1

National Aeronautics and

Space Administration

MISSION SUPPORT ANNUAL REPORT

2022
2

MESSAGE FROM BOB GIBBS ...........................................................................................3

MESSAGE FROM BOB CABANA .......................................................................................4

MESSAGE FROM CASEY SWAILS .....................................................................................5

WHO IS THE MISSION SUPPORT COMMUNITY ................................................................6

THE PEOPLE OF NASA .....................................................................................................8

A Message from Mission Support Headquarters and Operations Office – Nichole Pinkney ...............9

Internships and Hiring ..............................................................................................................................11

Prioritizing DEIA ........................................................................................................................................11

Outreach and Engagement ......................................................................................................................12

Spotlight: OCOMM Partners to Creatively Engage the Public................................................................12

Expanding Accessibility ............................................................................................................................14

Future of Work (FoW).................................................................................................................................15

Procurement and Contract Equity ..........................................................................................................16

DEIA Governance and Accountability .....................................................................................................17

SERVICE DELIVERY ........................................................................................................ 18

A Message from The Mission Support Transformation Office – Jamie Krauk .....................................19

Mission Support Enterprise Work ............................................................................................................20

Spotlight: MSD and OSI Lead the Effort to Create an Agency Master Plan .........................................21

Improve Service Delivery Time .................................................................................................................22

Less Waste/Lower Cost .............................................................................................................................23

Spotlight: NASA Provides a Cost-Savings Benefit to the Rest of the Federal Government ...............23

Doing it Better............................................................................................................................................24

Ranks and Recognition ..............................................................................................................................25

CUSTOMER EXPERIENCE ............................................................................................... 26

A Message from The Program Management and Support Office - Robert Hubbard .........................27

Communication at the Forefront ..........................................................................................................28

Spotlight: OPS Informs Artemis Launch Director ...................................................................................28

Engagement and Partnerships .................................................................................................................29

Spotlight: OGC Advises on Countless Legal Matters .............................................................................31

Spotlight: Partnership Office Advances Agency Missions through Agreements .................................31

Making Support Services Easy to Access and Navigate ........................................................................32

AGILITY AND INNOVATION .......................................................................................... 33

A Message from The Resources Management Office – Rob Carver .....................................................34

Learning and Knowledge Sharing ............................................................................................................35

Spotlight: Office of the Chief Engineer Examines Elements of Every Mission ....................................35

Data Innovation .........................................................................................................................................36

Doing More with Less ................................................................................................................................36

Spotlight: OSI Prioritizes Sustainability ...................................................................................................37

Spotlight: OCHMO Maximizes Its Capabilities.........................................................................................37

Integrated Risk Management ...................................................................................................................38

Advances to Modernize and Automate....................................................................................................39

MISSION SUPPORT COMMUNITY BY THE NUMBERS..................................................... 40

APPENDIX ..................................................................................................................... 43

TABLE OF CONTENTS
3

MESSAGE FROM

BOB GIBBS

WELCOME

I’m thrilled to introduce the 2022 Annual Report for NASA’s Mission Support community. It’s been an inspiring 

year, and I’m proud to share how the dedicated Mission Support community lifted the larger NASA community 

along the way to unprecedented success in 2022. 

For example, when the Artemis launch director needed to be informed on all matters of security, the Mission 

Support Directorate’s Office of Protective Services coordinated the development of voice direct loops on the 

operational inter-communication system. In preparation for the first images from the James Webb Space 

Telescope, the Office of Communications and the Office of the Chief Information Officer combined efforts across 

the enterprise to publicize the images in real-time. Ultimately, these images reached millions of people, and 

garnered a Google Doodle and broadcasts on the screens in Times Square. Throughout the year, Office of the

General Counsel worked tirelessly to resolve a host of novel and complex legal issues related to new commercial 

crew transport and activities on the International Space Station—tasks that were essential to the program’s 

success. 

In the following pages, you will see countless ways the Mission Support community helped to ensure every launch, 

every discovery, and every innovation had the support it needed to be successful. This committed workforce 

underpins each one of NASA’s triumphs. If you are not familiar with the Mission Support community, you can learn 

more on page 6 of this report. 

NASA is its people, and you’ll see that reflected throughout and in our priorities: service delivery, customer 

experience, and agility and innovation. Each one of these has a section of its own within this report, highlighting 

major accomplishments from across the Mission Support community in 2022 

The amount of hard work and dedication required to execute NASA’s 2022 achievements is hard to grasp. I am 

humbled and honored to share the Mission Support community’s 2022 contributions. 

Sincerely, 

Bob Gibbs 

Associate Administrator, Mission Support Directorate

Robert Gibbs, Associate Administrator, Mission Support Directorate | NASA

Dear Friends of the Mission Support Directorate, 

Associate Administrator, Mission Support Directorate
4

MESSAGE FROM

BOB CABANA

LEADERSHIP

I started my NASA career in the 1980s as an astronaut, and throughout my career, I’ve witnessed what NASA can 

do when we are united by a common goal. The people of NASA truly make the impossible, possible. Underpinning 

all our accomplishments is a Mission Support community dedicated to NASA’s success. This report recognizes the 

work of thousands of NASA staff and contractors who make the mission possible.

One of NASA’s strategic priorities is to advance the capabilities, workforce, and facilities that enable NASA to 

achieve our mission. But the Mission Support community also enables NASA’s priority to discover. In 2022, for 

example, the Office of the Chief Information Officer and the Office of the Chief Human Capital Officer sponsored 

the release of NASA’s first Enterprise Data Platform. This tool will make it easier and faster to access data from 

across the agency, facilitating new discoveries.

 

The Mission Support community also positions NASA to explore and expand the boundaries of our human 

presence in space. In 2022, the Office of the Chief Health and Medical Officer coordinated with stakeholders and 

NASA leadership to grow a cadre of health and medical experts who provide unified guidance as we prepare for 

safe exploration of the Moon and beyond.

In another example that shows how the community seeks to innovate by promoting the technologies of 

tomorrow, the Office of Procurement and the Office of the General Counsel have been working with the Johnson 

Space Center and the Exploration Systems Development Mission Directorate on the contract award and execution 

efforts to develop a new generation of space suits.

 

As I reflect on the past year, I also look forward to all that is to come. Working together, we can accomplish 

amazing things.

 

Keep Charging,

 

Bob Cabana 

Associate Administrator

Robert D. Cabana, Associate Administrator | NASA

 

Colleagues and Friends, 

Associate Administrator
5

MESSAGE FROM

CASEY SWAILS

LEADERSHIP

2022 was a monumental year for NASA! The Mission Support Directorate and the entire Mission Support 

community are not exceptions. At the December 2022 NASA All Hands, Administrator Bill Nelson noted that this 

year “will go down in the history books as one of the most accomplished years in all of NASA history and missions.” 

Every Mission Support accomplishment this year contributed to ensuring successful missions, and every member 

of the Mission Support community should be proud of their contributions to the collective success. Your work 

under the Agency’s new Enterprise Service Model successfully supported key, unprecedented and historic 

missions: ensuring the flawless unfolding and commissioning of the James Webb Space Telescope so it could 

return its first scientific images, enabling analysis of data from NASA’s Double Asteroid Redirection Test to prove 

we did move an asteroid, empowering the Artemis team to conduct a nearly flawless uncrewed mission to the 

Moon, and so much more! 

It is truly remarkable to look back and reflect on the great things this community has accomplished together to 

deliver the technology, infrastructure, operations, and diverse workforce to achieve the NASA mission. As you can 

see in this report, our community rallied together in 2022 to ensure NASA remains a diverse, inclusive workforce 

of unmatched talent, in an environment that fosters agility and innovation, working across boundaries to deliver 

better services to our customers in support of the mission. 

NASA leadership sees and appreciates your efforts that make the enterprise model work, such as completing the 

Mission Support Future Architecture Program (MAP), creating an Agency Master Plan to align NASA’s real property 

assets to mission requirements, identifying time-saving processes, and fostering collaboration. 

As we embark on extraordinary endeavors in 2023 focused around infrastructure, technology and workforce, 

I encourage everyone in the Mission Support community to reflect on our successes while building on our 

momentum to improve the way we enable NASA’s success. We will continue to make it easier to deliver our 

support faster and better so our missions and centers can meet NASA’s vision of exploring the secrets of the 

universe for the benefit of all. 

Thank you for all your contributions in 2022, and I look forward to our success in 2023 and beyond as we finalize 

the master plan, draft technology roadmaps, and make investments to enable hybrid work. 

 

Casey Swails 

Deputy Associate Administrator for Business Operations

Deputy Associate Administrator for Business Operations | NASA 

Dear NASA Team,

Deputy Associate Administrator for Business Operations
6

WHO IS THE MISSION

SUPPORT COMMUNITY?

The Mission Support (MS) community is made up of the Mission Support Directorate (MSD), 14 Mission Support 

Enterprise Offices, three Technical Authorities, and leadership and support teams at 10 NASA centers, all of whom 

are charged with providing enterprise services across NASA’s missions and centers.

MSD sits at the center of this community, providing solutions and services to ensure NASA’s leadership in 

aerospace, science, and exploration. MSD specializes in managing strategies to deliver the technical skills, financial 

resources, physical assets, and top talent to execute NASA missions successfully. MSD also actively reduces 

institutional risk to NASA’s current and future missions by improving processes, stimulating efficiency, and providing 

consistency and uniformity in institutional standards and practices across the Mission Support community. 

At the core of MSD, five main offices focus on enterprise-enabling capabilities and provide overall direction, 

alignment, and integration of the mission support enterprise. 

Provides leadership and oversight for services 

and products necessary to support effective 

Headquarters operations and institutional 

management activities, the agency’s Future of 

Work, and the Exchange. 

Leads the ongoing improvement of mission 

support services by providing guidance, 

frameworks and tools that help the Mission 

Support community improve their work and 

move toward a more integrated institutional 

service model.

Mission 

Support 

Headquarters 

and

Operations 

Office 

(MSHOO)

Mission

Support 

Transformation 

Office

(MSTO)

Leads the effective and strategic distribution 

of resources based on organizational 

performance and mission requirements. 

Mission 

Support 

Resources 

Management 

Office

(RMO)

Within RMO is the Partnerships Office, 

which provides Agency-level strategic 

policy and guidance for domestic and 

unclassified partnership matters.

Supports the execution of all Mission Support 

programs and initiatives by providing key 

capabilities, such as communications, 

organizational change management, and 

application development. 

Program 

Management 

and Support 

Office

(PMSO)

Manages the continued projection, 

assessment, and development of aircraft 

capabilities across NASA. 

Aircraft 

Capability 

Management 

Office

(ACMO)
7

Within MSD there are also four direct-report offices 

that deliver the essential services to support all 

NASA business. 

• Office of the Chief Human Capital Officer 

(OCHCO) – grows, engages, and develops a highly 

dedicated and diverse workforce with a focus on 

equity and inclusion.

• Office of Protective Services (OPS) - safeguards 

NASA’s employees, contractors, missions, and 

facilities. 

• Office of Strategic Infrastructure (OSI) – manages 

assets and capabilities, deploys sustainable 

practices, and reduces current and future 

infrastructure-related risks. 

• NASA Shared Services Center (NSSC) – provides 

more than 60 business activities to all NASA 

centers, Mission Directorates, and Mission Support 

Enterprise Offices. 

Partner offices collaborate with MSD and support 

NASA by providing the professional expertise and 

services needed for the NASA enterprise.

• Office of Communications (OCOMM) – provides 

insight and information about NASA to all 

audiences within NASA and throughout the world 

through use of strategic delivery and effective 

vehicles. 

• Office of the Chief Financial Officer (OCFO) – 

supplies leadership for the planning, analysis, 

justification, control, and reporting of all Agency 

fiscal resources. 

• Office of the Chief Information Officer (OCIO) – 

enables the secure use of data and technology to 

accomplish NASA’s Mission. 

• Office of Diversity and Equal Opportunity (ODEO)

– leads diversity and civil rights policies, programs, 

and services. 

