national airspace and unique partnerships benefiting NASA’s mission

List of Core Functions

• Advanced computing and IT systems

• Aeroscience

• Air traffic management

• Astrobiology and fundamental biology

• End-to-end low-cost space missions

• Entry, descent, and landing systems

• Intelligent adaptive human and robotic 

systems

70

7 NASA Cen

 7.1 Ames
NOVEMBER 2020

NASA TRANSITION BINDER

Center Leadership

Center Director: Dr. Eugene Tu 

Eugene Tu

Dr. Eugene L. Tu is the Center Director at Ames Researc

Center. Tu was most recently Director of Exploration

Technology at Ames, a position he held from November 

2005 until his selection as Ames Center Director in 

May 2015. There, he led four technology research and

development divisions. Tu began his career as a research

scientist conducting computational fluid dynamics research

After progressing through various research and managerial 

positions in such fields as computational aerodynamics, 

information technology (IT), and high-performance 

computing and communications, he became director of 

Exploration Technology in 2005. Tu earned his bachelor’s

degree in mechanical engineering from the University of California, Berkeley, in 

1988, and both his master’s degree and doctorate from Stanford University

Extended bio: http://www.nasa.gov/ames/center-director-eugene-tu

Center Organization

Office of the Director

Research and Technology Mission Support

Ames Research Center (ARC)

October 2020

Office of Diversity and 

Equal Opportunity

NASA Research Park 

Office

Aeronautics 

Directorate

Engineering 

Directorate

Exploration 

Technology Directorate

Programs and Projects 

Directorate

Science Directorate

Center Operations 

Directorate

CA Human Resources 

Office

Safety and Mission 

Assurance Directorate

Office of the 

Chief Counsel Partnerships Office

Office of the Chief 

Financial Officer

Information 

Technology Directorate

Office of

Communications

71

7 NASA Cen

 7.1 Ames
NOVEMBER 2020

NASA TRANSITION BINDER

7.2 Neil A. Armstrong Flight Research Center

Description of Center 

Armstrong Flight Research Center (AFRC/Armstrong) is NASA’s primary Center 

for atmospheric flight research and operations. The main campus is situated on

approximately 830 acres within the confines of Edwards Air Force Base in California, 

permitting AFRC to conduct the full range of aeronautical flight research while 

maximizing the safe operation and recovery of one-of-a-kind flight vehicles

For almost 75 years, research at NASA Armstrong has led to major advancements 

and breakthroughs in the design and capabilities of many state-of-the-art civil and 

military aircraft. Armstrong demonstrates America’s leadership in aeronautics, Earth

and space science, and aerospace technology as the Center seeks to revolutionize 

aviation, add to humanity’s knowledge of the universe, and contribute to the 

understanding and protection of Earth

Mission Statement 

Armstrong advances technology and science through flight. AFRC performs flight

research and technology integration to revolutionize aviation and pioneer aerospace 

technology; conducts airborne remote sensing and science missions; aids the 

Flight Opportunities Program for the Aeronautics Mission Directorate; and enables 

airborne astrophysics observation missions to discover the origin, structure, 

evolution, and destiny of the universe

More information: https://www.nasa.gov/centers/armstrong/about/overview.html

List of Core Functions

• Research engineering 

• Atmospheric flight research 

• Dryden Aeronautical Test Range (DATR) 

• Test Facilities 

• Airborne and Stratospheric Observatory for Infrared Astronomy (SOFIA) mission 

operations 

• Support aircraft and maintenance organization 

72

7 NASA Cen

 7.2 Neil A. Ar
NOVEMBER 2020

NASA TRANSITION BINDER

Center Leadership

Center Director: David D. McBride 

David D. McBride

David D. McBride was appointed Director of Armstrong

Flight Research Center on January 4, 2010, having served 

as acting Director since April 2009

During his tenure, the Center achieved full operational 

capability with the highly modified B-747 Stratospheric 

Observatory for Infrared Astronomy (SOFIA), completed 

flight evaluation of the X-48B/C hybrid wing-body 

experimental aircraft, transitioned NASA’s Global Hawk 

unpiloted aircraft to science operations, and demonstrated 

the NASA Orion spacecraft’s launch abort system

McBride began his NASA career as a cooperative education 

student in 1982, specializing in digital flight control systems analysis. He earned

a bachelor of science in electrical engineering in 1985 and an executive master of 

business administration in 1998, both from the University of New Mexico

Extended bio: http://www.nasa.gov/centers/armstrong/about/biographies/management/mcbride.html

Center Organization

Office of the Director

Armstrong Flight Research Center (AFRC)

October 2020

Office of Strategic 

Analysis

Office of the Chief 

Engineer

Mission 

Support

Directorate

Programs and 

Projects

Directorate

Flight 

Operations

Directorate

Research and 

Engineering

Directorate

Mission 

Operations

Directorate/

OCIO

Safety and 

Mission 

Assurance

Directorate

Finance

Directorate

Office of the 

Chief Counsel

Office of Diversity and 

Equal Opportunity

Office of the 

Chief of Staff

Office of

Legislative Affairs

73

7 NASA Cen

 7.2 Neil A. Ar
NOVEMBER 2020

NASA TRANSITION BINDER

7.3 Glenn Research Center

Description of Center 

Located at Lewis Field (350 acres next to Cleveland Hopkins International Airport) 

and Plum Brook Station (6,500 acres in Sandusky, OH), Glenn Research Center 

(GRC/Glenn) contains a unique collection of world-class laboratories and test 

facilities. The Lewis Field site and Plum Brook Station host many facilities designed

to test aviation and space flight hardware, and altogether the campus is home to 

25 major test facilities, 4 different highly capable research aircraft, and over 100 

research/engineering laboratories

More information: https://www.nasa.gov/centers/glenn/home/index.html

Mission 

In support of the Agency’s mission, GRC drives research, technology, and systems 

to advance aviation, enable exploration of the universe, and improve life on Earth

GRC at Lewis Field develops critical space flight systems and technologies 

to advance the exploration of our solar system and beyond while maintaining 

leadership in aeronautics. In partnership with U.S. industries, universities, and oth

