National Aeronautics and

Space Administration

A G E N C Y 

F I N A N C I A L 

REPORT

FY 2022
This illustration depicts NASA’s James Webb Space 

Telescope – the largest, most powerful, and most 

complex space science telescope ever built – fully 

unfolded in space. The telescope’s first full-color images 

and spectroscopic data will demonstrate Webb at its full 

power, ready to begin its mission to unfold the infrared 

universe.

PHOTO CREDIT – NASA/Adriana Manrique Gutierrez

NASA’s James Webb Space Telescope, a 

partnership with European Space Agency (ESA) and the Canadian Space 

Agency (CSA), released its first full-color images and spectroscopic data on 

July 12, 2022. As the largest and most complex observatory ever launched 

into space, Webb has been going through a six-month period of preparation 

before it can begin science work, calibrating its instruments to its space 

environment and aligning its mirrors. This careful process, not to mention 

years of new technology development and mission planning, has built up to 

the first images and data: a demonstration of Webb at its full power, ready to 

begin its science mission and unfold the infrared universe.

“As we near the end of preparing the observatory for science, we are on the 

precipice of an incredibly exciting period of discovery about our universe. 

The release of Webb’s first full-color images will offer a unique moment for 

us all to stop and marvel at a view humanity has never seen before,” said 

Eric Smith, Webb program scientist at NASA Headquarters in Washington. 

“These images will be the culmination of decades of dedication, talent, and 

dreams – but they will also be just the beginning.”

Editor – Jamie Adkins

More information about NASA Webb Telescope’s

First Images at www.nasa.gov/webbfirstimages

nasa.gov NASA FY 2022 / Agency Financial Report / 01

COVER IMAGE

CAPTION AND 

CREDITS
MANAGEMENT’S DISCUSSION AND ANALYSIS 7

WELCOME TO NASA 8

Achieving Our Vision and Mission 9

Organizational Structure 10

Centers and Facilities 11

NASA by the Numbers 12

MISSION PERFORMANCE 13

Strategic Plan Framework 14

Strategic Goals and Objectives 15

Agency Priority Goals 16

STRATEGIC GOALS AND HIGHLIGHTS 18

Assessment Approach 19

FY 2022 Performance Assessment 20

FINANCIAL PERFORMANCE 25

Financial Highlights 26

Overview of Financial Position 26

Results of Operations 29

Sources of Funding 31

Financial and Performance Impact of COVID-19 32

Limitations of the Financial Statements 33

SYSTEMS, CONTROLS, AND LEGAL COMPLIANCE 34

Internal Control Framework 35

Enterprise Risk Management 37

Management Assurances 39

Financial Systems Strategies 40

FORWARD LOOKING 41

2023 and Beyond 42

SECTION 1

MESSAGE FROM THE ADMINISTRATOR 4

HERstory: Mary W. Jackson 6

INTRODUCTION

FINANCIAL SECTION 4 4

Message from the Chief Financial Officer (CFO) 45

Introduction to the Principal Financial Statements 47

Financial Statements, Notes, and Required 

Supplementary Information 48

Letter from the Inspector General on Audit 80

Independent Auditors’ Report 82

SECTION 2

OTHER INFORMATION 8 8

Summary of Financial Statement Audit and 

Management Assurances 90

Summary of Reports 91

Office of Inspector General (OIG) Report on NASA’s 

Top Management and Performance Challenges 92

Agency Response to OIG Report on NASA’s Top 

Management and Performance Challenges 94

Civil Monetary Penalty Adjustment for Inflation 105

Undisbursed Balances in Expired Grant Accounts 106

Grants Programs Information 107

Climate-Related Financial Risk 108

S E C T I O N 3 

APPENDIX 109

Message from the Administrator: Spanish Version 110

Letter from the CFO: Spanish Version 112

Certificate of Excellence in Accountability Reporting 

(CEAR) Award 114

Glossary of Acronyms 115

Acknowledgments 121

SECTION 4

TABLE OF CONTENTS
nasa.gov NASA FY 2022 / Agency Financial Report / 03

SpaceX Crew-1 NASA astronauts, from left to right, Shannon Walker, Victor Glover, Mike Hopkins, and Japan Aerospace 

Exploration Agency (JAXA) astronaut Soichi Noguchi, wave at students during a live question and answer session in the 

Oprah Winfrey Theater at the National Museum of African American History and Culture (NMAAHC), Tuesday, Nov. 16, 2021, in 

Washington. Hopkins, Glover, Walker, and Noguchi launched on the first crew rotation mission to the International Space Station 

for SpaceX’s Falcon 9 and Crew Dragon spacecraft as part of the agency’s Commercial Crew Program and spent 168 days in 

space across Expeditions 64 and 65.