• Office of the General Counsel (OGC) – supplies 

commercial, contract, general, and international 

law support. 

• Office of International and Interagency 

Relations (OIIR) – provides leadership for all 

NASA international and interagency activities and 

partnerships, and policy interactions with U.S. 

Executive Branch offices and agencies. 

• Office of Legislative and Intergovernmental 

Affairs (OLIA) – provides leadership in interactions 

between NASA and the United States Congress as 

well as state and local governments. 

• Office of Procurement (OP) – enables acquisition 

business solutions to optimize capabilities and 

operations. 

• Office of Small Business Programs (OSBP) –

promotes and integrates small businesses into the 

industrial base of contractors and subcontractors 

that support the future of space exploration, 

scientific discovery, and aeronautics research.

• Office of Science Technology Engineering and 

Math Engagement (OSTEM) - Endeavors to attract, 

engage, and educate students and to support 

educators and educational institutions.

NASA’s Agency Technical Authorities (ATAs) bring 

vital, mission-enabling technical expertise to all of 

NASA. 

• Office of the Chief Engineer (OCE) – advises the 

NASA Administrator and other senior officials on 

matters pertaining to the technical readiness and 

execution of NASA programs and projects. 

• Office of the Chief Health and Medical Officer

(OCHMO) – provides policy and oversight of all 

health and medical activities at NASA. 

• Office of Safety and Mission Assurance (OSMA)

– assures the safety and enhances the success 

of all NASA activities through agencywide safety, 

reliability, assurance and space environment 

sustainability. 

The leadership and support teams at NASA centers

play a crucial role in the execution of missions. 

Center leaders and support teams work with MSD to 

align center needs with MS priorities. Centers ensure 

their laboratories, critical capabilities, and associated 

specialized equipment are mission-ready and meet 

NASA standards. Each center provides analytical 

support and conducts research and development 

projects to guarantee NASA has the technical 

capabilities and capacity for all missions.

WHO IS THE MISSION

SUPPORT COMMUNITY?
8

PEOPLE

THE PEOPLE

OF NASA

The Mission Support Directorate and the Mission 

Support community approach their work with the 

mindset of “people first, mission always.”

Best Place to Work

AREA NASA

TOP RATING FOR A LARGE 

AGENCY ON THE 2022 OPM 

REPORTS (OPM.GOV)

Overall Engagement 87% 83% (GSA)

Global satisfaction index 81% 78% (GSA)

DEIA index 87% 81% (GSA)

In 2022 we celebrated a “Decade of Excellence,” being named the best place to work among large Federal agencies 

for the tenth year in a row by the Partnerships for Public Service. This is a testament to the care and commitment 

NASA employees have for each other and the mission. 

OCHCO administered the 2022 Federal Employee Viewpoint Survey. As in years past, NASA civil servants report very 

high levels of engagement and satisfaction. They also rate NASA highly on an index for diversity, equity, inclusion, 

and accessibility (DEIA), which was measured for the first time on this year’s survey. 

Offices across the MS community contribute to the culture of NASA, where people are united in the shared higher 

purpose of discovery that makes an enduring impact on humanity. MSD and the MS community approach their 

work with the mindset of “people first, mission always.” Ensuring inclusion, accessibility, and equity is how MSD 

nurtures the diverse team of people that make missions happen – and how we inspire our partners and the next 

generation of explorers.

(This year NASA administered the Federal Employee Viewpoint Survey internally, so NASA’s scores were not included in the report from Office of Personnel 

Management (OPM). The definition of large agency is an agency with 10,000 to 74,999 employees.) 
9

PEOPLE

A MESSAGE FROM

MISSION SUPPORT HEADQUARTERS AND 

OPERATIONS OFFICE

LEADERSHIP MESSAGE

Hello from the Mission Support Headquarters and Operations Office,

Our office provides executive leadership in the planning, implementation, 

and evaluation of multiple mission support activities, including Agency and 

Headquarters Future of Work and the NASA Exchanges. We also serve as 

the focal point for identification, integration, and resolution of key issues 

that impact the NASA Headquarters community and support efforts to 

prioritize and transform the provision of mission support services. Further, 

we help manage operational risk and work to ensure agility, strategy, and 

readiness in supporting NASA’s complex and evolving missions. 

NASA is consistently recognized as a great place for people to work. In 

2022, the Mission Support community made a clear commitment to 

making NASA an even better place to work for an even more diverse and 

engaged workforce. For example, NASA’s new Diversity, Equity, Inclusion, 

and Accessibility (DEIA) Strategic Plan and first Equity Action Plan stemming 

from offices across the Mission Support community, describe the vision 

NASA has for greater diversity and inclusive practices to ensure that we are 

recruiting and retaining talent and establishing new partnerships. These 

agencywide roadmaps describe the concrete steps we are taking to lean 

into the future, recognizing that DEIA is integral to mission success. 

The first section of this Annual Report details the accomplishments we 

made in 2022 in internships and hiring, prioritizing DEIA, outreach and 

engagement, expanding accessibility, the Future of Work, procurement and 

contract equity, and DEIA governance and accountability. 

NASA is exploring the secrets of the universe for the benefit of all. 

Exploration is more successful when we look from a wide variety of 

perspectives, draw on a wide variety of experiences, and ask a wide variety 

of questions. We must ensure we attract, develop, and retain a diverse 

workforce full of people who can access all they need to contribute, are 

equitably treated, and truly feel included in the mission we are achieving 

together. 

I am inspired by the successes we’ve had in 2022 and look forward to all 

that we’ll do in 2023. 

Nichole R. Pinkney 

Director, Mission Support Headquarters and Operations Office

Nichole Pinkney| NASA
10

PEOPLE

Our commonalities unite us as a team, and our differences strengthen our 

capabilities. ... [Focusing on equity and inclusion helps us] to maintain a 

transcendent focus on our common goals and to reinforce our connections – 

empowering us to work together as a team to best achieve our missions for the 

benefit of all human beings.” – Bill Nelson, Administrator, NASA Policy Statement on 

Diversity, Equity, Inclusion, and Accessibility for NASA’s Workforce and Workplaces.

#1 Alabama, #1 Florida, #1 Texas

#4 Maryland

ACCOMPLISHMENTS

At NASA, we fully embrace DEIA as a strategic enabler 

of our safety and mission assurance.

America’s Best Employers by State (Forbes)

Top Diversity Champion Among US Employers 

with 10,000 to 30,000 Employees (LinkedIn)

2022 EXTERNAL RECOGNITION OF NASA AS AN EMPLOYER 

Government 

Employers

 (STEM Workforce 

Diversity Magazine)

America’s Best 

Large Employers

 (Forbes)

America’s Best 

Employers for 

New Grads

 (Forbes)

1

#

Best Employers 

for Veterans

 (Forbes)

3

# 4# 1

#
11

Internships and Hiring

OCHCO built the NASA pipeline and workforce of the 

future by delivering a thriving Pathways Program with 

approximately 650 interns in 2022. This was a diverse 

group: 60% were undergraduates; 75% STEM; about 

40% female; and about 40% from minority groups. 

Among the interns, 94% reported having a positive 

experience at NASA, and NASA achieved an 86% rate of 

converting interns to civil servants. OCHCO presented 

to the President’s Management Council to help other 

agencies improve their Pathways programs. Additional 

accomplishments in internships and hiring included:

• OGC created a list of law schools with high 

enrollment of under-represented groups and 

encouraged hiring officials to send vacancy 

announcements to these schools and their 

communities. 

• By asking applicants to select the centers where 

they want to work, OCHCO provided a more refined 

list of qualified candidates to hiring managers and 

improved customer experience.

• OCHCO revised and streamlined the NASA Exit 

Survey to improve participation and data.

• New comprehensive analyses of the Pathways 

hiring process and talent assessments conducted 

by OCHCO will become the standard template 

for the agency’s DEIA analyses, reporting, and 

dashboards.

NASA and the MS community developed more 

detailed guidance on prioritizing DEIA in 2022 with two 

milestone deliverables to the White House and the 

public:

• ODEO launched the new NASA DEIA Strategic 

Plan providing an agencywide roadmap for 

organizational implementation in FYs 2022-2026. 

• ODEO, OSBP, and OP supported the Administrator’s 

suite in launching NASA’s first Equity Action Plan. 

This was released by the White House on April 15, 

2022, to expand opportunities for traditionally 

underserved, underrepresented, and untapped 

communities to work with and learn from NASA.

OCOMM delivered a strategic communications plan for 

the DEIA plan and provided engagement, digital, social, 

media, and TV support for key activities launching 

the Equity Action Plan. Additionally, OCOMM updated 

NASA Policy Directive 1388.1 Employee Participation 

in NASA STEM Engagement and Communications 

Activities that encourages employees to get engaged in 

their community as an ambassador for the agency to 

mitigate systemic equity barriers.

Offices in the MS community also worked to prioritize 

DEIA within their own organizations, including 

supporting Employee Resources Groups (ERGs).

• In striving to be a model employer for DEIA where 

all employees are treated with respect and dignity, 

OGC formed an internal DEIA Team that has 

developed its first DEIA climate survey to gauge 

OGC’s strengths and any weaknesses in sustaining 

an inclusive work environment. 

• The Protective Services Chiefs across the agency 

partnered with ERGs at their centers to foster an 

inclusive relationship between the ERGs and NASA 

protective services.

• OSMA had active participation in several ERGs, 

including supporting the establishment of the new 

Remote and Virtual Employees and Informal Space 

Policy Network. 

• ODEO provided the ERG Community of Practice 

with a new website to coordinate and empower 

collaboration and sharing of information and best 

practices across the agency. 

• ODEO collaborated with all 10 LGBTQIA+ ERGs 

across NASA to produce a recommendation plan for 

increasing inclusion for LGBTQIA+ people. 

Prioritizing DEIA

TEAM CONVERSATIONS

OGC held educational DEIA programs for OGC 

employees throughout 2022.

Partnered with the Goddard Space Flight Center 

(GSFC) Native American ERG to hold two programs

• McGirt v Oklahoma and Oklahoma v Castro 

-Huerta and the impact of these cases, presented 

by Professor Grunsted.

• Panel Discussion on legal cases affecting Indian 

Country with Stephan Pevar, Casey Ross, and 

Arvo Mikkanen. 

NOVEMBER

125 years in the Making the Legacy of Plessy v 

Ferguson. 

Pride Speaker, Thomas Mew, Discussion on his caseBostock v. Clayton County. 

Hispanic Heritage Month with Maikala Harris

and Katya Echazarreta. 

Disability Awareness Panel Discussion with: Deepa 

Goraya; Elizabeth Hardcastle; Conrad Reynoldson; and 

Spencer Hill 

JUNE

BLACK HISTORY MONTH PROGRAM

OCTOBER

SEPTEMBER

PEOPLE ACCOMPLISHMENTS
12

Outreach and Engagement

Reaching out beyond our organization is vital to NASA’s success. Engagement with academia, contractors, 

international and commercial partners, and the American public invigorates our work and brings momentum to our 

future success. Here are some examples of this work in 2022:

OSBP and OP both supported 

and participated in the 

NASA Equity Stakeholder 

Town Hall on September 

28, 2022 to openly discuss 

how the agency will continue 

to support underserved 

and underrepresented 

communities. OCOMM 

provided communications 

support across multiple 

platforms for the Town Hall.

OCHCO reached over 

6 million on LinkedIn 

with information about 

NASA’s brand of technical 

excellence, DEIA, and 

being an employer of 

choice; and targeted 

and reached diverse 

and underrepresented 

communities to introduce 

NASA opportunities.

OSBP partnered with OSTEM to conduct 

and support the Historically Black 

Colleges and Universities/MinorityServing Institutions Technology Infusion 

Road Tour Initiative. This gathering 

is designed to inform presidents/

chancellors, administrators, staff, and 

students about opportunities within 

NASA, with NASA partners, and with 

other government agencies. In FY22, 

OSBP participated in two of these road 

tours.

