Office of Technology, Policy, and Strategy 

Bhavya Lal, Ph.D 

NASA Associate Administrator for 

Technology, Policy, and Strategy 

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OTPS Mandate 

"The greatest deception men suffer is from their own opinion." 

-Leonardo da Vinci, c. 1500 
 

 

 

 

 

 

 

 

 

 

 

 

 

November 2021 Genesis of OTPS In his letter to the Chair of the Congressional Committees on 

Appropriations requesting the creation of the office, Administrator Bill 

Nelson wrote that 

• “Establishment of OTPS within the Office of the Administrator ...will 

enable a more focused leadership on technology, strategy, and policy.” 

• OTPS will “serve as the NASA Administrator’s advisor on strategic 

engagement in key areas to align Mission and Agency-level activities, 

supported by assessments to inform NASA senior leadership.” 

• OTPS will “continue to serve as the NASA Administrator's principal 

advisor and advocate on matters concerning Agency-wide technology 

policy and programs, including advocacy for NASA research and 

technology programs through communication and integration with 

technology efforts being conducted by other Federal agencies.” 
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OTPS Enshrined in NASA Procedural Requirements 

2.1.2.6 The Associate Administrator for 

Technology, Policy and Strategy directs the Office 

of Technology, Policy and Strategy. This position is 

responsible for developing and shaping Agency 

policy in response to Administration direction, as 

well as coordinating strategy across the Agency, in 

support of the Administrator. 

2.1.2.9 a. Office of Technology, Policy and Strategy 

(OTPS). The OTPS provides data and evidencedriven advice to NASA leadership to assure an 

integrated enterprise approach to technology, 

policy, and strategy. The office supports and 

promotes the Administration's and NASA 

leadership's top policy agenda and priorities, 

providing special studies as needed. The OTPS 

maintains awareness of critical emerging issues, 

both internal and external to the Agency. The OTPS 

includes the position of the Chief Technologist, as 

a senior representative for NASA. 

• Develop and shape Agency policy in response to Administration 

direction, as well as coordinate strategy across the Agency, in 

support of the Administrator. 

• Provide data and evidence-driven advice to NASA leadership to 

assure an integrated enterprise approach to technology, policy, 

and strategy. 

• Support and promote the Administration's and NASA leadership's 

top policy agenda and priorities, providing special studies as 

needed. 

• Maintain awareness of critical emerging issues, both internal and 

external to the Agency 

https://nodis3.gsfc.nasa.gov/displayDir.cfm?Internal_ID=N_PD_1000_003E_&page_name=Chapter2
OTPS Organization 
OTPS in the NASA Organizational Chart 

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OTPS Values 

Build on NASA’s core values: safety, integrity, teamwork, excellence, inclusion 

• Rigor and Objectivity 

• OTPS provides objective, evidence-driven analyses to drive policy, strategy and technology decisions through 

focused projects with defined questions and deliverables. 

• OTPS relies on a deliberate study initiation process to ensure the study has been properly scoped and 

maintains regular communications with the customers throughout the study phase. 

• Focus on the Future 

• OTPS provides analyses on emerging issues related to the future of NASA and its role in the broader space 

community. 

• The issues that OTPS study profoundly impact what NASA does across multiple time horizons and help shape 

the future of space exploration. 

• Collaboration 

• OTPS weights in on matters that touch on all three parts of its name (technology, policy, and strategy) by 

relying on the diverse skill sets and areas of expertise across the entire team. 

• Project teams will be created to take advantage of each team member’s strengths and areas of interest and 

will work in partnership with the Mission Directorates, Centers and the broader space community 

• Transparency 

• Members of the OTPS community have regular opportunity to gain insight and contribute to on-going 

analyses. 

• Once the work is complete, OTPS is committed to sharing the final deliverables as broadly as possible. 

• Growth Mindset 

• OTPS is committed to providing all members of the team with the opportunity to contribute to NASA’s goals 

and to grow professionally. 

• Rotating study roles provide multiple opportunities for staff to demonstrate leadership, grow their skills, and 

engage with members of the broader space community. 