PHOTO CREDIT – NASA/Aubrey Gemignani

IN THE NASA COMMUNITY

nasa.gov NASA FY 2022 / Agency Financial Report / 03

NASA astronaut Victor Glover greets one of his youngest fans, 3-yearold Ezra Garrel, with a fist bump at the conclusion of an educational 

event for students in the Washington, DC area, Thursday, April 28, 

2022, at the National Museum of African American History and Culture 

in Washington. Glover most recently served as pilot and second-incommand on the Crew-1 SpaceX Crew Dragon, named Resilience. The 

long-duration mission aboard the International Space Station returned 

to Earth on May 2, 2021. 

PHOTO CREDIT – NASA/Bill Ingalls
nasa.gov NASA FY 2022 / Agency Financial Report / 04

I am pleased to present the Fiscal Year (FY) 2022 Agency Financial Report (AFR) for the National Aeronautics and Space 

Administration (NASA). This report provides transparency into our strategic and operational posture and results by presenting a 

complete presentation of our financials in accordance with Generally Accepted Accounting Principles. Under the leadership of the 

Office of the Chief Financial Officer, for 12 consecutive years, NASA has received an unmodified “clean” opinion on its financial 

statements, with no reported material weaknesses.

NASA’s vision is to explore the secrets of the universe for the benefit of all. On December 25, 2021, the James Webb Space 

Telescope (JWST) launched into orbit equipped with the most advanced deep space observation capabilities ever assembled. 

JWST is now capturing the most profound and sharpest infrared images of the distant universe to date, pushing the boundaries 

of human knowledge even further, to the formation of the first galaxies and the horizons of other worlds. We released a Blueprint 

for Our Future Exploration of the Solar System – NASA’s Moon to Mars objectives – that will help NASA and our partners chart our 

future together in deep space. Key to that effort is the Artemis campaign, and the launch of Artemis I, which will pave the way to 

return humans to the Moon, set the stage for our ambitious journey to Mars, and inspire a new generation of explorers.

Furthermore, NASA plays a critical role in advancing understanding of our planet and how climate change affects our lives here, 

and providing data to scientists, policy makers, and the public. As one of the world’s experts in climate science, NASA engages 

in a broad range of activities to track and mitigate the effects of climate change in collaboration with commercial companies and 

international partners. To address the most pressing questions about our changing planet, NASA established the Earth System 

Observatory which includes five satellite missions providing critical data on climate change, severe weather and other natural 

hazards, wildfires, and global food production. Additionally, NASA developed the Earth Information Center (EIC) to improve data 

accessibility and understanding as governments and people plan for the future in the face of climate change. The EIC will provide 

a whole Earth view incorporating large visualizations, interactive media, stories, and narratives, to inspire action in response 

to climate change. Further, we have developed a robust Climate Action Plan that lays out NASA’s vision for adapting to climate 

change effects on our mission, facilities, infrastructure, natural lands, and other assets, now and in the future. Another key climate 

priority is to advance sustainable aviation through research and technology development along with technology transfer for direct 

benefits to the public. We plan to make aviation sustainable through efficient aircraft technology, sustainable aviation fuel, and 

supporting operations and infrastructure.

NASA is proud to play a critical role in promoting shared growth and prosperity for generations of all Americans. Dollars spent for 

space exploration inspire the next generation of explorers, create jobs, jumpstart businesses, and grow the economy. Investments 

in NASA generate outsized returns for the Nation: in just FY 2021, NASA investments supported $71.2 billion in total economic 

output and over 339,000 jobs across the country. This includes more than $7 billion in economic output and over 37,000 jobs 

for NASA’s climate research and technology investments alone. One of our key priorities in this area is the United States (U.S.) 

commercial space industry. We are undertaking significant research and development to support new technologies to help 

the U.S. commercial space industry grow, enhance mission capabilities, create good-paying jobs, and reduce costs. NASA’s 

partnership with industry through the commercial cargo and crew programs is facilitating the development of a safe, reliable, and 

cost-effective U.S. commercial space transportation capability to the International Space Station (ISS) and low-Earth orbit. Just this 

year, the first all-private astronaut mission to the ISS aboard the SpaceX Dragon spacecraft and Falcon 9 rocket was successfully 

undertaken, and preparations are underway for the launch of NASA’s Boeing Crew Flight Test. Also, new forms of highly 

automated Advanced Air Mobility aircraft could transform transportation, cargo delivery, and a variety of public services. NASA is 

already conducting research test flights with our industry partners to prove and refine the concepts that will ensure this new type 

of technology enters the National Airspace System in a safe and sustainable way. NASA will continue to support the development 

of a thriving, innovative, and growing space industry where America leads the way.