OLIA participated in or facilitated multiple outreach events throughout the year, including: 

• A series of dialogues with agency leaders and subject matter experts during the 51st Congressional 

Black Caucus Legislative Conference in Washington, along with an event for approximately 40 high 

school girls hosted by legislators attending the Conference.

• Participated in the Congressional Hispanic Caucus Institute Tech Summit.

• Briefing with the Women’s Congressional Policy Institute and the Women’s Bipartisan Caucus Lunch 

Briefing on Recruiting/Retaining Women in STEM.

• Event for 6th-8th grade students at the Havana Magnet School in Havana, Florida, with US 

Representative Al Lawson. Astronaut Tracy Caldwell Dyson joined the event via Zoom to talk to the 

middle schoolers about living in space, the future of exploration, and how they can be a part of it via 

STEM career paths.

OCOMM took several steps in public affairs to increase prioritization of DEIA:

• For the first-time in the agency’s history, OCOMM hired a full-time DEIA-focused Public Affairs Officer 

whose goals are communicating with underrepresented and underserved audiences and building 

relationships with new diverse media. 

• Developed a new approach to achieve goals related to audiences by hiring public affairs specialists 

specifically assigned to reach out to media to encourage coverage of NASA activities across the agency, 

including media that reach underserved/underrepresented audiences. 

• To reach a more diverse audience, cultivated new relationships and collaborations with media outlets 

that haven’t routinely covered NASA, such as MoonBug Entertainment, FoodBeast, Construction 

Executive Magazine, Black Wall Street Times, and Girl’s Life Magazine. 

OCOMM Partners to Creatively Engage the Public 

• In partnership with the mission directorates and the Marshall Space Flight Center’s (MSFC) Fabrication 

shop, OCOMM developed a 360-degree, interactive Artemis exhibit for nationwide events that includes 

excerpts from NASA’s First Woman graphic novel and underscores the agency’s plans to land the first 

woman and first person of color on the Moon. 

• A documentary, The Color of Space, featuring a conversation between seven current and former Black 

astronauts, was created by OCOMM with partners including the Johnson Space Center (JSC), Space 

Center Houston, National Geographic, Disney, and Hulu.

• With Google Arts & Culture and NASA’s LGBTQ Pride Alliance, OCOMM created a showcase of the 

contributions of NASA’s LGBTQ+ employees and how their work advances the agency’s priorities.

PEOPLE ACCOMPLISHMENTS

Spotlight
13

Through funding from the West Virginia Space Grant Consortium, the Katherine Johnson Independent 

Verification and Validation (IV&V) Facility’s Education Resource Center (ERC), part of the Office of Safety 

and Mission Assurance (OSMA), supported students in foster and kinship care in the First Star Academy 

and students from the West Virginia Deaf Services Center (DSC). The ERC team trained and worked with 

these students by providing them access to drones, supporting robotics camp participation, and enabling 

their registration in the Robotics Education & Competition Foundation Aerial Drones (RAD) Signature 

Event. Based on their performance at the signature event, the WV DSC team qualified for the RAD World 

Championship.

RAD WORLD CHAMPIONSHIP!

PEOPLE ACCOMPLISHMENTS
14

Expanding Accessibility

Barriers to participation in NASA’s purpose of discovery limit our reach. These barriers can be physical, linguistic, 

or attitudinal. By removing them, we expand accessibility to facilities, technology, and knowledge. 

OCOMM expanded NASA’s Spanish-language communications, including developing for the first 

time a comprehensive strategic communications plan. As part of the Equity Action Plan, NASA is 

committed to growing its Spanish-language communications team and translation capabilities.

SPANISH LANGUAGE

OSI facilitated bringing to NASA accessibility 

expert Sinéad Burke, well-known for her TED 

Talk Why design should include everyone. 

Ms. Burke met with several teams and held 

engagement events across NASA.

INCLUSIVE DESIGN

OSI analyzed possibilities across NASA facilities 

for gender-neutral restrooms, which are an 

important part of providing adequate facility 

access to employees, contractors, interns and 

visitors, including non-binary, transgender, 

and transitioning people and disabled people 

traveling with support staff.

OCIO hired a 508/IT Accessibility Lead to ensure information and communication technology is accessible 

to employees and members of the public, not only to comply with Section 508 of the Rehabilitation 

Act but to provide better services and remove barriers to inclusion. OCIO also partnered with ODEO to 

educate civil servants and contractors about their responsibilities with Section 508.

GENDER-NEUTRAL RESTROOMS 

508/IT ACCESSIBILITY

OCOMM hosted a Twitter Spaces with science 

experts who discussed how space imagery is an 

experience people can read, touch, and hear via 

alternative text, rich image descriptions, tactile 

panels, 3D printed models, tactile plates, and 

sonifications. Partners for this event included 

James Webb Space Telescope digital team, 

Science Mission Directorate, NASA’s Chandra 

X-ray Observatory, the Harvard–Smithsonian 

Center for Astrophysics, The Space Telescope 

Science Institute, and System Sounds.

IMAGE ACCESSIBILITY

PEOPLE ACCOMPLISHMENTS
15

• MSHOO and the FoW team have been working 

closely with OSI to develop a strategy for agency 

improvements to space utilization practices for 

implementation through the Agency Master Plan. 

This work has been aligned with the agency plan 

for DEIA, with flexible work postures an important 

support for employees, including those with 

disabilities. 

• In support of FoW, NSSC established its vision of 

operating in a hybrid environment and maximizing 

telework by building upon successes of the NSSC’s 

pre-pandemic hoteling program pilot. 

• OSMA adapted NASA Center Safety spaces at the 

Ohio Aerospace Institute to accommodate a hybrid 

workforce; this served as the model for Glenn 

Research Center (GRC) and OSMA for the hybrid 

work experiment in 2022.

• OCHCO developed a new tool for managing 

remote work and telework agreements, which 

will streamline and automate the management of 

remote work agreements for all NASA employees.

• Given the increasing number of people not 

working on-site, OPS established working groups 

with members from OCIO, OCHCO, and Security 

to develop new onboarding and offboarding 

processes. 

• OCIO delivered the Modern and Inclusive 

Collaboration Spaces project to jumpstart hybrid 

meeting proficiency, including a 10-video training 

curriculum released on SATERN. OCIO also cosponsored “Innovation Labs” at every center to 

seed future hybrid tech exploration. 

• For 2022, MSHOO’s Directives Team digitized 

more than 2,000 historical and current paper 

records for directives (i.e., policies and procedural 

requirements) and regulations (i.e., rules), as well 

as their corresponding assessments, initiatives, and 

reviews. 

• MSHOO created an expanded Headquarters 

Future of Work Task Force with stakeholder 

representation from all organizations within the 

building. MSHOO also drafted an approved concept 

of the operation to modify NASA Headquarters for 

current work postures and a hybrid Future of Work. 

• FoW led supervisor sessions to educate the 

agency’s leaders on the policy and practice 

approaches to make hybrid work successful. These 

sessions have attracted more than 900 leaders. 

• FoW engaged the workforce through town halls, 

leadership panels, lunch and learns, and meetings 

with center employees, ERGs, and labor unions. 

Future of Work (FoW)

NASA’s FoW effort, which considers new ways the agency can use its physical space, leverage digital and virtual 

capabilities, and adapt the workforce to evolving mission needs, continued in 2022. The focus shifted to working 

with teams across NASA to take the vision of a flexible workplace from concept to an ongoing, sustainable reality.

FoW completed the experimental period this calendar year, leading major transitions for the agency. In May 2022, 

the agency transitioned the workforce, bringing 18,000 civil servants from their COVID-19 pandemic work postures 

into their new normal work postures.

PEOPLE ACCOMPLISHMENTS
16

• OP connected more than 220 industry stakeholders and 

businesses with federal procurement experts and other 

leaders during NASA’s first LGBTQ+ Vendor Equity Forum. The 

Administrator’s Office, OSBP, Science Mission Directorate, and 

OSTEM also supported the forum, while NASA officials in charge, 

the Small Business Administration (SBA), and LGBTQ+ Chamber 

of Commerce Senior Officials participated. 

• OP established a series of policy changes to advance 

equity in procurement: 

• OP’s Grant Policy and Compliance group 

implemented a new term and condition that 

requires recipients of NASA’s financial assistance 

awards to obtain quotes from small and/or minority 

businesses, women’s business enterprises, or labor 

surplus area firms (above a certain acquisition 

threshold), or to document why it can’t be done. 

• In FY22, the number of outreach events that OSBP 

Small Business Specialists hosted/participated in 

increased by 79%, which exceeded the 50% goal in 

the NASA Equity Action Plan.

• OSBP assisted NASA’s implementation of the Office 

of Management and Budget Memorandum M-22-03, 

Advancing Equity in Federal Procurement, with the 

following actions: 

OP and OSBP worked to ensure underserved communities have a fair opportunity to compete for NASA contracts 

at both the prime and subcontractor levels. In July 2022, OP established an Equity Capability Group to strategize 

actions to advance equity in procurement, with OSBP, NASA centers, and OGC. As of July 2022, NASA has obligated 

approximately $807 million under the Product Service Lines toward the forecasted $2.3 billion to small businesses, 

Ability One contractors.

Here are some other examples of the MS community’s work around contracting and procurement equity:

PEOPLE ACCOMPLISHMENTS

Procurement and Contract Equity

° Established a pilot to include DEIA language in 

solicitations. Established DEIA language to include 

in Requests for Information to enhance market 

research and find members of underserved 

communities. 

° Established a requirement for contractors to 

submit a DEIA plan one year after contract award. 

° Updated existing PIC 18-01 policy to include a Small 

Business Specialist early in the contracting process. 

° Negotiated with the SBA on the 8.2% small 

disadvantaged business (SDB) contracting goal for 

FY22 which will allow the federal government to 

cumulatively award at least 11% of federal contract 

dollars to SDBs. 

° Worked with OP to review and adjust category 

management stewardship practices to boost 

contracting opportunities for SDBs and other 

socioeconomic small businesses. 

° Worked with OP to increase the number of new 

entrants to the Federal marketplace and reverse 

the general decline in the small business supplier 

base. 

° Worked with OCHCO and OGC to include the 

achievement of small business contracting goals 

as part of the performance plans of key Senior 

Executive Service officials.
17

DEIA Governance and Accountability

A new NASA DEIA governance structure was introduced in 2022 to empower commitment and engagement 

by senior leaders and employees across the agency. From the Administrator’s suite to Employee Resources 

Groups, the entire workforce can make a difference. 

OSBP participated in the NASA DEIA Steering Committee to discuss equity initiatives to expand opportunities 

for Americans in underrepresented communities and to ensure that equity is ingrained in NASA’s decisionmaking processes.

• New DEIA Strategic Management and Performance Assessment Framework that requires 

all major NASA organizations to submit implementation plans using program management 

methods that invite broad center-level participation.

• New DEIA performance requirements for all managers and supervisors.

• A revised Agency Honor Award for DEIA. 

• Timely submission of NASA’s Equity Action Plan to the White House.

• Achieved requirements of Executive Orders 13985, 13988, 14020, and 14035

° Developed NASA DEIA Strategic Plan and NASA Gender Equity and Equality Plan

° Provided key expertise and support to develop NASA’s Racial Equity Action Plan

° Submitted best practices to the White House on Preventing and Combating Discrimination on 

the Basis of Gender Identity or Sexual Orientation

° Developed a new NASA Gender Identity and Transition Guide

° Developed new NASA Anti-Harassment Procedures (NPR 3713.3A).

• Submitted all annual DEIA reports required by Congress, OPM, and EEOC. 

• Improved efficiency of the Equal Employment Opportunity complaint process ensuring that 

employees’ claims of discrimination were addressed in a timely manner.

• NASA’s Anti-Harassment (AH) program, Alternative Dispute Resolution program, and External 

Civil Rights program achieved AH operations with all actions fully compliant with NPR 3713.3 

and average issuance of decisions by 48 days. AH also completed two Title IX compliance 

reviews, as required by statute.

ACCOMPLISHMENTS BY ODEO IN GOVERNANCE AND 

ACCOUNTABILITY INCLUDE:

PEOPLE ACCOMPLISHMENTS
18

SERVICE

DELIVERY

Supporting missions by delivering services 

that provide what NASA needs to keep 

running every day.