Think 

BIG 

Get 

Stuff 

Done 

Have 

Fun 
 

 

 

 

OTPS Vision 

Working transparently and in 

collaboration across NASA and with 

the broader space community... 

...OTPS research and analysis 

informs NASA’s most consequential 

decisions about its future 

Important 

Neglected Tractable 
NASA/Administration Priorities 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

NASA Leadership Priorities 

(Leader’s Intent Memo 2023) 

• Moon-to Mars-Exploration: Solidify and work to implement a technically and politically resilient architecture for 

sustained U.S. presence on the Moon, Mars, and throughout the solar system; continue to forge ahead on readiness 

for Artemis II, prepare to return Perseverance’s samples from the surface of Mars, and ensure that our space 

communications and navigation assets are ready to support these missions. 

• Protecting Our Planet: Equip policymakers with the best information possible to protect our planet. 

• Improve climate data quality and quantity through Earth observation missions and the rollout of the Earth 

Information Center; continue to develop and implement innovative efficient technology options with our 

commercial partners through successful X-plane demonstrations. 

• Respond to potentially dangerous objects from space by expanding our toolsets in vigilant search and detection, 

consistent early warning, and timely response; help leaders align Government agencies to maximize our 

likelihood of success should we need to use these defenses. 

• Develop policy and technology options for leaders to address growing hazards in near space caused by increasing 

traffic and human-made space debris, to protect the lives and property of all nations and future generations. 

• Workforce: Continue to learn and adapt to meet the needs of our workforce. 

• Acquisition Reform: Reinforce the integrity and excellence of our acquisition practice. Overarching priorities include 

advancing acquisition innovation and rigor as well as strengthening the acquisition workforce and culture. 
 

 

 

 

 

 

 

 

 

 

 

 

 

White House/Administration Priorities 

• The United States will maintain its leadership in space exploration and space science 

• The United States will advance the development and use of space-based Earth observation capabilities that 

support action on climate change 

• The United States will foster a policy and regulatory environment that enables a competitive and burgeoning 

U.S. commercial space sector 

• The United States will protect space-related critical infrastructure and strengthen the security of the U.S. 

space industrial base 

• The United States will defend its national security interests from the growing scope and scale of space and 

counterspace threats 

• The United States will invest in the next generation 

• The United States will lead in strengthening global governance of space activities 

• The United States will bolster SSA sharing and space traffic coordination 

• The United States will prioritize space sustainability and planetary protection +planetary defense 

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OTPS Portfolio 

“In God we trust, all others bring data.” 

Edwards Deming 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

OTPS Mandate 

“Establishment of OTPS within the Office 

of the Administrator ...will enable a more 

focused leadership on technology, 

strategy, and policy.” 

-Administrator Nelson Letter to Congress, 

Nov 2021 

1) Develop and shape Agency policy in response 

to Administration direction, as well as 

coordinate strategy across the Agency, in 

support of the Administrator. 

2) Provide data and evidence-driven advice to 

NASA leadership to assure an integrated 

enterprise approach to technology, policy, and 

strategy. 

3) Support and promote the Administration's and 

NASA leadership's top policy agenda and 

priorities, providing special studies as needed. 

4) Maintain awareness of critical emerging 

issues, both internal and external to the 

Agency 
 

 

 

 

 

 

 

 

 

 

 

Thematic Areas and Priorities - FY22 

• Establishment of OTPS and initial focus 

areas 

• Created organization, systems and 

processes to perform high quality work 

• >40 projects/activities initiated 

• >100 internal or external 

presentations/briefings 

• Focus on team-building with the right 

skill mix 

• Recruitment of key staff including 

Deputy AA and XO 

• Capacity building (ISPN, policy fellow, 

university capstone, seminar series, 

etc.) initiated 

• Relationship-building within NASA and 

with interagency partners 

Technology, 

Policy and 

Strategy Related 

to Moon to Mars 

Technology, 

Policy and 

Strategy Related 

to Sustainability 

in Space 

Technology, 

Policy and 

Strategy Related 

to the Future of 

NASA 

Special 

Administrator 

Priorities and Ad 

Hoc Projects 

• Tech/Policy 

Issues Related 

to Lunar 

Landing Sites 

• Orbital Debris 

Mitigation and 

Remediation 

• Space Sector in 

2040 and 

beyond 

• Models for 

Post-ISS NASA 

Engagement 

• ISAM 

• In-space 

Authorization 

and 

Supervision 

Capacity Building 

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Summary of Project: Futures Roundtables 