INTRODUCTION — November 15, 2022

MESSAGE FROM THE ADMINISTRATOR

continued on the next page →
nasa.gov NASA FY 2022 / Agency Financial Report / 05

To meet these important goals, NASA is proud to develop and support our workforce and the next generation of scientists and 

visionaries. NASA will lead in promoting greater diversity, equity, inclusion, and accessibility (DEIA) within our organization and 

with our partners and stakeholders. With the issuance of Executive Orders 14035: Diversity, Equity, Inclusion, and Accessibility 

in the Federal Workforce, and 13985: Advancing Racial Equity and Support for Underserved Communities Through the 

Federal Government, the importance of strategic, purposeful, and well-designed program actions to support underserved and 

underrepresented communities have become even more evident. In support, NASA launched its 2022 DEIA Strategic Plan which 

focuses on workforce diversity, employee experience, accessibility and accommodation; and DEIA integration into the NASA 

mission. To track progress toward improved DEIA both internally and externally we released our first-ever Equity Action Plan

(EAP). The EAP outlines and reaffirms the Agency’s strategy to mitigate systematic barriers and expand equity in the procurement 

process to allow fair, impartial access and representation for all those who seek to contribute to our Nation’s great work in space. 

Our achievements are only possible because of our diverse, dedicated, and strong workforce, and we are proud that NASA has 

been named, for the 10th consecutive year, the Best Place to Work in the Federal Government among large agencies.

NASA is committed to delivering reliable, accurate, and comprehensive financial data and transparency regarding the Agency’s 

fiscal operations. We follow high-quality financial reporting practices, ensuring appropriate controls with efficient and effective 

management of appropriated and reimbursable Agency funds. The financial and performance data presented in this report are 

complete and reliable.

I am in awe of the relentless spirit of the women and men of NASA to achieve missions once thought impossible. We will 

continue to bring down the barriers, both visible and invisible, that hinder fairness, ensure underserved communities’ access 

to opportunities, and move confidently into a new era of exploration, full of breakthroughs and discoveries to take us farther 

than before: sending the first woman and first person of color to the Moon, continuing on to Mars and beyond, while expanding 

science, economic growth, and prosperity.

NOVEMBER 15, 2022

MESSAGE FROM THE ADMINISTRATOR(CONTINUED)

NATIONAL AERONAUTICS AND SPACE ADMINISTRATION

MAJOR THEMES AND STRATEGIC GOALS

Expand human 

knowledge through new 

scientific discoveries.

I. DISCOVER

Extend human presence 

to the Moon and on 

towards Mars for 

sustainable long-term 

exploration, development, 

and utilization.

II. EXPLORE

Catalyze economic 

growth and drive 

innovation to address 

national challenges.

III. INNOVATE

Enhance capabilities 

and operations to 

catalyze current and 

future mission success.

IV. ADVANCE

Click here to read the Spanish version. Haga clic aquí para leer la versión en español.

SPANISH TRANSLATION AVAILABLE

Sincerely,

Bill Nelson
PAST, PRESENT, AND FUTURE: HerSTORY MARY W. JACKSON

nasa.gov NASA FY 2022 / Agency Financial Report / 06

Mary (Winston) Jackson was born on April 9, 1921. After receiving the highest honors upon graduating from George P. Phoenix High 

School, she furthered her education at Hampton Institute (now Hampton University). Mary earned a dual Bachelor of Science Degree 

in Mathematics and Physical Science. In 1951, Mary was hired by the National Advisory Committee for Aeronautics (NACA), NASA’s 

predecessor Agency. She worked in the Langley Memorial aeronautical laboratory segregated West Area Computing Unit along 

with other African American female mathematicians. In 1953, she left the unit to work for engineer Kazimierz Czarnecki conducting 

experiments in a high-speed wind tunnel. At the suggestion of Czarnecki, Mary Jackson entered an engineer training program. She 

completed the courses and in 1958 became the first Black female engineer at NASA. 

In 1979, Mary left engineering to become manager of the Langley’s Federal Women’s Program Manager. There, she worked hard 

to impact the hiring and promotion of the next generation of all of NASA’s female mathematicians, engineers, and scientists. Mary 

retired from Langley in 1985 and passed away on February 11, 2005. She and other West computers, including Dorothy Vaughn and 

Katherine Johnson were the inspiration for the book, Hidden Figures: The American Dream and the Untold Story of the Black Women 

Mathematicians Who Helped Win the Space Race. The book was made into an acclaimed film, both of which were released in 2016. On 

February 26, 2021, NASA renamed its Headquarters building the Mary W. Jackson, NASA Headquarters.