Each year, NASA plans and executes missions to 

further our exploration into the world and beyond. 

The MS community provides essential services to help 

NASA centers and directorates prioritize their missioncritical tasks. Dedicated teams focus on recruiting, 

nurturing, and developing the people of NASA to 

broaden our expertise and expand our potential. Our 

talented workforce carefully plans health, safety, and 

security programs to manage assets and Information 

Technology infrastructures so that NASA can share 

information with our stakeholders and the world.

In 2022, MSD and the entire MS community worked 

together to deliver collaborative services in support 

of NASA’s missions. We looked for ways to remove 

unnecessary steps, find cost-saving opportunities, 

and reduce service delivery time. We utilized feedback 

from our customers and found innovative ways to 

make our products and services even better. 

These services include programs for health, safety, and 

security; maintaining and modernizing assets including 

physical and IT infrastructures; securely sharing and utilizing 

information with stakeholders; and recruiting, nurturing, and 

developing the people of NASA.
19

SERVICE DELIVERY

A MESSAGE FROM

MISSION SUPPORT TRANSFORMATION OFFICE

LEADERSHIP MESSAGE

Greetings from the Mission Support Transformation Office,

The Mission Support Transformation Office is thrilled to lead the 

charge in revolutionizing the way we support NASA with integrated 

Mission Support services. In 2022, the Mission Support community 

made incredible strides in delivering unparalleled services to NASA’s 

missions and centers. 

MSTO is honored to work with the greater MS community. The 

following section of this report is a testament to the incredible 

dedication and hard work of the community to refine and mature 

our operating model for delivering services in support of NASA’s 

missions: eliminating unnecessary steps and finding cost-avoidance 

opportunities, improving our products and services to be more 

responsive to our customers, and receiving recognition for our quality 

of service and support delivery. 

As we move into 2023, I am eager to see the continued collaboration 

and progress towards our vision of being the ultimate source of 

seamless and innovative support capabilities in aerospace, science, 

and exploration. By building out and improving our Mission Support 

capabilities, we empower the hard-working teams at our NASA 

centers and missions to focus on achieving the impossible. My 

personal goal is that we will continue to streamline, reduce undue 

customer burden, and continue to transform as similarly as possible, 

pushing us to new heights of success. 

Let’s continue to make history together, 

Jamie M. Krauk

Deputy Associate Administrator for Mission Support Transformation

Jamie M. Krauk | NASA
20

• OCIO launched the Enterprise Book a Space 

Hoteling Reservation Tool, allowing NASA employees 

to easily reserve shared workspaces, such as desks, 

cubicles, and offices. 

• A joint team (OCOMM, OCIO, and OSI) developed 

the NASA Library community’s Agency Library Portal 

System (ALPS). ALPS will provide agency-wide access 

to NASA library assets. It will recast how the agency 

handles subscriptions to journals and magazines for 

technical research. 

• OGC expanded its use of enterprise IT platforms—

Legal Files and Lawnet—to manage workflow, 

improve knowledge management, create a 

document repository accessible to all legal offices, 

track litigation, and manage electronic subscriptions.

• OP created the Electronic Product Service Line 

Guidebook as a resource for NASA’s acquisition 

and procurement workforce. The guidebook 

clarifies roles and responsibilities, information 

and resources for the Procurement Lifecycle, and 

enterprise procurement strategies for institutionalrelated goods and services. 

• OP established the Enterprise Pricing Office. This 

organization will manage a sustainable architecture 

promoting an environment of pricing innovation, 

pragmatic pricing solutions, prompt and realistic 

negotiations, and the best possible fair and 

reasonable prices across NASA’s Enterprise. 

• The NSSC made a critical award for agency Microsoft 

buys – the highest dollar value action in the team’s 

history, valued at $114 million. 

• MSTO and OCIO defined key Technology Focus 

Areas as expectations and standards for all MSEOs. 

This effort aims to increase data access and 

interoperability, reduce duplication and extraneous 

software, and increase automation. 

• OPS implemented a computer-aided dispatch 

system at several NASA facilities to increase the 

standardization of processes across the enterprise. 

• OCHCO, OCIO, and NSSC built an integrated working 

team to leverage ServiceNow across OCHCO and 

enable fully integrated services between the NSSC 

and OCHCO. 

• ACMO drafted MSD’s Aircraft Capability Portfolio 

Management Plan to clearly articulate the process 

and implementation of each NASA Aircraft 

Capability Portfolio Commitment Agreement for 

each Directorate. 

• OPS used a new regionalized approach by providing 

simultaneous guidance to four Requirement 

Development Teams. This strategy reduces the 

duplication of efforts, ensures consistency, and 

facilitates cross-agency enterprise support. 

• OSI’s Facilities and Real Estate Division (FRED) began 

procurement of an enterprise-level, computerized 

maintenance and enterprise asset management 

software system to advance the agency 

maintenance program. 

• RMO’s Partnerships office, OGC, OIIR, and OCFO 

helped lead the transition to the Treasury’s 

Federal-wide “G-Invoicing” system to ensure that 

NASA’s interagency agreements continue to be 

implemented in an agile manner to meet agency 

objectives. 

• MSHOO planned, prepared, and conducted an 

agency-wide, three-day Exchange Summit. This 

event served as a critical forum for Exchange 

managers to share best practices; techniques, 

tactics, and procedures; and methods for 

overcoming pandemic-induced challenges for the 

program and its personnel.

Mission Support Enterprise Work

Continued on next page

NASA Internal Access Only

A significant step in the maturation of MSD this year was the enterprise-wide focus on risk during the annual 

Planning, Programming, and Budgeting Execution (PPBE) process. MSD established a clear set of decision criteria 

to drive trade space decisions and priority-setting as a first step toward an enterprise operating model. PPBE ‘24 

demonstrated the decision criteria and generated dialogue to ensure early insight into risks and their impacts for 

risk prioritization. 

The MS community also matured as MSEOs worked together to enable enterprise-wide solutions. Together they 

implemented new tools to provide streamlined approaches to everyday tasks, guidance on repeatable processes, 

and simplified access to enterprise data.

SERVICE DELIVERY ACCOMPLISHMENTS

The Doorway Into Procurement, 

an intranet site OCIO created to 

support OP, provides additional 

enterprise resources. 
21

Mission Support Enterprise Work

Each MSEO developed a revised portfolio of quantitative performance measures, decreasing the number of MS 

enterprise-level performance measures by 64%. Efforts are now more focused on quantitative service delivery 

outcomes, allowing improved performance tracking for internal managers and improved customer visibility. 

Additionally:

• MSTO partnered with the Office of the Executive Secretariat and stakeholders from centers, MSEO, and Mission 

Directorate stakeholders to enhance and streamline enterprise-level performance reporting for MS. The scope 

of MS reporting was clarified for NASA’s Baseline Performance Review and the Mission Support Program 

Management Council (MSPMC) and MSEOs developed a revised portfolio of quantitative measures of service 

delivery. These measures were reported alongside risk, workforce, and resource information to provide a 

holistic view of organizational health at the new MSPMC Performance Review.

• MSTO implemented a consolidated MSD-level Customer Satisfaction Survey in December of 2022. This semiannual satisfaction survey will gather feedback from NASA civil servants on services provided by each MSEO as 

we strive for continuous improvement. 

• OCIO launched the Smart Projects and Reviews with Transformative Analytics (SPARTA) pilot. SPARTA’s goals 

are to enable multi-center integration and streamline project review processes using real-time data. SPARTA 

provides intuitive graphical dashboards across NASA centers to enable faster project management decisions 

with better, earlier insights. Currently, SPARTA is using a pilot portfolio of science projects to finalize its 

prototype interactive project management dashboards featuring integrated views of mission profiles, risk, 

financial, and schedule data. 

SERVICE DELIVERY ACCOMPLISHMENTS

A key accomplishment this year is the creation of the Agency Master Plan (AMP), an effort 

led by OSI in partnership with stakeholders across the agency. The AMP aligns NASA’s 

property assets to mission requirements. It identifies properties NASA should sustain, invest, 

repurpose, or divest to meet the needs of the Artemis generation and beyond. 

During this planning cycle, MSD also engaged with the master planning community to 

document how we gather data for more than 5,500 assets to safeguard the success of NASA’s 

missions, programs, and partners. We identified ways for the centers to implement strategies 

to maximize the use of our existing facilities and infrastructure while minimizing impacts on 

our protected environment.

The Asset Inventory Assessment (AIA) process feeds critical data to make business decisions 

into the AMP. This year, MSTO and OSI worked to transform the four-step AIA process to be 

repeatable. With more emphasis on human-centered design, 14% of waste, or 15 days, will be 

eliminated from the process. 

MSD and OSI Lead the Effort to Create an

Agency Master Plan

Spotlight
22

Improve Service Delivery Time

It goes without saying that the faster we provide the resources, direction, and tools NASA’s missions and centers 

need, the quicker they can execute successfully. 

Offices across the MS community did just that in 2022, such as: 

• MSTO partnered with OCHCO to shorten and optimize the hiring process. MSD led two studies that 

produced findings and actionable recommendations to improve the referral of candidates, change the 

customer service model, streamline pay negotiations, and enhance communications. As a result of the 

advice, OCHCO and NSSC successfully: 

• In support of the Agency’s focus on workforce development, MSD and OCHCO launched the planning 

efforts for its mid-career and aspiring executives’ programs. OCHCO also Launched a new Strategic 

Executive Resources Board to bring greater transparency to NASA’s executive positions across the agency. 

• OLIA reduced the number of overdue Congressional reports from 50% to approximately 15% overdue 

and increased their correspondence response time from an average of 45 days to 19. 

• OCHMO reduced the time to update technical standards from five years to one year. As a result, Human 

Spacecraft Developers have access to the most updated and comprehensive technical standards to 

ensure safe and successful human exploration missions. 

• OCHMO and the NASA Institutional Review Board implemented new streamlined processes to decrease 

turnaround times on all human subject research proposals, ensuring quick, consistent, and ethical 

implementation across all NASA centers. 

• OP must publish semi-annual updates of expected contract opportunities for each fiscal year and make 

this forecast available to the public. This year OP’s consolidated approach reduced the processing time 

for each publication of the acquisition forecast from three months to one month. 

° Decreased the time to hire from 104 days to 85 days, while hiring for 60% more positions, to enable success 

for every NASA organization. 

° Began advertising the most-commonly-recruited positions agency-wide, improving the applicant experience, 

eliminating duplicative work from posting individual announcements and allowing centers to make multiple 

selections quickly for the life of the certificate. 

° Introduced a new agile solution for hiring managers to make selections from existing certificates helping to 

get the skills on the job faster. In 2022, over 50% of all candidates in FY22 came from existing certificates. 

SERVICE DELIVERY ACCOMPLISHMENTS
23

Less Waste/Lower Cost

NASA demonstrates that we are good stewards of our resources and, ultimately, our taxpayer dollars by looking for 

ways to reduce unnecessary steps and use fewer resources. Here are some examples of Mission Support offices 

producing less waste or providing cost savings in 2022: 

• MSD, ARMD, and STMD partnered with OCIO to fund the Smart Centers initiative to solve the multibillion-dollar maintenance backlog. Additionally, this initiative provides a lower-cost on-planet testing 

ground for future activities off-planet. Results from the initial pilot will inform the FY25 Program 

Resource Guidance and joint planning guidance for future agency scalability. 

• OCOMM, MSD, OCFO, and OCIO conducted a deep dive into the communications budget. They made 

strategic reductions to enable the design of a NASA streaming platform, investments to mitigate 

equipment obsolescence, and strategic hires to reach underserved audiences. 

• The NSSC reduced the total number of agency-wide Government Purchase Cardholders by almost 50% 

by working with the centers to close inactive and dormant accounts. 

• OCHCO consolidated several of the training purchases for the agency resulting in a bulk purchase cost 

avoidance of $2.2 million and an estimated cost savings through a consolidated purchase model of 

$170,000.