Government institutions, research and development efforts focus on advancements 

in air-breathing propulsion; in-space propulsion and cryogenic fluids management; 

communications technology and architecture design/developments; aerospace 

power systems architectures and technologies, including energy storage and power 

conversion; advanced materials specializing in materials for extreme environments; 

and physical sciences, including biomedical technologies in space

List of Core Functions

• Air-breathing propulsion 

• Communications technology and 

development 

• In-space propulsion and cryogenic 

fluids management 

• Power, energy storage, and 

conversion 

• Materials and structures for extreme 

environments 

• Physical sciences and biomedical 

technologies in space 

74

7 NASA Cen

 7.3 Glen
NOVEMBER 2020

NASA TRANSITION BINDER

Center Leadership

Center Director: Dr. Marla E. Pérez-Davis

Marla E. Pérez-Davis

Dr. Marla E. Pérez-Davis serves as the Director of John

Glenn Research Center in Cleveland, OH. In this position,

she is responsible for planning, organizing, and directing the 

activities required to accomplish the missions assigned to 

the Center. Prior to becoming the Director, Dr. Pérez-Davi

served as Glenn’s Deputy Director. From 2014 to June 2016,

she was Deputy Director of the Research and Engineering 

Directorate. Pérez-Davis is the recipient of numerous NASA

awards, including the NASA Outstanding Leadership Medal 

and the prestigious Presidential Rank Award for Meritorious 

Executives

Pérez-Davis, a native of Puerto Rico, earned her bachelor’s degree from the 

University of Puerto Rico, a master of science degree from the University of 

Toledo, and a doctoral degree in chemical engineering from Case Western Reserve 

University. In 2006, she completed NASA’s Senior Executive Service Candidate

Development Program and the Office of Personnel Management Program

Extended bio: https://www.nasa.gov/centers/glenn/about/bios/perez-davis_bio.html

Center Organization 

Office of the Director

John H. Glenn Research Center at Lewis Field (GRC)

October 2020

NASA Safety 

Center

Space Flight 

Systems

Directorate

Research and 

Engineering

Directorate

Plum Brook 

Station

Facilities, Test and 

Manufacturing 

Directorate

Office of the 

Chief Counsel

Office of Technology 

Incubation and 

Innovation

Aeronautics 

Directorate

Center Operations 

Directorate

Office of the 

Chief Financial 

Officer

Office of the Chief 

Information Officer

GRC Human 

Resources 

Office

Office of Diversity 

and Equal 

Opportunity

Safety and Mission 

Assurance 

Directorate

75

7 NASA Cen

 7.3 Glen
NOVEMBER 2020

NASA TRANSITION BINDER

7.4 Goddard Space Flight Center 

Description of Center 

NASA’s Goddard Space Flight Center (GSFC/Goddard), located in Greenbelt, MD, is 

home to the Nation’s largest organization of scientists, engineers, and technologists 

who build spacecraft, instruments, and new technology to study Earth, the Sun, our 

solar system, and the universe. GSFC’s installations include Wallops Flight Facility

(WFF), the Independent Verification and Validation (IV&V) Facility, and the Goddard 

Institute for Space Studies (GISS)

More information: https://www.nasa.gov/goddard

Component Facilities

The Goddard Institute for Space Studies, located in New York City, is a component

laboratory of Goddard Space Flight Center’s Earth Sciences Division, specializing 

in space-based observations to provide a critical perspective for monitoring global 

climate and developing an understanding of Earth systems

The Wallops Flight Facility, located on Virginia’s Eastern Shore, is NASA’s principal 

facility for management and implementation of suborbital research programs, and 

it serves as a test site for new launch technologies. Wallops launches low-cost,

versatile suborbital and orbital rockets, balloons, and aircraft in support of Earth 

and space science research

The Katherine Johnson Independent Verification and Validation Facility is located in 

Fairmont, WV, applying system and software engineering best practices to evaluate 

the correctness and quality of critical and complex software systems throughout the 

system development life cycle

Mission Statement 

GSFC advances NASA’s mission by leading scientific research and by building, 

launching, and operating scientific instruments, spacecraft, and information 

systems. As a science center, Goddard seeks to understand Earth and to explore

the universe through a robust program of scientific research in Earth science, 

astrophysics, heliophysics, and planetary science. As a space flight center,

Goddard utilizes its core technical and programmatic expertise and facility 

capabilities to execute a broad range of flight missions and field campaigns

76

7 NASA Cen

 7.4 Goddar
NOVEMBER 2020

NASA TRANSITION BINDER

List of Core Functions

• Astrophysics 

• Earth science

• Heliophysics

• Planetary science

• Space communications 

and navigation

• Suborbital platforms and range services

• Sensor systems and instrument platforms

• Large-scale scientific information systems, data 

processing, and dissemination

• In-space satellite assembly and servicing

• End-to-end mission systems architecture and 

engineering 

Center Leadership

Center Director: Dennis Andrucyk

Dennis Andrucyk

Dennis Andrucyk has been the Director of Goddard Space 

Flight Center since January 2020. He previously served as

the Deputy Associate Administrator for NASA’s Science 

Mission Directorate

During his time as Deputy Associate Administrator, 

innovative observing systems were flown, made possible 

by new research and technology. For example, although

they were originally used as educational tools, distributed 

CubeSat constellations have flown as a single mission 

and made simultaneous multipoint Earth measurements, 

expanding the knowledge of our home planet in a 

low-cost manner

Andrucyk has also championed efforts to develop a more diverse and inclusive 

workforce that encourages collaboration and partnership across NASA science 

activities. Andrucyk holds a bachelor of science in electrical engineering from the

University of Maryland

Extended bio: https://www.nasa.gov/content/goddard/2020/center-director-dennis-andrucyk

77

7 NASA Cen

 7.4 Goddar
NOVEMBER 2020

NASA TRANSITION BINDER

Center Organization

Office of the Director

Goddard Space Flight Center (GSFC)