Goals 

• Develop future scenarios in 2040 and beyond that 

identify potential disruptions to the future world that 

NASA should plan for 

• Provide input that can inform NASA response to 

Aerospace Safety Advisory Panel (ASAP) 

recommendation that NASA should develop a 

strategic vision for the future of space exploration 

and operations that encompasses the next twenty 

years... 

Methods 

• Conduct a series of futures roundtables and 

associated activities internal and external to the 

agency designed to consider future scenarios that 

might impact NASA’s ability to accomplish its mission 

Findings 

Most resilient strategic options identified in roundtables include: 

• NASA leading the frontier by going as far and fast as 

possible to explore the unknown in areas no one else is 

• NASA Catalyzing access for all to participate in 

exploration and science 

• Increasing the value proposition for attracting and 

sustaining talent at NASA 

Potential Impacts 

• Key questions derived from roundtables can be used to drive 

enterprise level strategic planning to help NASA be best 

prepared to pivot when unpredicted technological or societal 

disruptions occur 

Next Steps 

• Communicate findings from study throughout agency and 

work with stakeholders to identity challenges and 

develop/communicate guiding policies and coherent actions 

throughout the agency 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Summary of Project: Cost-Benefit Analysis 

of Orbital Debris Remediation 

Goals 

• To provide a landscape-view of debris remediation 

methods, quantifying their costs to implement and the 

benefits they create for spacecraft operators, that can 

inform NASA’s technology and policy development 

• Note: Debris remediation is any action to reduce the risks 

posed by orbital debris by moving, removing, or reusing it 

Methods 

• Developed a model to estimate the financial risks to 

spacecraft operators posed by space debris 

• Estimated the cost per debris remediated for a broad 

spectrum of remediation methods 

• Combined both models to estimate the risk reductions 

associated with each debris remediation method 

• Held discussions with 40 organizations that have 

relevant expertise to inform the analysis 

Findings 

1. The benefits of some remediation methods can outweigh the 

costs in a short time. 

2. Laser-based systems break even fastest and can: 

• Remove small, non-trackable debris (1-10cm) 

• Nudge large debris to avoid collisions 

3. A combination of laser-based systems and a reusable method 

for controlled reentry may be an economical path to 

remediating risks posed by all debris >1cm 

Potential Impacts 

• Results will inform STMD’s strategy for development of 

debris remediation capabilities 

• Responsive to National Orbital Debris Implementation Plan 

Next Steps 

• Reduce the largest uncertainties in the analysis that may 

affect the high-level results 

• Determine if new policy development is needed 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Summary of Project: Lunar Landings 

and Operations Policy Analysis 

Goals 

Answer the questions: 

• What technical and policy considerations should NASA 

take into account in the selection of lunar landing and 

operations sites 

• What technical and policy considerations should NASA 

take into account when implementing tools such as 

safety zones in order to protect these operations and 

U.S. interests? 

Methods 

Multiple rounds of discussion, input, and analysis from: 

• Internal NASA SMEs 

• External SMEs 

• International partners 

Findings 

We identified seven challenges to lunar operations that are 

amendable to mitigation by policy measures and provided 

options and recommendations to address each 

Potential Impacts 

Ensure implementation of USG legal and policy commitments, 

shape behavior on the Moon to support sustainable, safe, and 

predictable operations 

Next Steps 

• Work with Mission Directorates and mission teams to 

implement recommendations 

• Build on findings in Artemis Accords Signatories Working 

Group meetings to implement recommendations jointly 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Summary of Project:

Models for Facilitating

Government-Funded 

Activities in the Post-ISS 

LEO Ecosystem 

Method: Scenario-driven analysis to rate distinct models 

based on how they may perform in the 2030 timeframe 

Potential Impacts: Inform NASA’s options for facilitating 

government funded activities in the post-ISS LEO 

ecosystem 

Next Steps (OTPS + SOMD): 

• SOMD to leverage OTPS findings and OSTP 

Interagency Working Group feedback to define 

best model(s) to facilitate and fund governmentfunded activities on LEO commercial platforms 

• SOMD to leverage OTPS findings to 

recommend steps to transition from the ISSNL 

to the new model 

• SOMD + OTPS to present recommendations to 

National Space Council (Spring 2023) 

• OTPS to release full report to public 

Goal 1: Identify potential models to facilitate

government-funded or subsidized activities in 

a National Lab on a commercial LEO platform. 