• OCIO and the NASA Enterprise Automation Services office implemented intelligent automation of 

manual processes resulting in a savings of approximately 12,956 labor hours, or 6.2 full time employees. 

• OCHMO saved the agency more than $3 million 

by purchasing an off-the-shelf application for 

White House-mandated COVID-19 vaccine selfreporting, attestation, and verification. 

• OSMA has migrated most of its Fairmont 

operations into the Katherine Johnson 

Independent Verification and Validation (IV&V) 

Facility, which will save $600,000 per year that 

can be applied directly to IV&V technical work. 

IV&V also reduced contractor space in nonFairmont locations, saving another $600,000 per 

year. 

• During the PPBE24 process, NSSC planned a 

reduction in square footage for FY24 and the 

out-years that would decrease overall occupancy 

costs by approximately $1 million per year.

• ACMO and OSI’s Logistics Management Division 

developed and implemented a myriad of aircraft 

and aviation disposition plans resulting in the 

reduction of outstanding deferred aircraft 

logistics costs and the disposal of an estimated 

$55 million in unnecessary property inventory. 

• NSSC and OSTEM combined 13 separate 

cooperative agreements into a single award 

indefinite delivery/indefinite quantity contract 

valued at $290 million.

Spotlight

The Langley Research Center, in 

collaboration with OGC and OCIO,

developed a compliance tool for 

purchase card holders to ensure agency 

compliance with Section 889. The 889 

Compliance Tool was so innovative that 

OP offered it to the GSA for possible 

deployment Federal-wide, and GSA 

agreed. While this tool has direct 

benefits for card holders, areas across 

the Federal government can also utilize 

the 889 Compliance Tool’s functionality, 

with limitless possibilities and resource 

and cost savings. 

NASA PROVIDES A COST-SAVINGS 

BENEFIT TO THE REST OF THE FEDERAL 

GOVERNMENT 

SERVICE DELIVERY ACCOMPLISHMENTS
24

Doing it Better

Money and time benefits aside, NASA’s MS community looked for ways to simply improve how we do things. 

Whether the goal was to be more accurate, have a more significant impact, provide a better service, or simplify 

steps, here are examples of continuous improvement: 

• OCIO’s Enterprise Email Architecture Team redesigned the NASA legacy email architecture to mitigate 

vulnerability findings. Moving from a structure of multiple individual and center environments to one 

enterprise Microsoft Office 365/Defender account, OCIO secured, simplified, and improved the NASA email 

environment. 

• OGC and the Partnerships Office created policy guidance, training materials and templates to standardize the 

competition of opportunities to partner with NASA through Space Act agreements.

• OGC and OIIR created step-by-step guidance, checklists, and form letters to improve how NASA researchers 

collaborate with external partners in support of solicitations issued by other Federal agencies.

• OGC created a new data usage agreement template that enhances access to NASA data for commercial 

partners and ensures NASA benefits from users’ improvements.

• OLIA adjusted its legislative proposal process, pushing it up four months to increase the agency’s ability to 

effectively influence NASA priorities in U.S. legislation. 

• The OPS Intelligence Division standardized Special Security Office functions, including audits, reaccreditations, 

planning, management, and oversight of all NASA Sensitive Compartmented Information Facilities. 

• NSSC worked closely with U.S. Bank to select a more accurate tool to aid in the foreign currency conversion 

process providing travelers with accurate expense amount conversions. 

• OP implemented a Standardized NASA Notice of Funding Opportunity Template. The template ensures all 

NASA funding forms are consistent and compliant with federal regulations and present one voice in our 

public-facing grant documents. 

• NSSC, OPS, OCIO, and OCHCO worked together to develop a ServiceNow service catalog request that allows 

mentors to schedule up to 10 interns in a single session to complete the onboarding process without having 

to make unnecessary calls to the Enterprise Service Desk (ESD). 

• MS leadership teams at NASA centers executed leadership’s priorities and business innovations through 

process improvements and technologies including investment in the setup of a local configuration 

management capability.

• RMO improved the budget formulation process by integrating work products, including tools and 

techniques, that allowed for more efficient delivery of the MS budgets and more informed decision-making. 

RMO continued to build upon prior years’ budgeting activities to establish a budget cadence where all 

organizations worked better together and understood expectations throughout the budget process. These 

efforts resulted in:

• An improved budget execution process 

• Enhanced monthly reporting to allow for better assessment 

• Streamlined funds distribution for quicker release of funds 

• More detailed and timely program analysis for NASA Headquarters offices 

• Improved financial decision-making and more robust plans as a result of the development, 

implementation, and utilization of the MS Resource Planning Tool Phasing plan module 

• In-house cost transparency assessments for small enterprises 

• Improved quality and quantity of special assessments for better decision making 

• Critical conversations with all MS organizations to understand risks and impacts on NASA’s mission 

SERVICE DELIVERY ACCOMPLISHMENTS
25

Ranks and Recognition

The MS community uses feedback to provide insight 

into what we are doing well and how we can continue 

to improve our services. In 2022, survey results, positive 

feedback, and formal recognition included these 

highlights. 

• NSSC customers provided the following satisfaction 

ratings in FY22: 

• OGC received very positive feedback in the 2022 

annual OGC Client Feedback survey. Of the 

responses received, 70% of responders rated legal 

services as excellent, and 20% rated them as very 

good. 

• OSBP and the agency received a 106.23% “A” on the 

Small Business Procurement Scorecard. 

• OSBP continues to manage the Agency Small 

Business Awards program, which recognizes 

outstanding efforts in developing and implementing 

innovative practices supporting the agency’s small 

business program. It also acknowledges civil servant 

contributions made throughout the agency. 

• NSSC received a commendation from the Hi-Rate 

Composite Aircraft Manufacturing Project, part of 

the NASA Aeronautics Research Mission Directorate, 

Advanced Air Vehicles Program, for dedication and 

continued support. 

• In the most recent annual survey, 100% of all 

responses indicated a favorable (“Agree” or “Strongly 

Agree”) perception of the OSMA support provided by 

the IV&V programs, projects, and Support Office. 

• OCIO’s Goddard’s Mission Cloud Platform Team, 

a Cloud Computing Service Managed Cloud 

Environment customer, was selected for two Agency 

Group Achievement Awards recognizing their 

outstanding achievements in developing, securing, 

and implementing the new Mission Cloud Platform, 

a critical component of NASA’s mission technology 

transformation. The platform hosts more than 100 

NASA science and mission projects and enables 

higher data rates via the cloud over traditional onpremises infrastructure. 

• NSSC and OCFO managed NSSC responses to all 

audits, including the critically important Financial 

Statement Audit, which concluded with the 12th 

unmodified/clean opinion in a row. 

• OCIO improved NASA’s ability to manage 

cybersecurity risk to systems, assets, data, and 

capabilities in FY22 and received an overall score 

of 80% and an improved “Level 3: Consistently 

Implemented” rating for the annual Federal 

Information Security Modernization Act review. 

• With OP’s enhancements to the Acquisition Forecast, 

NASA’s rating on the annual Program Support 

Center Federal Business Forecast Scorecard 

improved from Fair to Good. 62 agencies were 

scored, and NASA was one of only 17 agencies to 

receive the highest possible rating of Good. 

• At the 2022 Energy Exchange, seven NASA 

employees and teams were awarded and honored 

by the Department of Energy’s Federal Energy 

Management Program. 

SERVICE DELIVERY ACCOMPLISHMENTS

• Customer Contact Center received 4.76 out of 5 

• Agency IT support via ESD received 4.82 out of 5.0 

• Functional Service Areas received 4.6 out of 5.0 

overall (3.9 for Financial Management, 4.6 for Human 

Resources, and 4.5 for Procurement) 
26

CUSTOMER

EXPERIENCE

Success requires the Mission Support 

community to prioritize the experience

Through ongoing and intentional engagement with customers, the MS community can deliver knowledge, absorb 

feedback, and use data to prioritize work based on the benefits to the customer experience.

In 2022, the MS community employed this customer-centric approach with great success. That approach manifested 

in the community’s achievements as an emphasis on communication.

of its customers, whether internal to NASA, external stakeholders,

or the next generation of explorers and scientists.
27

CUSTOMER EXPERIENCE

A MESSAGE FROM

PROGRAM MANAGEMENT AND

SUPPORT OFFICE

LEADERSHIP MESSAGE

Hello from the Program Management and Support Office,

Our office facilitates the execution of the MSD’s programs and 

initiatives by providing key support services and expertise to the 

MSD Core and Mission Support community, such as organizational 

change management, communications, resource strategy and 

more. We want to help pave the way for NASA to be the source of 

integrated and innovative support capabilities in aerospace, science, 

technology, and exploration. These are certainly extraordinary 

targets, but we’re up for the challenge. 

 

Customer experience is foundational for meeting that challenge. 

MSD and the Mission Support community work to anticipate 

and exceed the needs of our customers—NASA employees and 

contractors, private and public partners – so that the missions and 

centers are understood and supported. 

Through ongoing and intentional communications and engagement, 

we deliver knowledge, absorb feedback, and use data to inform 

actions aimed at improving services. In 2022, the MS community 

communicated better with our customers, leveraged engagements 

and partnerships to get better results, and made our services easier 

to access and navigate.

The following section of this 2022 Annual Report presents an 

impressive compilation of accomplishments demonstrating the MS 

community’s dedication to the experience of our customers. 

I’m proud of this work and I look forward to tackling the challenges 

ahead.

 

Thank you,

Robert Hubbard

Director of the Program Management and Support Office

Robert J. Hubbard| NASA
28

Communication at the Forefront 

• OLIA prepared witnesses and drafted testimony 

for seven hearings involving the topics of Artemis, 

climate science, the James Webb Space Telescope, 

and Landsat.

• An agency-wide training needs assessment 

reflected a desire for education on grants, so 

together with OCFO and NSSC, OP’s Grants Policy 

and Compliance team released a virtual course 

that gives an overview of grant regulations: 

“Introduction to 2 CFR: Uniform Guidance.” 

• NSSC reached thousands of employees through 

26 virtual events including “Ask the NSSC,” Q&A 

sessions that focused on time and attendance 

training, personnel action requests, and 

retirement and benefits. 

• MSHOO coordinated with NASA centers, MSD and 

MSEOs to gather employee feedback about the 

Future of Work initiative through three surveys 

with an average response rate of 59%.

• OCIO designated Business Relationship Managers 

and Customer Relationship Managers to provide 

helpful, consistent experiences for customers 

working with the office.

• After evaluating the results from its customer 

experience survey program, NSSC enhanced its 

webpage and developed additional reporting and 

dashboard capabilities to view survey results.

• OCOMM developed an approach to baseline the 

level of services provided with existing resources 

and in alignment with agency strategy, as a 

starting point for comparisons. 

• RMO’s Partnership Office updated and 

expanded its public outreach through the NASA 

Partnerships website, a brochure, conferences, 

and public forums. As a result, website pageviews 

increased by almost 25% and the number of firsttime non-Federal partners increased by 110.

The MS community embraced quality communication as a means of improving customer experience in a multitude 

of ways. In some cases, we adapted the amount or type of communication. In others, we used data to guide action. 

Here are some of the top accomplishments: 

Spotlight

OPS is the focal point for policy formulation, 

oversight, coordination, and management of 

agency protective services, fire and security 

services, counterintelligence, counterterrorism, 

emergency management planning, and continuity 

of operations functions.

At the request of the Artemis Launch Director, 

Charlie Blackwell-Thompson, OPS coordinated 

the development of voice direct loops on the 

operational inter-communication system. This 

unique and practical adaptation allowed OPS 

to communicate with the director in real-time 

on any institutional emergencies or matters of 

security in a confidential way.

OPS INFORMS ARTEMIS LAUNCH 

DIRECTOR

CUSTOMER EXPERIENCE ACCOMPLISHMENTS
29

Engagement and Partnerships

• The Counter-Unmanned Aircraft Systems (C-UAS) 

program within OPS worked closely with the U.S. 