October 2020

Sciences and 

Exploration

Directorate

Information 

Technology & 

Communications Directorate

Suborbital and 

Special Orbital 

Projects 

Directorate

Ground 

Network 

at KSC

Space Network Wallops Flight 

Facility

GSFC Human 

Resources 

Office

Office of the 

Chief Financial 

Officer

Management 

Operations

Directorate

Safety and 

Mission 

Assurance 

Directorate

Flight Projects 

Directorate

Engineering and 

Technology 

Directorate

Office of 

Diversity and 

Equal 

Opportunity

Office of 

Communications

Office of Chief 

Counsel

Office of STEM 

Engagement

Independent 

Verification and 

Validation 

Office

Office of 

Inspector 

General

78

7 NASA Cen

 7.4 Goddar
NOVEMBER 2020

NASA TRANSITION BINDER

7.5 Federally Funded Research and Development Center: 

Jet Propulsion Laboratory

The Jet Propulsion Laboratory (JPL) is a Federally Funded Research and 

Development Center (FFRDC) managed for NASA through a contract with the 

California Institute of Technology. JPL develops and maintains technical and

managerial competencies in support of NASA’s mission. The NASA Management

Office (NMO) is NASA’s onsite office at JPL, conducting contract management 

and providing oversight, on behalf of NASA’s Science Mission Directorate (SMD) 

and other Headquarters offices, of programmatic and institutional program 

implementation at JPL

JPL’s principal facilities are located on 167 acres in La Cañada Flintridge, CA, 

adjacent to Pasadena. Unique key facilities include a 25-foot thermal vacuum

chamber with solar capability, a 12,000-square-foot class-10K clean room for 

integration and testing of spacecraft, a simulated outdoor Martian landscape (Mars 

Yard) used to test robotic prototypes, plus On-Lab capabilities to fabricate sensors

for instruments and full fabrication capability of electrical and mechanical systems 

for NASA spacecraft

More information: https://www.nasa.gov/centers/jpl/home/index.html

Component Facilities 

The Deep Space Network (DSN): The DSN encompasses antenna complexes 

strategically placed on three continents, including the communications stations in 

Madrid, Spain; Canberra, Australia; and the Goldstone Complex near Barstow, CA

The DSN is the largest and most sensitive scientific telecommunications system 

in the world; it also performs radio and radar astronomy observations for the 

exploration of the solar system and the universe. JPL is responsible for operating

the DSN for NASA

Jet Propulsion Laboratory Core Functions

• End-to-end mission and instrument development for small, medium, and 

large missions 

• Mars Exploration Program Office 

• Entry, descent, and landing systems

• Planetary exploration, Earth science, and astrophysics

• Deep space communications and navigation

79

7 NASA Cen

 7.5 Federal y Funded Res
NOVEMBER 2020

NASA TRANSITION BINDER

California Institute of Technology/

Jet Propulsion Laboratory Leadership

Laboratory Director: Dr. Michael M. Watkins

Michael M. Watkins

Michael M. Watkins, an engineer and scientist, became

Director of JPL on July 1, 2016. In 2015–16, he spent a

year at the University of Texas at Austin, where he held 

the Clare Cockrell Williams Chair in Engineering and was 

director of its Center for Space Research. Previously on

the staff of JPL for 22 years, Watkins served in a variety of 

management roles in both line and project organizations

Watkins holds a Ph.D. degree in aerospace engineerin

from the University of Texas at Austin. He has published

widely in both engineering and science and serves or 

served on the boards of numerous international scientific 

and engineering societies

Extended bio: http://www.jpl.nasa.gov/about/bio_watkins.php

80

7 NASA Cen

 7.5 Federaly Funded Res
NOVEMBER 2020

NASA TRANSITION BINDER

7.6 Lyndon B. Johnson Space Center 

Description of Center 

The Johnson Space Center (JSC/Johnson) is NASA’s premier Center for human 

space exploration operations; program management; and spacecraft design, 

development, testing, and evaluation. JSC opened in 1963 in the Clear Lake area

of Houston, TX, on 1,600 acres of land donated through Rice University. Additional

aircraft and testing assets are located a few miles away at Ellington Field (228 acres 

reserved for military and NASA use)

JSC also manages the White Sands Test Facility (WSTF) near Las Cruces, NM

Established in 1963 on the White Sands Missile Range, it is a unique resource for 

testing and evaluating hazardous materials, space flight components, and in-space 

rocket propulsion systems

Among the notable facilities at JSC are the Christopher Kraft Mission Control 

Center, the Neutral Buoyancy Laboratory, the Spaceflight Vehicle Mockup Facility, 

the Thermal Vacuum Test Complex, the Human Health and Performance Laboratory, 

and the Astromaterials Curation Facility

More information: https://www.nasa.gov/centers/johnson/home/index.html

Mission Statement 

JSC’s mission is to lead human space exploration for the Agency, with the current 

focus on four priorities: maximizing use of the International Space Station (ISS), 

enabling the success of the Commercial Crew Program, developing the Orion 

spacecraft for future missions, and building the foundation for Artemis and future 

human missions to Mars

JSC manages the ISS Program, the Orion Program, and the Human Research 

Program (HRP); additionally, the Center partners with Kennedy Space Center to 

manage the Commercial Crew Program (CCP). Through both program management

and technology development activities, JSC manages a wide range of innovative 

partnerships with international, commercial, academic, and U.S. Government entiti

81

7 NASA Cen

 7.6 Lyndon B.
NOVEMBER 2020

NASA TRANSITION BINDER

List of Core Functions

• Human spacecraft design, 

development, testing, and evaluation

• Human space flight operations

• Human health and performance in 

space

• Human space flight program 

management 

• Human mission architecture analysis 

and development

• Spacesuit development and 

operations

• Safety and mission assurance

• Astromaterials research and curation

Center Leadership

Center Director: Mark S. Geyer 

Mark S. Geyer

Mark S. Geyer is the 12th Director of NASA’s Johnson

Space Center, a position he assumed on May 25, 2018. In

this role, Geyer leads a workforce of approximately 10,000 

civil servant and contractor employees at one of NASA’s 

largest installations—the Houston campus—and the White 

Sands Test Facility in Las Cruces, NM

Geyer began his NASA career in 1990 at Johnson in the 

new business directorate. He joined the International Space

Station Program in 1994, where he served in a variety 

of roles until 2005, including chair of the Space Station 

Mission Management Team; manager of the ISS Program 

Integration Office; and NASA lead negotiator with Russia on 

Space Station requirements, plans, and strategies

Born in Indianapolis, Geyer earned both his bachelor of science and master 

of science degrees in aeronautical and astronautical engineering from Purdue 

University in Indiana

Extended bio: https://www.nasa.gov/centers/johnson/about/people/orgs/bios/geyer.html