Findings: Six illustrative models identified with 

more to less government oversight that can be 

further adjusted to meet leadership priorities: 

Model 1: Anchor Tenant 

Long-term agreement for leasing 

space on a commercial platform 

Model 2: Government 

Research Broker* 

Customizable research missions using 

both transport vehicles and CLDs 

Model 3: Innovation Campus 

Modern terrestrial campus with 

workforce focus 

Model 4: Matchmaker 

Neutral third party connecting 

users to platforms 

Model 5: Institute Network 

Network of separate but related efforts to 

enable commercial scaling and U.S. leadership 

Model 6: Fee for Service 

Free market approach with coordinated 

grants and data/service buys 

Goal 2: Identify near term 

modifications to the current ISSNLCASIS partnership and the NASA 

management processes to prepare 

for the transition of the ISS by 2030. 

Findings: Four near term actions identified to 

leverage strengths from current ISSNL and from 

top-performing models to improve NASA’s 

posture for success post-ISS: 

Action 1. Create pathway for ISSNL to 

access commercial platforms as they 

come online 

Enable research throughout mission 

Action 2. Elevate ISSNL incubation role to 

support movement towards 

industrialization 

Catalyze innovation 

Action 3. Establish terrestrial 

campus for microgravity R&D 

Provide a dedicated place for LEO 

stakeholders to collaborate 

Action 4. Determine ramifications of 

buying data from commercial providers 

Allow agile, alternative approaches 

to meet R&D needs 

*Government Research Broker illustrative model may perform most favorably in 2030 to: 

meet NASA’s needs; be adaptable to infrastructure, service provider offerings, and user 

demands; allow opportunities for collaboration; and enable equity and accessibility 
 

 

 

 

 

 

 

 

 

Select Activities and Projects – FY’23-’24 

• Bridging skills gaps and adding to 

bench strength – policy analysis, 

cost benefit analyses, analysis of 

alternatives 

• Recruitment of ACT and building 

a technology portfolio 

• Shifting focus to shorter term 

(Type 1 and Type 2) projects 

• Being more discerning about 

activities/projects to conduct 

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Technology, 

Policy and 

Strategy Related 

to Moon to Mars 

Technology, 

Policy and 

Strategy Related 

to Space Safety 

and 

Sustainability 

Future of NASA 

Technology, 

Policy and 

Strategy Related 

to Commercial 

Space 

Technology Policy and Strategy for NASA 

Capacity Building 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

FY ‘23 Concluded Activities/Projects 

• M2M Technology and Policy • Artemis and Ethics (Workshop) 

• M2M Policy Implications (Memo) 

• Lunar Mining (Memo) 

• Space Safety and Sustainability Technology and Policy • NASA’s options to address space sustainability (Memo) 

• Cost Benefit Analysis of Active Debris Removal (Report) 

• NASA’s orbital debris organizations and challenges (Memo) 

• Future of NASA/Ad Hoc Priorities 

• Planetary Defense Strategy and Action Plan 

• Administrator’s Intent (collaboration with OCFO) 

• Designating Space as Critical Infrastructure (Memo) 

• Commercial Space Strategy/Policy 

• Cislunar commercial communication policy challenges (Memo) 

• Technology Policy and Strategy • SNPP 

• Policy impediments to international collaborations 

(Memo) 

• NASA Technology 

• Tech scouting (Report) 

Continued Capacity Building Activities 

A-suite technology, policy and strategy seminar series 

NASA-wide informal space policy network (ISPN) 

Internships/GEM Fellow 

Policy Fellows 

Solver in Residence 

University Capstone Program