Space Force and Federal Bureau of Investigation’s 

C-UAS teams to use drone detection and mitigation 

services to protect launch vehicles for human space 

flight and Artemis I. 

• Through its support of SpaceX Crew-3, Crew-4, and 

Crew-5 launch activities, OPS facilitated air defense 

meetings that set an operational cadence between 

multiple federal entities supporting future launches 

such as Artemis, SpaceX Dragon, and Boeing 

Starliner. 

• OSI’s Space Environments Testing Management 

Office supported separation and launch testing for 

Blue Origin and Sierra Nevada Corporation.

• OGC devised innovative ways for NASA to partner 

with industry on technology development for 

commercial space stations, commercial space 

communications systems, cislunar and lunar surface 

and in-space infrastructure, advanced airframe 

configurations and reductions in fuel burn and 

emissions. 

• To prevent mission impacts, NSSC worked with 

Johnson Space Center and the Department of 

the Treasury to manage and track international 

payments for International Space Station support 

that were adversely affected due to sanctions on 

Russian entities. 

• OSI completed an asset inventory assessment at 

NASA centers for the Agency Master Plan, which 

provides the process for determining mission need 

for NASA facilities.

• OCHMO and the Ravon Innovation Campus in South 

Dakota partnered in the demonstration of a flight of 

the nephelometer experiment to measure particles 

in clouds via a weather balloon.

• OCHMO joined Kennedy Space Center and the 

University of Central Florida’s Townes Laser Institute 

to test the Naval Information Warfare Center’s lasers 

by tracking and illuminating a satellite as the satellite 

passed. 

• OCHMO’s Human Research Multilateral Review 

Board reviewed and approved 204 studies from 

various space agencies to ensure ethical human 

subject research on the ISS.

• OSBP collaborated with OP, ODEO, and OSTEM to 

host webinars for internal and industry partners 

to ask questions and learn how to navigate NASA’s 

procurement process. 

• OCHMO planned the Health and Medical Technical 

Authority (HMTA) Summit for more than 60 

participants to foster organizational dialogue, 

encourage technical authority best practices, build 

team camaraderie, and envision the future of HMTA. 

• OSBP encouraged NASA prime contractors in the 

NASA Mentor Protégé Program to enhance protégés’ 

capabilities and encourage long-term business 

relationships between the entities and contractors.

• OCHMO partnered with the Air Force, Army, and 

Space Force in an interactive tabletop exercise 

on food defense—the protection of food from 

intentional adulteration or tampering—for the NASA 

Food Safety Working Group. 

• MSTO connected with public and private entities 

interested in using NASA assets like wind tunnels to 

better understand how NASA can fulfill their needs. 

• ACMO facilitated the creation of MSD’s Aircraft 

Management and Advisory Board to make 

agency-level decisions and recommendations on 

resources, requirements, strategy, fleet composition, 

commercial aviation services, and aircraft-related 

facilities and infrastructure.

• Given the change in NASA’s mail delivery volumes at 

the centers, OSI hosted meetings with FedEx, UPS, 

and USPS officials to discuss system changes and 

cost-effective initiatives in the face of supply chain 

and fuel price complexities.

• NSSC mentored two other Federal agencies as part 

of GSA’s Robotic Process Automation Community of 

Practice Mentorship Program. 

Because we can achieve more and go farther when we work together, the MS community engages customers and 

nurtures partnerships inside and outside of the agency on a continual basis. Here are some examples of how the 

MS community built and strengthened relationships in 2022: 

CUSTOMER EXPERIENCE ACCOMPLISHMENTS
30

Worked with OCIO to 

share James Webb Space 

Telescope (JWST) images 

with millions of people.

OFFICE OF COMMUNICATIONS ENGAGES 

MIILLIONS IN NASA MISSIONS

OCOMM provides information about NASA throughout the world using strategic delivery 

methods and effective communication vehicles. In 2022, the office:

Collaborated with OSTEM to bring more than

40 organizations in person and more than

100 virtual participants to the Artemis Partnership 

Summit.

Provided content and tech expertise for Disney’s

Buzz Lightyear.

Supported nine 

documentaries

for JWST. 

Supported 14 documentaries for Artemis.

Developed 

collaborations for 

Artemis with LEGO, 

Krispy Kreme, Google, 

and Sesame Street. 

Garnered over 422 million engagements and 

increased followers by 17% on NASA’s flagship social 

media accounts. 

Garnered a Google 

Doodle about JWST 

images, coverage on 

screens in Times Square 

and London’s Picadilly, 

and lighting the Empire 

State Building gold. 

Produced Artemis videos with voiceovers by a variety 

of celebrities, including William Shatner, Drew 

Barrymore, Mike Rowe, Naomi Ackie, Kelly Marie Tran, 

Patrick Wilson, and Keke Palmer.

Generated over 330,000

virtual registrants and more 

than 8,000 virtual watch 

parties through the virtual 

guest operations program for 

the Artemis I launch.

Facilitated a DART impact broadcast that attracted 

the largest live audience since the Perseverance 

rover landing in February 2021.

Collaborated with the film “Moonfall,” which featured 

a space launch system storyline, and starred Halle 

Berry and Patrick Wilson. 

Coordinated a special screening of Disney’s Buzz 

Lightyear at the Vice President’s residence with Keke 

Palmer and Uzo Aduba. 

CUSTOMER EXPERIENCE ACCOMPLISHMENTS
31

Over the years, OGC has assisted NASA in the development of the commercial crew concept. This office provides 

commercial, contract, general, and international law support, and in 2022, it supported contracts for commercial crew 

transport services. It also resolved novel legal issues around the first private astronaut mission and new commercial 

activities on the International Space Station. In addition, OGC:

• Led and expanded NASA’s use of its “other transactions” authority to create public-private partnerships for commercial 

technology development in three mission directorates, changing how NASA works with U.S. industry.

• Assisted in developing the Artemis architecture for deep-space exploration, sustainable U.S. human and robotic 

presence on the Moon, and exploration of Mars and beyond. 

• Supported OIIR and the State Department in promoting the Artemis Accords—principles to guide space exploration 

cooperation among nations—and securing nine new signatories.

• Worked with OP, Johnson Space Center, and the Exploration Systems Development Mission 

Directorate on the contract award and execution for the development of the new generation of space 

suits. 

• Helped to plan and execute a contract for long-term space launch system hardware 

production to maximize long-term SLS efficiency.

• Completed an arrangement between NASA and the Russian Federation to ensure proper 

launch cadences and back-up capability for the safety of the International Space Station 

and its crewmembers

• Supported OIIR and the State Department in negotiating and concluding the U.S.-Japan 

Framework Agreement, which will be critical for future exploration cooperation. 

RMO’s Partnership Office provides agency-level strategic policy and procedural guidance for all domestic, unclassified 

partnership matters. For international and interagency activities, the office works closely with OIIR. By partnering with entities 

that align with NASA capabilities, resources, and strategic goals, the Partnership Office advances NASA’s institutional and 

programmatic objectives.

In 2022, along with OGC and OIIR, the office led a “Partnerships Sprint Project” to reduce the processing time of nonprocurement partnership agreements. The team anticipates the initiatives will reduce the average agreement processing time 

by 25%.

The office also served as a key advisor to many critical partnership competitions in 2022, including the following: 

Spotlights

THE OFFICE OF GENERAL COUNSEL ADVISES ON COUNTLESS LEGAL MATTERS 

PARTNERSHIP OFFICE ADVANCES AGENCY MISSIONS 

THROUGH AGREEMENTS

ARMD’s

Advanced Air 

Mobility National 

Campaign

SOMD’s

Commercial LEO 

DestinationsFree Flyer 

ARMD’s

Sustainable

Flight

Demonstrator

SOMD’s 

Communications 

Services

Project

STMD’s

Tipping

Point

STMD’s 

Announcement 

for Competitive 

Opportunities

CUSTOMER EXPERIENCE ACCOMPLISHMENTS

SOMD- Space Operations Mission Directorate | STMD- Space Technology Mission Directorate
32

OSI developed a method to share, store 

and analyze NASA’s geospatial data as well 

as provide technical support to private and 

public stakeholders accessing the data. 

To make their research faster and easier, OCHMO developed a tool for human spacecraft 

developers to search and correlate technical requirements, human risks and application notes.

OSI implemented an Environmental 

Management Strategic Plan to align 

environmental resources across NASA 

centers. 

OCOMM expanded the Internal Communications community of practice and created the first strategic 

communications plan for internal communications. Along with OCIO, OCOMM replaced the agency’s 

disparate internal web presence with NASA’s first-ever single intranet of interconnected sites – OneNASA – 

creating a simplified, more cost-effective, secure, and collaborative website environment for all employees. 

OCIO established a services directory within its intranet “Front Door project” to assist NASA customers 

and partners in finding OCIO services.

To guide projects in acquisition development, OSMA wrote standard text for mission hardware 

developments, and created a digital repository and assistant for generating text. 

The Chief Veterinary Officer in OCHMO partnered with five animal care and use committees across 

NASA to standardize the mechanism that ensures animal-based research meets regulations. The Chief 

Veterinary Officer also implemented an agency-wide program for reporting any concerns about animal 

care and use.

Making Support Services Easy to Access and Navigate 

Efforts across the MS community aim for easy to access and navigate support services, with the goal of creating a 

smooth and hassle-free customer experience. Some top accomplishments in 2022:

CUSTOMER EXPERIENCE ACCOMPLISHMENTS
33

AGILITY AND

INNOVATION

Being agile and innovative in 2022 translated 

As the world and our operating environment continuously changes, NASA must stay fleet and nimble. To this end, 

the MS community embraces agility and innovation to provide better support services. This means prioritizing 

investments to enhance and streamline services, reduce costs, use data to drive processes and decisions, and 

create environments that support flexible and distributed work teams.

to learning and knowledge sharing, data innovation, doing more with 

less, integrated risk management, and modernization. 
34

A MESSAGE FROM

RESOURCES MANAGEMENT OFFICE

Greetings from the Resources Management Office,

Our office is dedicated to ensuring the effective and strategic 

distribution of resources to the Mission Support community. Our 

commitment is to deliver and execute a budget process that is 

responsive, clear, and reflective of current and future mission needs.

In 2022, we aligned with our customers across the Agency to create 

an environment of continuous transformation and stewardship, with 

a focus on working more flexibly and creatively while meeting our 

customer’s needs. In listening to our stakeholders, our office adopted 

a budget cycle that is more agile and comprehensive to support 

agency priorities and critical needs in a meaningful way.

RMO is not alone in its focus on agility and innovation. Each 

organization within the Mission Support community is striving to 

cultivate these important ways of working. Conflicting needs and 

limited resources require everyone to respond thoughtfully, and 

there is a continuous effort to improve services through learning and 

modernization. Offices throughout the MS community are working 

toward more responsive and creative ways of accomplishing our goals.

As you will see in the following section of this report, the MS 

community exemplifies this priority through learning and knowledge 

sharing, using data in new ways, doing more with less, integrating risk 

management into our work, and making advances to modernize and 

automate.

In 2023, we will continue to evolve, transform, and innovate for our 

complex missions. We look forward to being a part of the journey.

Best,

Rob Carver

Director, MSD Resources Management Office

Robert T. Carver | NASA

AGILITY & INNOVATION LEADERSHIP MESSAGE
35

Learning and Knowledge Sharing 

• NSSC mentored the Department of Interior’s Interior 

Business Center and the Internal Revenue Service 

as part of the General Services Administration’s 

Robotic Process Automation Community of Practice 

Mentorship Program. 

• To improve knowledge of safety awareness efforts, 

OSMA realigned the Apollo, Challenger, and 

Columbia Lessons Learned Program and the NASA 

Safety Reporting System under the NASA Safety 

Center. NSSC developed training called “Overview of 

Organizational Silence,” and facilitated workshops for 

the annual Day of Remembrance training.

• The Academy of Program/Project and Engineering 

Leadership Knowledge Services within OCE delivered 

180 courses and held 11 agency-wide webinars. 

Its Systems and Engineering Leadership Program 

graduated a cohort of 15. 