82

7 NASA Cen

 7.6 Lyndon B.
NOVEMBER 2020

NASA TRANSITION BINDER

Center Organization

Infrastructure Business

Office of the Director

Lyndon B. Johnson Space Center (JSC)

October 2020

Engineering 

Directorate

Human Health 

and 

Performance 

Directorate

Safety and 

Mission 

Assurance 

Directorate

Exploration 

Integration and 

Science 

Directorate

White Sands 

Test Facility

Orion Program 

Office

International 

Space Station 

Program Office

Gateway 

Program Office

Commercial 

Crew and 

Program Office

Center 

Operations 

Directorate

Information 

Resources 

Directorate

Office of 

Procurement

Office of 

Chief 

Financial 

Officer

External 

Relations 

Office

Human 

Resources 

Office

Office of 

Diversity 

and Equal 

Opportunity

Office of 

Chief 

Counsel

Flight 

Operations 

Directorate

83

7 NASA Cen

 7.6 Lyndon B.
NOVEMBER 2020

NASA TRANSITION BINDER

7.7 John F. Kennedy Space Center

Description of Center

The Kennedy Space Center (KSC/Kennedy) is located along Florida’s east central 

coast, in an area known as the Space Coast. It shares a boundary with the Merritt

Island National Wildlife Refuge, which includes 140,000 acres of land, water, and 

marshes. KSC has over 50 years of experience in the design, development, and

operation of payload/spacecraft processing and launch systems used to support 

human space flight and robotic missions. KSC has recently transformed itself from a

Government-only launch site to a multiuser spaceport supporting Government and 

commercial providers. KSC currently has over 80 active partnerships that include

four separate human space flight programs. KSC facilities that have been made

available for use by commercial and other Government space-related organizations 

include Pad-A (formerly Shuttle Launch Pad 39A), the Shuttle Landing Facility (SLF), 

the three Orbiter Processing Facility (OPF) high bays, a high bay in the Vehicle 

Assembly Building (VAB), and several smaller facilities and labs

More information: https://www.nasa.gov/centers/kennedy/home/index.html

Mission Statement

KSC is responsible for the preflight processing, launch, landing, and recovery of the 

Agency’s human-rated spacecraft and launch vehicles; the assembly, integration, and 

processing of ISS elements and flight experiments; the acquisition and management 

of launch services for Agency spacecraft; and leadership of the development of 

a commercial crew transportation system for access to and from low-Earth orbit 

and the ISS. KSC hosts the manufacturing of the Orion spacecraft. KSC execute

research and technology projects in support of Agency exploration initiatives and 

establishes partnerships with commercial and other Governmental entities to 

optimize the use of KSC capabilities and facilities to establish a multiuser spaceport

List of Core Functions

• Launch services and commercial 

crew 

• Launch vehicle and spacecraft 

processing, launch, landing, recovery, 

and operations

• Payload and flight science experiment 

processing, integration, and testing

• Flight and ground systems and 

supporting infrastructure

• Advanced flight systems and 

technologies to advance exploration 

and space systems

84

7 NASA Cen

 7.7 John F. Ke
NOVEMBER 2020

NASA TRANSITION BINDER

Center Leadership

Center Director: Robert D. Cabana

Robert D. Cabana, a former NASA astronaut, currently

Robert D. Cabana

serves as Director of KSC. As Center Director, Cabana

manages all NASA facilities and activities at the spaceport, 

including the civil service and contractor employees who 

operate and support numerous space programs and 

projects. A veteran of four space flights, Cabana logged 38

days in space. Following his retirement as a Marine Corps

colonel in September 2000, Cabana was appointed to the 

Federal Senior Executive Service. He served in numerous

challenging senior management positions at Johnson 

Space Center, ultimately becoming Deputy Director. In

October 2007, Cabana was appointed as the Director of 

NASA’s John C. Stennis Space Center; a year later, he was

reassigned to KSC as its 10th Director

Extended bio: http://www.nasa.gov/centers/kennedy/about/biographies/cabana.html

Center Organization 

Office of the Director

Kennedy Space Center (KSC)

October 2020

Office of the 

Chief Financial 

Officer

Communication 

and Public 

Engagement

Procurement Human

Resources

Information 

Technology & 

Communications Services

Center Planning 

and 

Development

Safety and 

Mission 

Assurance

Spaceport 

Integration and 

Services

Engineering

Launch 

Services 

Program

Office of 

Diversity and 

Equal 

Opportunity

Commercial 

Crew 

Program

Gateway 

Logistics

Office of the 

Inspector 

General

Office of Chief 

Counsel

Exploration 

Ground 

Systems

Exploration 

Research and 

Technology 

Programs

85

7 NASA Cen

 7.7 John F. Ke
NOVEMBER 2020

NASA TRANSITION BINDER

7.8 Langley Research Center 

Description of Center 

Langley Research Center (LaRC/Langley) is a truly unique place that has 

experienced continued growth since becoming the Nation’s first civilian aeronautical 

research laboratory in 1917. Based in Hampton, VA, it spans approximately 764

acres and directly borders the Air Force Joint Base Langley-Eustis. Langley’s

facilities enable the space exploration, aeronautics, and science that allow 

researchers to conduct experimentation, testing, and validation from concept to 

flight in order to advance next-generation aerospace technologies. The Center has

more than 150 facilities, including wind tunnels, laboratories, and energy-efficient 

office space. Langley is also home to the NASA Engineering and Safety Center

(NESC), which performs independent testing, analysis, and assessments of NASA’s 

high-risk projects to ensure safety and mission success

Langley is home to several aeroscience ground test facilities, including the National 

Transonic Facility (NTF), the Transonic Dynamics Tunnel (TDT), the 20-Foot Vertical 

Spin Tunnel (VST), the 8-Foot High Temperature Tunnel (HTT), the 14- by 22-Foot 

Subsonic Wind Tunnel, the Combined Loads Test System (COLTS), and the Langley 

Aerothermodynamics Laboratory (LAL)