• At the 2022 NASA Training Summit, OCHMO 

presented an effort for collaboration across federal 

agencies to learn organization-wide training 

methods. 

• To lessen the impact of knowledge loss due to 

retirements and attrition, OCE developed a toolkit of 

resources and published a NASA Special Publication, 

“Ensuring Knowledge Continuity during Employee 

Transitions.” 

• OPS decreased training costs by more than $900,000 

by transitioning from multiple days to one day of 

training per year for personnel who maintain arrest 

authority.

• OCHMO developed and held training about the 

Health and Medical Technical Authority to introduce 

the entity to various groups.

• OSMA promoted cooperation around the role and 

processes of technical authorities and addressed the 

impact of new commercial-based contracts on Safety 

and Mission Assurance practitioners at the OSMA 

Forum. 

• OSI’s Logistics Management Division (LMD) led the 

writing of a section on supply chain risk for the 2022 

National Strategy for Advanced Manufacturing. 

• OCE published eight Technical Bulletins on subjects 

including new methods to detect damaging 

vibrations and to remove contaminates in fuel. The 

office also published guidelines for knock-down 

factors that were applied to the space launch system 

used in the Artemis mission.

As the advisor to the NASA Administrator 

and others on matters pertaining to the 

technical readiness and execution of 

NASA programs and projects, the Office 

of the Chief Engineer examines elements 

of every mission. 

In 2022, the office conducted over 70 

independent assessments for X-planes, 

the International Space Station, the 

Commercial Crew Program, Artemis, 

Gateway and James Webb Space 

Telescope. OCE also performed tests for 

the Artemis I launch, James Webb Space 

Telescope and launch vehicle transonic 

flight. 

Office of the Chief Engineer

Examines Elements of Every Mission 

Spotlight

Learning and knowledge sharing are necessary for NASA to advance its capabilities, workforce, and facilities. Here 

are some examples of how the MS community promoted learning and knowledge sharing in 2022:

AGILITY & INNOVATION ACCOMPLISHMENTS
36

NASA amassed and analyzed data long before it 

became a standard practice. In 2022, the MS community 

collected, organized, and shared data in innovative ways 

to progress its goals. Some examples:

• OCIO and OCHCO sponsored the release of NASA’s 

first Enterprise Data Platform (EDP) to make it 

easier and faster to access data from across the 

agency—all in one place—to aid in making new 

discoveries. By employing the new EDP, OCHCO 

released survey analytics from the Federal Employee 

Viewpoint Survey in days instead of months, rapidly 

accelerating the discovery of insights. 

• OCIO supported accessibility of NASA-collected 

Earth science information by providing the expertise 

to make 54 of the most requested environmental 

data sets available on the cloud.

• ODEO created dozens of dashboards for NASA 

centers, Mission Directorates, and Headquarters to 

view data on workforce diversity, equity, inclusion, 

and accessibility (DEIA) for recruiting and succession 

planning. 

• OCHCO developed a data sharing process that 

streamlines the request and delivery of OCHCO data 

for analysis while maintaining privacy.

• In collaboration with ODEO and OCIO, OCHCO 

curated 20 DEIA data sets that are customizable for 

specific needs and enable consistent, reproducible 

data analysis.

• OCHCO worked with ODEO and OCIO to devise 

a data pipeline that automatically extracts, 

transforms, and loads data for analytics into the 

EDP. 

• OP and OCIO reduced the processing time for 

publishing the NASA acquisition forecast from three 

months to one. 

• OCHMO’s Medical Systems team generated and 

confirmed the data needed for real-time leadership 

decisions for mission execution and compliance 

with White House mandated COVID-19 vaccine selfreporting, attestation, and verification.

• An automated cybersecurity scorecard developed 

by the Cybersecurity & Privacy Division within OCIO 

empowers NASA leaders to assess cyber risks to the 

systems under their purview. Systems owners can 

then address vulnerabilities. 

• To compare workload trends over time, OGC started 

tracking work in 11 core legal functions in January 

2022. 

• MSHOO developed a system to track workspace 

occupation data to better focus operational 

requirements to inform Future of Work at NASA 

Headquarters

• In support of the OPS Cost Transparency Project, 

OPS provided expertise to assist in evaluating 

the cost efficiency and financial effectiveness of 

completed projects.

• NSSC enhanced an existing digital portal used by 

NASA customers and developed new reporting and 

dashboard capabilities based on the results from its 

customer experience survey program.

• MSTO implemented a new tool to collect and 

store data about risk in a standard way, which will 

improve the consistency and analysis of risk data.

NASA’s astronauts are accustomed to maximizing the 

use of available resources such as power, fuel, and air. 

In 2022, the MS community embodied that ethos by 

doing more with less. Here are some examples from 

the past year:

• NSSC, OP, and OGC worked with STMD to prevent a 

significant delay in beginning contract negotiations 

when the Space Technology Mission Directorate’s 

Small Business Innovation Research and Small 

Business Technology Transfer Program lacked 

funding to cover the selected Phase II awards. 

Working together, the teams developed an 

exception to begin processing the awards without a 

purchase request. 

• OPS realigned resources by identifying baseline 

services and core capabilities while considering 

center uniqueness. This effort resulted in a cost 

avoidance of $9.5 million without introducing 

unacceptable risk to personnel information and 

resources. 

• Working under an unforeseen accelerated award 

schedule for a large contract, NSSC quickly 

negotiated specific license types, terms and 

conditions, and pricing to avoid work stoppages and 

sustain operations across NASA. 

• Faced with a reduced budget, NSSC initiated 

and partnered with the State of Mississippi and 

Stennis Space Center (SSC) to consolidate the NASA 

footprint within the NSSC building. This decreased 

overall facilities and maintenance costs to NASA and 

provided SSC with the opportunity to demo aging 

infrastructure and increase tenant occupancy in the 

space vacated by NASA. 

• OSI’s FRED reduced costs by establishing one award 

for the architect and engineer needs of multiple 

centers and sites, and started a pilot program that 

prioritizes maintenance based on the risk to current 

mission-critical assets. In total, the division’s agencywide maintenance measures saved $34 million. 

Data Innovation

Doing More with Less

AGILITY & INNOVATION ACCOMPLISHMENTS
37

DID YOU KNOW

ALL OF NASA’S HEALTH AND 

MEDICAL ACTIVITIES ARE OVERSEEN 

BY OCHMO. 

OSI manages NASA’s environmental, facilities and logistics programs. In 2022, the office handled a range of changes for a more 

sustainable NASA. 

Compared to baselines, NASA’s energy use intensity dropped 41% and water use intensity fell 35%. The agency also reduced 

petroleum use, held renewable electricity use at nearly 10% of total electricity use, and reduced major greenhouse gas emissions 

by 46%.

OSI supported investments of $35.5M in energy and water initiatives, as well as generated the Energy and Water Program 

Management Strategic Plan. Across NASA facilities, sustainable building square footage increased to 26% of total building square 

footage. 

In collaboration with DoD and GSA, OSI’s LMD assisted with drafting a case amendment to ensure certain Federal contractors 

disclose their greenhouse gas emissions and report climate-related financial risk while establishing targets to reduce emissions. 

All of NASA’s health and medical activities are overseen by OCHMO. Despite more new NASA programs to advise and a decrease 

in budget, OCHMO’s Chief Health Performance Officers lent insight and oversight for program milestones in the Exploration 

Systems Development Mission Directorate and the Space Operations Mission Directorate.

Additional achievements include verification of Certification of Flight Readiness and launch and landing readiness for five 

launches and three landings. OCHMO also developed the Artemis Medical Charters as a medical decision-making structure that 

includes international partners. 

One of OCHMO’s newest endeavors was the prioritization of human-related capability gaps for future Moon to Mars missions. 

The office coordinated with stakeholders and NASA leadership to grow a community of experts who offer integrated and unified 

information about programs that involve humans.

OCHMO Maximizes Its Capabilities

OSI Prioritizes Sustainability

OSI MANAGES NASA’S 

ENVIRONMENTAL, FACILITIES 

AND LOGISTICS PROGRAMS. 

Spotlights

AGILITY & INNOVATION ACCOMPLISHMENTS
38

Integrated Risk Management 

MISSION SUPPORT TRANSFORMATION 

OFFICE TACKLES RISK FROM ALL ANGLES

Each risk addressed in the agency contributes to overall safety and success. In 2022, numerous achievements 

showcased how the MS community managed uncertainties and prioritized safety in relation to information 

technology, legal affairs, resource management, facilities and human health. Learn more: 

• OSMA’s Katherine Johnson Independent Verification and Validation (IV&V) Facility identified and closed 26 high 

priority internal and external risks—most of which were related to software assurance—that impacted 15 

projects.

• To better identify and resolve risks for the agency, OSMA transformed an audit to leverage center assessment 

data and shape a focused, risk-based assessment.

• By replacing an Access database with a stable, low-risk ServiceNow solution, NSSC eliminated risk in missing 

Treasury Reporting deadlines due to repeated database failures. 

• OGC worked with the Partnership Office, centers, and Mission Directorates to revise the approach for 

determining agency risk and partner liability in certain agreements with industry partners and how to address 

conflicting priorities. 

• OSMA collaborated with NASA supply chain risk management teams to alleviate risk by centralizing activities 

and investments.

• OCHMO developed and implemented a Health and Medical Technical Authority risk dashboard for improved 

communications to leadership about risk.

• OSI’s new risk management team partnered with the mission directorates to develop a prioritized list of the 

risks to be addressed by Infrastructure and Technical Capabilities funding. 

• In collaboration with NASA’s Aeronautics Research Institute and Defense Contract Management Activity, OSI’s 

LMD developed a prototype toolset for analyzing risks, including risks to supply chain economics and resiliency, 

and climate risk and economic impacts. 

• OPS supported 57 launches from the Kennedy Space Center and nine launches from the Wallops Flight Facility 

by ensuring secure viewing areas and activating the Emergency Operations Center.

• MS leadership teams at NASA centers supported the Technical Authorities and NASA’s standards for health and 

safety, engineering excellence, and mission assurance.

MSTO provides guidance, frameworks and tools to help the MS community improve their work and move 

toward a model of more integrated service. Part of that charge includes monitoring and helping to mitigate 

potential risks. To facilitate that responsibility, MSTO tackled the following in 2022:

A new tool to collect, centralize, 

and store risk information. 

A first-of-its-kind framework for centers and 

MSEOs to escalate necessary risks to MSD.

Agency-level risk status to place 

mission support service delivery risk 

on par with other agency-level risks.

Risk Management Community of Practice for 

better serving the MSEOs.

Sharing priority risks with the MSD Risk Board for mitigation analysis, based on 

prioritization from MSTO’s MSD Risk Management Working Group.

AGILITY & INNOVATION ACCOMPLISHMENTS
39

Advances to Modernize and Automate

For the MS community, innovation in 2022 included 

activities to modernize and automate. Here are 

examples:

• OCIO led efforts to apply prototypes of digital 

solutions to address mission challenges, including 

the first artificial intelligence and machine 

learning demonstration on the ISS. The software 

inspected an astronaut glove and generated a 

recommendation in 45 seconds, a process that 

normally takes multiple people and several days. 

• OCIO’s Facility-Unique and Specialized IT 

Engineering team developed, operated, maintained, 

and modernized Wallop Flight Facility’s flight and 

launch systems.

• OSI grew NASA’s fleet of Zero-Emission Vehicles by 

55 and developed infrastructure for 250 charging 

ports. In total, NASA centers now have 594 Electric 

Vehicle charging ports.

• MS leadership teams at NASA centers ensured 

innovation and mission-readiness at the centers 

by investing in key infrastructure and collaborative 

research activities such as working with industry to 

leverage technology through Space Act Agreements.

• MS leadership teams at NASA centers enhanced 

NASA’s scientific and engineering capabilities by 

funding specialized equipment and services at 

laboratories and unique facilities including a new 

Aerospace Communications Facility. 