More information: https://www.nasa.gov/langley

Mission Statement

LaRC is a research, science, technology, and development Center that provides 

innovations to enable NASA to make significant contributions to the Nation. The

Center is recognized as a leader in systems innovation for expanding air mobility, 

exploring space, and definitively characterizing Earth’s changing climate. Langley’s

work spans fundamental research to mission development and operations with an 

eye toward the next generation of ideas that provide new capabilities or significantly 

improve performance or cost

List of Core Functions 

• Advanced materials and structural 

systems 

• Aerosciences 

• Atmospheric characterization 

• Entry, descent, and landing

• Intelligent flight systems 

• Measurement systems 

• Systems analysis and concepts

86

7 NASA Cen

 7.8 Langle
NOVEMBER 2020

NASA TRANSITION BINDER

Center Leadership

Center Director: Clayton P. Turner 

Clayton P. Turner

Clayton P. Turner is the Director of Langley Research

Center. He leads a diverse group of civil servant and

contractor scientists, researchers, engineers, and support 

staff, who work to make revolutionary improvements to 

aviation, expand understanding of Earth’s atmosphere, 

develop new technologies for space exploration, and 

contribute to NASA’s broader exploration mission

Turner has served the Agency for more than 29 years

He has held several roles at Langley, including systems 

engineer, Chief Engineer, Engineering Director, Associate 

Center Director, and Deputy Center Director

Extended bio: https://www.nasa.gov/feature/langley/clayton-p-turner-director-nasa-langley-research-center

Center Organization 

Mission Support

Mission

Office of Strategic Analysis, 

Communications and 

Business Development

Office of the 

Director

Langley Research Center (LaRC)

October 2020

AGENCY 

FUNCTIONS

NASA Engineering 

and Safety Center

AGENCY PROGRAMS AND SUPPORT

• Earth System Science Pathfinder Program

 Office

• Game Changing Development Program

 Office

• Science Office for Mission Assessments

Safety and 

Mission 

Assurance 

Office

Office of 

Procurement

Office of the 

Chief Counsel

Office of 

Diversity and 

Equal 

Opportunity

Langley 

Human 

Resources 

Office

Office of the 

Chief 

Information 

Officer

Office of the 

Chief 

Financial 

Officer

Engineering

Directorate

Center 

Operations

Directorate

Aeronautics 

Research

Directorate

Science

Directorate

Space 

Technology & 

Exploration 

Directorate

Flight 

Projects

Directorate

Research 

Services

Directorate

Research

Directorate

Systems 

Analysis and 

Concepts

Directorate

87

7 NASA Cen

 7.8 Langl
NOVEMBER 2020

NASA TRANSITION BINDER

7.9 Marshall Space Flight Center

Description of Center

Marshall Space Flight Center (MSFC/Marshall) is located among dozens of Federal 

agencies at Redstone Arsenal in Huntsville, AL. Marshall delivers highly skilled,

crosscutting engineering and support services to a broad spectrum of human 

exploration, science, and technology development missions. Marshall also manages

the Michoud Assembly Facility, where the core stage of the Space Launch System 

(SLS) and the Orion crew vehicle are being built

Marshall is developing the SLS and other critical elements and technologies 

essential for the Nation’s human space exploration mission. Payload operations for

the International Space Station (ISS) are managed at Marshall’s Payload Operations 

and Integration Center. Marshall also enables scientific discovery through the

development and testing of hardware and instruments for a variety of projects in 

high-energy astrophysics, heliophysics, and applied Earth science

More information: https://www.nasa.gov/centers/marshall/home/index.html

Component Facility

The Michoud Assembly Facility is a component facility of MSFC. Michoud, located

on 43 acres under one roof in New Orleans, LA, is one of the largest manufacturing 

facilities in the world. For more than 50 years, it has been entrusted with the

unique manufacturing and assembly needs of NASA’s human space exploration 

programs. The facility is large enough to serve multiple programs and projects

and is expanding to include new, non-NASA tenants, adding to the expertise and 

capabilities of the facility

Mission Statement

Marshall Space Flight Center provides leadership in the complex engineering of 

space transportation and propulsion systems, large space structures and systems, 

and scientific research. Marshall is responsible for developing the SLS as well as

advanced technologies necessary for human exploration. Marshall also manages

a number of programs and projects, including the ISS environmental control and 

life-support system, its payload operations, and numerous other facilities and 

experiments; the Chandra X-ray Observatory; the Discovery and New Frontiers 

programs; and space technology demonstration missions

88

7 NASA Cen

 7.9 Marsha
NOVEMBER 2020

NASA TRANSITION BINDER

List of Core Functions

• Propulsion system development

• Large space structure development

• Advanced and large-scale 

manufacturing

• Space systems

• Scientific research

Center Leadership

Center Director: Jody Singer

Jody Singer

Jody Singer is the Director of Marshall Space Flight Center

Appointed in September 2018, Singer manages one of 

NASA’s largest Field Installations, with nearly 6,000 on- and 

near-site civil service and contractor employees and an 

annual budget of approximately $2.8 billion. Prior to bein

named to the position, Singer had served as Marshall’s 

acting Director since July 2018 and was Deputy Director 

from February 2016 to July 2018, assisting the Director 

with the daily management of the Center’s workforce and 

operations

During her 32-year NASA career, Singer has held leadership 

roles of increasing responsibility in human space flight, 

technology, and science flight missions programs and 

projects; she was appointed in 2002 to the Senior Executive Service, the personnel 

system covering top managerial positions in Federal agencies. She began her NASA

engineering career in 1985 through the professional intern program in the mission 

planning and development office

Extended bio: https://www.nasa.gov/centers/marshall/jody-singer-bio.html

89

7 NASA Cen

 7.9 Marsha
NOVEMBER 2020

NASA TRANSITION BINDER

Center Organization

Office of the Director

George C. Marshall Space Flight Center (MSFC)

October 2020

Inspector General Field Office

Science and 

Technology 

Office

Human 

Exploration 

Development 

and Operations 

Office

Space Launch 

System 

Program Office

Engineering 

Directorate

Safety and 

Mission 

Assurance 

Directorate

Michoud 

Assembly 

Facility

Human 

Landing 

System 

Program 

Office

Office of the 

Chief 

Financial 

Officer

Office of 

Procurement

Office of 

Chief 

Counsel

Office of the 

Chief 

Information 

Officer

Office of 

Human 

Resources

Office of 

Diversity and 

Equal 

Opportunity

Office of 

Strategic 

Analysis and 

Communications

Office of 

Center 

Operations

90

7 NASA Cen

 7.9 Marsha
NOVEMBER 2020

NASA TRANSITION BINDER

7.10Stennis Space Center

Description of Center

Stennis Space Center (SSC/Stennis) is located on the Mississippi Gulf Coast near 

Bay St. Louis, MS. SSC serves as the Nation’s premier rocket propulsion testin

facility and provides propulsion test services for NASA, the Department of Defense, 

and commercial customers

SSC is a unique Federal city, hosting over 40 Federal, state, academic, and 

commercial interests, many of them engaged in technology-based initiatives. The

resultant marine science technology cluster is an economic driver for the region, 

supporting Federal, state, and commercial interests. SSC also hosts several

universities such as Mississippi State University and the University of Southern 

Mississippi. Institutional operational costs are shared among resident agencies,

making it more cost-effective for tenants to accomplish their respective missions

Stennis is also home to the NASA Shared Services Center (NSSC), which performs 

integrated administrative functions and transactional activities for NASA in the 

areas of human resources, information technology, finance, and procurement

Consolidation, standardization, and automation allow the NSSC to increase 

operational efficiency and improve overall customer service. The NSSC is primarily

staffed through contractor support, not Federal employees

More information: https://www.nasa.gov/centers/stennis/home/index.html

Mission Statement

Stennis Space Center implements NASA’s mission by managing and operating 

rocket propulsion test facilities, as well as support infrastructure for the Human 

Exploration and Operations Mission Directorate. SSC also serves as Federal

manager and host agency of a major Government multi-agency Center

List of Core Functions

• Managing the rocket propulsion test program

• Hosting the NASA Shared Services Center

91

7 NASA Cen

 7.10 Sten
NOVEMBER 2020

NASA TRANSITION BINDER

Center Leadership

Center Director: Dr. Richard J. Gilbrech

Richard J. Gilbrech

Richard J. Gilbrech has served as Director of Stennis

Space Center since his appointment to the position in 

2012. As Director, he provides executive leadership, overall

direction, and management of the Center. He is responsible

for implementing NASA’s mission in the area of rocket 

propulsion testing: developing and maintaining NASA’s 

world-class rocket propulsion test facilities. He serves as

a Federal manager hosting an integrated multi-agency 

Federal laboratory

Prior to this appointment, Gilbrech served as Deputy 

Director of Stennis. Gilbrech began his NASA career in 1991

at Stennis in the area of propulsion test technology

Extended bio: https://www.nasa.gov/centers/stennis/about/history/personalities/gilbrech.html

Center Organization

Office of the Director

John C. Stennis Space Center (SSC)

October 2020

Office of the 

Chief Financial 

Officer

Office of the 

Chief Counsel

Office of 

Procurement

Office of 

Communications

Human 

Resources 

Services 

Branch Stennis 

Space Center

Office of STEM 

Engagement

Engineering 

and Test 

Directorate

Safety and 

Mission 

Assurance 

Directorate

Center 

Operations 

Directorate

Rocket 

Propulsion Test 

Program Office

Office of Diversity and 

Equal Opportunity

Office of the Chief 

Technologist

Mission Directorates

Mission Support Offices

92

7 NASA Cen

 7.10 Sten
NOVEMBER 2020

NASA TRANSITION BINDER

8 EXTERNAL OVERSIGHT AND 

ADVISORY INPUT

8.1 NASA Office of Inspector General 

Mission 

In accordance with the Inspector General Act, we conduct objective oversight of 

NASA programs and operations and independently report to the Administrator, 

Congress, and the public to further the Agency’s accomplishment of its mission

Active projects: https://oig.nasa.gov/audits/activeProjects.html

Issued reports: https://oig.nasa.gov/audits/auditReports.html

The NASA Office of Inspector General (OIG) is composed of four Offices—Audits, 

Investigations, Counsel, and Management and Planning—which implement the OIG 

mission. The NASA OIG consists of auditors, analysts, specialists, investigators,

attorneys, and support staff at NASA Headquarters in Washington, DC, and NASA 

Centers throughout the United States

NASA Inspector General

Paul K. Martin

Paul K. Martin

Paul K. Martin was confirmed by the United States Senate

as NASA Inspector General on November 20, 2009

Prior to his NASA appointment, Martin served as the 

Deputy Inspector General at the U.S. Department o

Justice, Office of the Inspector General. In that capacity,

he assisted the Inspector General in managing the audit, 

inspection, and investigative activities of the office’s 425 

employees. From 2001 to 2003, he served as Counselor

to the Inspector General; from 1998 to 2001, he served as 

Special Counsel to the Inspector General

Before joining the Department of Justice OIG, Martin spent 13 years at the 

U.S. Sentencing Commission in a variety of positions, including 6 years a

the Commission’s Deputy Staff Director. Martin was one of the Sentencing

Commission’s first employees when the agency was created in 1985, and he helped 

develop the first set of Federal sentencing guidelines

93
NOVEMBER 2020

NASA TRANSITION BINDER

8.2 NASA Advisory Committees and External Oversight

NASA’s top two Federal advisory committees, the NASA Advisory Council 

(NAC) and Aerospace Safety Advisory Panel (ASAP), are key sources of external 

independent advice to the Agency from nationally and internationally recognized 

aerospace experts

NASA Advisory Council

More information: http://www.nasa.gov/offices/nac/home/index.html

The NAC was created in 1977 by combining two preexisting Agency-level advisory 

committees into a larger, more comprehensive body of experts. The NAC reports

directly to the NASA Administrator and is the most senior body charged with 

developing findings and recommendations across the breadth and depth of NASA’s 

programs, policies, and plans for consideration by the NASA Administrator and 

Agency senior leadership. All formal recommendations to NASA are carefully

considered and receive a formal Agency response

Aerospace Safety Advisory Panel

More information: https://oiir.hq.nasa.gov/asap/

The U.S. Congress directed NASA to establish the Aerospace Safety Advisory Pane

following the 1967 Apollo 1 fire on the launch pad that resulted in the death of three 