• NSSC developed and implemented a chat bot as a 

proof-of-concept ESD Virtual Agent to assist with 

password reset requests and reduce ESD calls. The 

technology is now being evaluated for additional 

functions and for implementation in other customer 

service areas.

• NSSC partnered with OCHCO and OCIO in the 

development of a first-of-its-kind bot to automate 

the processing of within-grade pay increases in 

the Department of Interior’s Federal Payroll and 

Personnel System, which services the payroll for 

NASA and other federal agencies.

• To advance the agency’s maintenance program, OSI 

pursued enterprise asset management software. 

• OSI purchased a robot to eliminate human 

inspection and roving during operations to mitigate 

hearing loss concerns and to perform conditionbased maintenance.

• ACMO upgraded NASA’s supersonic chase capability 

by replacing an older aircraft with a newer, more 

robust and sustainable model.

• OCOMM and OCIO advanced communications 

through the agency’s web modernization project 

and a strategy to transition NASA TV to an ondemand streaming service. 

• Together with OCHCO, OPM and NSSC, OCIO 

developed an API for ServiceNow integration to 

consolidate tools for OCHCO and to on-board new 

employees more efficiently.

• NSSC led modernization efforts to transition seven 

service areas from ServiceNow to HR Service 

Delivery and five additional areas to IT Service 

Automation applications. 

• OSMA launched an application to support efficient 

project planning and introduced a tool for quality 

engineers to reduce the time for research on 

manufacturing processes by 50%.

• OSI added a specialist to manage the Enterprise 

IT Program, which prioritizes investments in 

innovation.

AGILITY & INNOVATION ACCOMPLISHMENTS
40

MISSION SUPPORT 

HEADQUARTERS AND 

OPERATIONS OFFICE

MISSION SUPPORT RESOURCE 

MANAGEMENT OFFICE

OFFICE OF CHIEF HUMAN CAPITAL OFFICER OFFICE OF PROTECTIVE SERVICES

AIRCRAFT 

CAPABILITY 

MANAGEMENT 

OFFICE

MISSION SUPPORT 

TRANSFORMATION OFFICE

MSD Core

Direct 

Reports

The Directives Team digitized

 historical and current 

paper records for directives (policies 

and procedural requirements) and 

regulations, eliminating five 5-drawer file 

cabinets

Reduced average 

time to hire from 

104 days to

85 days. 

(Partner: MSTO)

was delivered on budget

Filled over 1,600

positions enabling mission 

success for every NASA 

directorate, program and 

mission support organization

900

1st

$1.46B

8,200

$146M/year of

2,630

active

partnership 

agreements 

agency-wide

2,000+

agency 

leaders

data scientist

attended Future of Work 

supervisor sessions to make 

hybrid work successful

at NASA in OCHCO - Developed job profiles, 

assessments, and USA Staffing assessment 

templates for the new 1560 Data Scientist job series 

Responded to a total of nearly

emergency calls

across the agency

Provided Identity Credentialing for 

more than 25,000 employees 

requiring access to a NASA facility

Conducted the timely adjudication of 

more than 7,000 foreign national 

requests for physical and logical access

More than

Hired

1,410 with the U.S. commercial 

sector, state & local governments, 

academic institutions, and non-profits

560 with other Federal agencies

developmental and research flight 

operations worldwide

in revenue 

from

(As of 9/30/2022)

of flight operations resulting in 

the Mission Support Directorate’s 

support for the safe execution of 

7,497 flight hours and 3,798

sorties of complex operational,

reimbursable partnerships 

reimbursable partnerships 

660 with international entities

MISSION SUPPORT COMMUNITY

BY THE NUMBERS

CELEBRATING A FANTASTIC YEAR!

The Agency Master Plan-Asset Inventory

Assessment process is being transformed to a

repeatable process eliminating

 

(Partner: OSI)

15 days and 14% waste

Identified ways to improve how we gather data 

on more than assets 5,000 (Partner: OSI)

Managed

Hiring volume increase of 

60% from 2021 baseline
41

OFFICE OF STRATEGIC INFRASTRUCTURE NASA SHARED SERVICES CENTER

OFFICE OF COMMUNICATIONS OFFICE OF PROCUREMENT

OFFICE OF THE CHIEF 

INFORMATION OFFICER 

OFFICE OF DIVERSITY AND EQUAL OPPORTUNITY

Direct Reports

NASA’s procurements

totaled over 

Over 26,600 procurement actions 

NASA received its

12th consecutive

clean financial audit opinion 

attempts per day of malicious and 

unauthorized traffic from accessing NASA’s 

internal networks and systems 

NASA was recognized by LinkedIn as the

among U.S. employers 

with a workforce of

10,000 to 30,000 

employees 

Implemented intelligent automation of manual 

processes saving approximately 9,600 labor 

hours or 4.6 full time employees 

Over a two-day period, for James Webb, according to 

data from Google Analytics and our Content Delivery 

Network, more than 90,000 thousand users

visited images.nasa.gov, resulting in almost

400,000 thousand web page views 

our centers have 

Electronic Vehicle charging

port

in support of missions 

across all of NASA 

to support missions 

across all of NASA

(Partner: OSI’s LMD) 

45,000 2,000

Screened 

over

items as potential historical 

artifacts, placing over

14,000 articles with

museums, universities, 

schools, and library

NASA flagship social media accounts had

in FY22 – up 17% from 284 million in 2021 

More 

than

registered for the

Virtual Guest Operations program

virtual watch parties

registered for Artemis.

top 

diversity 

champion

594

As of end of FY22,

grants valued 

in exess of

Awarded

$800M

3,522

orders valued in 

excess of

Placed

$150M

Made a critical award for agency Microsoft buys – 

the highest dollar value action in the history of the 

team valued at

THIS INCLUDED:

Improved efficiency of the Equal Employment 

Opportunity complaint process ensuring that employees’ 

claims of discrimination were timely addressed.

Blocks

$114M

$19.9B

Partner 

Offices

332 million social 

media followers 

1

8,000+

5B

100%

million 

people

closure of pre-FY 2022 Final Agency 

Decision inventory

timely completion of all FY 2022 

investigations

timely and legally-sufficient issuance 

of Procedural Dismissals, Final Agency 

Decisions, Final Agency Orders, and 

Equal Employment Opportunity 

reports. 

MISSION SUPPORT 

COMMUNITY

BY THE NUMBERS
42

Partner Offices

OFFICE OF SMALL 

BUSINESS PROGRAMS

OFFICE OF LEGISLATIVE AND INTERGOVERNMENTAL AFFAIRS

OFFICE OF THE GENERAL COUNSEL

Supported the procurement and 

award of the 

Exploration Extravehicular Activity Services contract, as 

well as the award of the first task order (value of $228.5 million) 

to deliver a new generation of space suits for Artemis missions 

and the ISS

 of all individuals registered for OSBP 

outreach events were from underrepresented 

socioeconomic groups 

participated in

increased by

The number of events

that OSBP Small Business 

Specialists hosted/

IV&V Program is migrating its Fairmont operations 

into a single building, the Katherine Johnson IV&V 

Facility, and establishing a lease with West Virginia 

University (vs contract). To date, IV&V migrated all 

but one small portion (still in work)

NASA Engineering and Safety Center conducted over 

70 independent assessments of

NASA’s highest risk and highest priority mission work 

180 courses, 11 Agency-wide webinars to the 

NASA technical workforce, and graduated a Systems and 

Engineering Leadership Program cohort, providing 

program and project managers and systems engineers with 

important opportunities to develop and apply their skills

NASA’s Academy of Program/Project and Engineering 

Leadership Knowledge Services offered

Providing and maintaining SMA training 

material for 322 online courses

Offering agency wide SMA

discipline webinars (1,750 attendees)

Hosting the

Chief Safety Officer

Summit

(295 safety professionals)

& Executive Safety 

Leadership Program

(46 Executives from across the 

agency)

Enhanced SMA expertise across the Agency workforce 

 which included:

 The year the International

Space Station mission was extended to,

due to passage of the NASA Authorization Act of 2022 

6 hearings covered

479 individual responses

39 official reports

182 outreach visits 

Newsworthy Items 

forwarded to the Hill 

Provided complex legal services in support of more than

200 procurement actions 

$3.5B

55%

79%

2030:

275

Congress: 

that can be applied directly 

to IV&V technical work.

Saving

Agency 

Technical 

Authorities

$600k/year 12

OFFICE OF SAFETY AND MISSION ASSURANCE

IV&V all also worked to reduce contractor space 

in non-Fairmont locations, which will save another 

$600,000 per year that can be applied directly to 

IV&V technical work

OFFICE OF THE CHIEF ENGINEER

The Human Research Multilateral Review Board reviewed 

and approved 204 international studies 

to ensure ethical human subject research on the ISS 

 in purchasing off 

the shelf application for WH 

mandated COVID-19 vaccine selfreporting, attestation, and verification 

Saved the Agency > 

OFFICE OF THE CHIEF HEALTH AND 

MEDICAL OFFICER

$3M

MISSION SUPPORT 

COMMUNITY

BY THE NUMBERS
43

ACRONYM ACRONYM DEFINITION

ACMO Aircraft Capability Management Office

AFRC Armstrong Flight Research Center, Edwards, CA

AIA Agency Investment Analysis

ALPS Agency Library Portal System

AMP Agency Master Plan

ARC Ames Research Center, Moffett Field, CA

ARMD Aeronautics Research Mission Directorate

ATA Agency Technical Authorities

CoF Construction of Facilities

COO Chief Operating Officer

C-UAS Counter-Unmanned Aircraft Systems

DEIA Diversity, Equity, Inclusion, and Accessibility

EDP Enterprise Data Platform

EEO Equal Employment Opportunity

ERG Employee Resources Groups

ESD Enterprise Service Desk

EV Electric Vehicle

FoW Future of Work

FRED OSI’s Facilities and Real Estate Division

FY Fiscal Year

GRC Glenn Research Center, Cleveland, OH

GSA General Services Administration

GSFC Goddard Space Flight Center, Greenbelt, MD

HMTA Health and Medical Technical Authority

ISS International Space Station

IV&V Katherine Johnson Independent Verification and Validation 

Facility 

JPL Jet Propulsion Lab, Pasadena, CA

JSC Johnson Space Center, Houston, TX

JWST James Webb Space Telescope

KSC Kennedy Space Center, Titusville, FL

LMD OSI’s Logistics Management Division

LaRC Langley Research Center, Hampton, VA

MS Mission Support 

MSD Mission Support Directorate

MSHOO Mission Support Headquarters and Operations Office

MSEO Missions Support Enterprise Office

MSTO Mission Support Transformation Office

MSFC Marshall Space Flight Center, Huntsville, AL

MSPMC Mission Support Program Management Council

NSSC NASA Shared Services Center

OCE Office of the Chief Engineer

Continued on next page

APPENDIX
44

ACRONYM ACRONYM DEFINITION

OCFO Office of the Chief Financial Officer

OCHCO Office of the Chief Human Capital Officer

OCHMO Office of the Chief Health and Medical Officer

OCIO Office of the Chief Information Officer

OCOMM Office of Communications

ODEO Office of Diversity and Equal Opportunity

OGC Office of the General Counsel

OIG Office of the Inspector General

OIIR Office of International and Interagency Relations

OLIA Office of Legislative and Intergovernmental Affairs

OMB Office of Management and Budget

OP Office of Procurement

OPM Office of Personnel Management

OPS Office of Protective Services

OSBP Office of Small Business Programs

OSI Office of Strategic Infrastructure

OSMA Office of Safety and Mission Assurance

OSTEM Office of STEM Engagement

PMSO Project Management and Support Office

PPBE Planning, Programming, Budgeting, and Execution

RAD Robotics Education & Competition Foundation Aerial Drones

RMO Mission Support Resource Management Office

SBA Small Business Administration

SSC Stennis Space Center, Kiln, MS

SMD Science Mission Directorate

SOMD Space Operations Mission Directorate

SPARTA Smart Projects and Reviews with Transformative Analytics

STEM Science, Technology, Engineering, and Mathematics

STMD Space Technology Mission Directorate

U.S. United States

APPENDIX