NASA astronauts. The purpose of ASAP is to advise the NASA Administrator and

Congress on matters related to safety in NASA’s aerospace programs. All formal

Panel recommendations to NASA are carefully considered and receive a formal 

response from the Agency. The Panel is required to submit an annual report to

the NASA Administrator and to Congress. The charter for the Aerospace Safety

Advisory Panel is renewed every 2 years. The Panel typically holds four quarterly

meetings and makes several focused “insight” visits each year to NASA Centers or 

the Agency’s key contractors

Previous annual reports: https://oiir.hq.nasa.gov/asap/reports.html

94

8 Extenal

 8.2 NASA Advisr y
NOVEMBER 2020

NASA TRANSITION BINDER

Other Advisory Groups

National Academies

More information: https://www.nationalacademies.org/

NASA has a longstanding tradition of seeking external independent technical 

assessments, studies, and expert advice from the National Academies of Sciences, 

Engineering, and Medicine. The National Academies provide independent, objective

analysis and advice to the Nation and conduct other activities to solve complex 

problems and inform public policy decisions

The National Academies manage two key independent advisory bodies for NASA: 

the Space Studies Board and the Aeronautics and Space Engineering Board

National Space Council and Users’ Advisory Group

More information: https://www.nasa.gov/content/national-space-council-users-advisory-group

The National Space Council (NSpC) is an advisory body chaired by the Vice 

President and consisting of several key Cabinet officials. It is charged with the

coordination of U.S. national space policy across all relevant agencies and in al

segments (civil, commercial, national security, international, etc.) to strengthen U

leadership in space

The Users’ Advisory Group (UAG) to the National Space Council (NSpC) was 

chartered in 2017 to ensure that the interests of industries and other non-Federal 

entities involved in space activities, including in particular commercial entities, are 

adequately represented in the National Space Council

External Oversight 

Government Accountability Office

The U.S. Government Accountability Office (GAO) is an independent, nonpartisa

agency that works for Congress. GAO examines how taxpayer dollars are spent

and provides Congress, Federal agencies, and the general public with objective, 

reliable information to help the Government save money and work more efficiently

The GAO High Risk List is a list of programs and operations that are “high risk” due 

to their vulnerabilities to fraud, waste, abuse, and mismanagement, or that need 

transformation. The list is issued every 2 years at the start of each new session

of Congress

95

8 Extenal

 8.2 NASA Advisr y
NOVEMBER 2020

NASA TRANSITION BINDER

NASA’s Acquisition Management process has been on GAO’s High Risk List since 

the list’s creation in 1990. GAO contends that NASA’s historically weak cost and

schedule estimation process introduces risk to NASA’s complex portfolio of major 

projects. In response to NASA’s continued presence on the list, in 2018, NASA

leadership approved a Corrective Action Plan (CAP) that commits NASA to pursuing 

mature Agency program and project management policies and processes, as well 

as related surveillance of contractors through appropriate insight and oversight

Significant progress was made on the 2018 CAP and, in July 2020, a renewed 

Corrective Action Plan was put into place. Initiatives in the updated Plan continue

building on topics such as earned value management, program planning and 

control training, cost and schedule transparency, cost and schedule data collection, 

and contractor financial risk assessments. The next High Risk Report is expected

from GAO in January 2021

GAO also conducts an annual assessment of NASA’s major projects, also known 

as the Quick Look engagement. This is a congressionally mandated review of how

NASA is planning and executing its major acquisitions. All projects in Phases A

through D, technology demonstrations, communications/tracking services, and 

related infrastructure refreshment activities with an estimated life-cycle cost of at 

least $250 million are included in the study. The most recent report was published in

April 2020

2018 NASA High Risk Corrective Action Plan in Response to Recent 

Programmatic Performance and NASA’s Designation on GAO’s High Risk List: 

https://www.nasa.gov/sites/default/files/atoms/files/nasa_high_risk_corrective_action_plan_2018_0.pdf

2019 GAO High Risk List—NASA Acquisition Management: 

https://www.gao.gov/highrisk/nasa/why_did_study#t=0

2020 NASA High Risk Corrective Action Plan in Response to Recent 

Programmatic Performance and NASA’s Designation on GAO’s High Risk List: 

https://www.nasa.gov/sites/default/files/atoms/files/nasa_high_risk_corrective_action_plan_2020.pdf

2020 GAO Assessments of NASA’s Major Projects: 

https://www.gao.gov/assets/710/706505.pdf

96

8 Extenal

 8.2 NASA Advisr y
NOVEMBER 2020

NASA TRANSITION BINDER

9 NASA REFERENCE LINKS

NASA Home Page: http://www.nasa.gov

NASA Online Directives Information System (NODIS): https://nodis3.gsfc.nasa.gov/main_lib.cfm

Strategic Plan: https://www.nasa.gov/sites/default/files/atoms/files/nasa_2018_strategic_plan.pdf

Budget: https://www.nasa.gov/news/budget/index.html

NASA Coronavirus Response: https://nasapeople.nasa.gov/coronavirus/

NASA Newsletter: subscribe at http://www.nasa.gov/subscribe

NASA Morning Briefing: http://nasa.bulletinintelligence.com/

NASA Press Releases: https://www.nasa.gov/news/releases/latest/index.html

NASA Missions: http://www.nasa.gov/missions/timeline/current/current_missions.html

NASA Ombuds Program: http://ombuds.hq.nasa.gov

Office of Protective Services (OPS): http://www.hq.nasa.gov/office/ops/nasaonly/index.html

Office of Diversity and Equal Opportunity: http://www.hq.nasa.gov/office/codee

NASA History Home Page: http://history.nasa.gov

Headquarters Historical Reference Collection: https://historydms.hq.nasa.gov/

Safety: http://www.hq.nasa.gov/hq/safety.html

Records Management Program: https://itcdweb.hq.nasa.gov/records_manage

NASA Headquarters IT Security: https://itcdweb.hq.nasa.gov/about/it-security-branch

97
NOVEMBER 2020

NASA TRANSITION BINDER

10 ACRONYMS

AAVP Advanced Air Vehicles Program

ACE Advanced Composition Explorer

ADR Alternative Dispute Resolution

AES Advanced Exploration Systems

AFRC Armstrong Flight Research Center

AIAA American Institute of Aeronautics and Astronautics

AOSP Airspace Operations and Safety Program

APMC Agency Program Management Council

ARC Ames Research Center

ARMD Aeronautics Research Mission Directorate

ASAP Aerospace Safety Advisory Panel

ASC Acquisition Strategy Council

ASCEND Accelerating Space Commerce, Exploration, and New Discovery

ASIP Agency Strategic Implementation Planning

ASM Acquisition Strategy Meeting

BMD Business Management Division

BPR Baseline Performance Review

CAP Cross-Agency Priority; Corrective Action Plan

CAPSTONE Cislunar Autonomous Positioning System Technology Operations and 

Navigation Experiment

CCP Commercial Crew Program

CDM Continuous Diagnostics and Mitigation

CECR Construction and Environmental Compliance and Restoration

CFO Chief Financial Officer

CIO Chief Information Officer

CJS Subcommittee on Commerce, Justice, Science, and Related Agencies

COLTS Combined Loads Test System

COPUOS Committee on the Peaceful Uses of Outer Space

CR Continuing Resolution

CSD Commercial Spaceflight Development

CSPD Cybersecurity and Privacy Division

DART Double Asteroid Redirection Test

DATR Dryden Aeronautical Test Range

DCOI Data Center Optimization Initiative

DHS Department of Homeland Security

98
NOVEMBER 2020

NASA TRANSITION BINDER

DOD Department of Defense

DSN Deep Space Network

DT Digital Transformation

EC Executive Council

EEO Equal Employment Opportunity

EPP Enterprise Protection Program

ESA European Space Agency

ESD Exploration Systems Development; Earth Science Division

ESID Enterprise Services and Integration Division

ETA Engineering Technical Authority

EUMETSAT European Organisation for the Exploitation of Meteorological Satellites

FAA Federal Aviation Administration

FC-STEM Federal Coordination in STEM Education

FDCCI Federal Data Center Consolidation Initiatives

FEVS Federal Employee Viewpoint Survey

FFRDC Federally Funded Research and Development Center

FISMA Federal Information Security Management Act

FITARA Federal Information Technology Acquisition Reform Act

FSSI Federal Strategic Sourcing Initiative

FTE full-time-equivalent

FY fiscal ye

GAO Government Accountability Office

GISS Goddard Institute for Space Studies

GRC Glenn Research Center

GSFC Goddard Space Flight Center

GTAS Governmentwide Treasury Account Symbol Adjusted Trial Balance 

System

HEOMD Human Exploration and Operations Mission Directorate

HLS Human Landing Systems

HMTA Health and Medical Technical Authority

HRP Human Research Program

HTT High Temperature Tunnel

IASP Integrated Aviation Systems Program

IG inspector general

ISEB International Space Education Board

ISS International Space Station

IT information technology

IV&V Independent Verification and Validation

JAXA Japan Aerospace Exploration Agency

JPL Jet Propulsion Laboratory

JSC Johnson Space Center

99

10 A
NOVEMBER 2020

NASA TRANSITION BINDER

JWST James Webb Space Telescope

KSC Kennedy Space Center

LAL Langley Aerothermodynamics Laboratory

LaRC Langley Research Center

LEO low-Earth orbit

LSP Launch Services Program

MCMC Mars Climate Modeling Center

MD Mission Directorate

MESSENGER MErcury Surface, Space ENvironment, GEochemistry and Ranging

MOU Memorandum of Understanding

MSC Mission Support Council

MSD Mission Support Directorate

MSFC Marshall Space Flight Center

NAC NASA Advisory Council

NAI NASA Astrobiology Institute

NARI NASA Aeronautics Research Institute

NESC NASA Engineering and Safety Center

NGO nongovernmental organization

NIST National Institute of Standards and Technology

NMO NASA Management Office

NOAA National Oceanic and Atmospheric Administration

NODIS NASA Online Directives Information System

NPD NASA Policy Directive

NPR NASA Procedural Requirements

NSC National Security Council

NSDC National Space Defense Center

NSF National Science Foundation

NSpC National Space Council

NSSC NASA Shared Services Center

NTF National Transonic Facility

OACS Office of Agency Council Staff

OCE Office of the Chief Engineer

OCFO Office of the Chief Financial Officer

OCHMO Office of the Chief Health and Medical Officer

OCIO Office of the Chief Information Officer

OCOMM Office of Communications

OCS Office of the Chief Scientist

OCT Office of the Chief Technologist

ODEO Office of Diversity and Equal Opportunity

OFT Orbital Flight Test

OGC Office of the General Counsel

100

10 A
NOVEMBER 2020

NASA TRANSITION BINDER

OIIR Office of International and Interagency Relations

OLIA Office of Legislative and Intergovernmental Affairs

OMB Office of Management and Budget

OPF Orbiter Processing Facility

OPM Office of Personnel Management

OPS Office of Protective Services

OSBP Office of Small Business Programs

OSMA Office of Safety and Mission Assurance

PIV Personal Identity Verification

PMIO Program Management Improvement Officer

PPBE Planning, Programming, Budgeting, and Execution

QuAIL Quantum Artificial Intelligence Laboratory

QueSST Quiet Supersonic Transport

R&D research and development

SCaN Space Communications and Navigation

SLF Shuttle Landing Facility

SLS Space Launch System

SMA TA Safety and Mission Assurance Technical Authority

SMC Senior Management Council

SMD Science Mission Directorate

SOFIA Stratospheric Observatory for Infrared Astronomy

SPG Strategic Planning Guidance

SSC Stennis Space Center

SSERVI Solar System Exploration Research Virtual Institute

SSMS Safety, Security, and Mission Services

STEM Science, Technology, Engineering, and Mathematics

STM Space Traffic Management

STMD Space Technology Mission Directorate

TACP Transformative Aeronautics Concepts Program

TDD Transformation and Data Division

TDT Transonic Dynamics Tunnel

UAG Users’ Advisory Group

ULI University Leadership Initiative

USCG U.S. Coast Gua

USSF United States Space Force

VAB Vehicle Assembly Building

VST Vertical Spin Tunnel

WFF Wallops Flight Facility

WSTF White Sands Test Facility

101

10 A