PHOTOGRAPHY CREDIT – NASA

Top Left: Portrait of Mary W. Jackson. 2017 Hall of Honor inductee. 

Top Middle: In this photograph taken Nov. 8, 1984, Jackson meets with colleagues at Langley during the Student Symposium Meeting. 

Top Middle: Mary W. Jackson at Work NASA Langley. 

Top Right: March 3, 1983. Special Control Test Group with Mary W, Jackson.

Bottom Left: Photograph taken June 17, 1982. Federal Women's Program with Mary W. Jackson giving out awards to Kathi Porter. 

Bottom Middle: Photograph taken July 30, 1964. Mary W Jackson, Aerospace Engineer in the Large Supersonic Tunnels Branch of Full-Scale 

Research Division, explains the facilities used in testing research models such as SCAT.

Bottom Right: Federal Women’s Program; speaking is Mary W. Jackson. 
Gregory L. Robinson, former James Webb Space Telescope program director at NASA, speaks at the 2022 Samuel J. Heyman 

Service to America Medals Awards Gala at the Kennedy Center in Washington, where he received the award of Federal Employee 

of the Year, Sept. 20, 2022.

PHOTO CREDIT — Partnership for Public Service/Joshua Roberts

SECTION 1

MANAGEMENT’S DISCUSSION 

AND ANALYSIS

nasa.gov NASA FY 2022 / Agency Financial Report / 07

On September 20, NASA’s former program director of the James Webb Space (Webb) Telescope, Gregory L. Robinson, was 

honored with the 2022 Federal Employee of the Year medal for his leadership of Webb. 

Considered the Oscars of government service, the Samuel J. Heyman Service to America Medals, also known as the Sammies, 

was presented to Robinson by Second Gentleman Douglas Emhoff.

Robinson’s contributions to the agency have been far-reaching, from leading NASA programs in the Science Mission Directorate 

at NASA Headquarters to overseeing Webb, the largest and most complex space science observatory launched. His tenure as 

Webb program director began in 2018, where he was instrumental in completing the last four years of mission development – a 

mission that is now delivering to the world the first images of the hidden infrared universe. 

Robinson is the recipient of numerous accolades, including the NASA Presidential Rank Distinguished Executive and the NASA 

Meritorious Senior Professionals and Executives awards. He is named to the TIME 100 Most Influential People of 2022 and 

to the EBONY 2022 Power 100 (Stem Trailblazers) prestigious lists. Over his 33 years at NASA, Robinson held several senior 

executive positions, including deputy director at the agency’s Glenn Research Center in Cleveland, where he helped lead a major 

reorganization of the Center to improve project performance while continuing world class research and technology development. 

During his tenure, Robinson initiated the formulation for Solar Electric Propulsion and the European Service Module work 

continued, in support of Artemis.

After more than 30 years of service at NASA, Robinson retired on July 29, 2022.
MANAGEMENT’S DISCUSSION AND ANALYSIS

nasa.gov NASA FY 2022 / Agency Financial Report / 08

— Welcome to NASA

WELCOME TO NASA

The FY 2022 AFR presents NASA’s audited FY 2022 and FY 2021 financial statements and disclosures, 

the related independent auditors’ opinion, required supplemental information, preliminary, top-level 

performance results for FY 2022, and other information. The FY 2022 AFR can be found on NASA’s 

website (www.nasa.gov) at Agency Financial Reports.

NASA inspires the world through exploration and discovery, leading scientific and technological advancements

that benefit Americans and all humanity. Our efforts in space help to further the national economy, including through innovative 

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

understand the Earth are of critical global significance. In addition, NASA’s partnerships with academic institutions support a robust 

science, technology, engineering, and mathematics (STEM) workforce and promote diversity, equity, inclusion, and accessibility 

(DEIA) in the fields of science and technology.

NASA’s achievements of tomorrow are being built on a solid foundation of fiscal operations and performance management. 

Through the rigorous application of controls and standards, we ensure that our programs and projects have the resources they 

need to continue this forward momentum. We use credible, quality data to drive Agency decision-making and planning. NASA is 

transparent in these efforts, complying fully with requirements on accountability and performance management.

NASA demonstrates stewardship of its resources and accountability for results through compliance with the Chief Financial 

Officers Act of 1990 (CFO Act)1

 and the Government Performance and Results Act Modernization Act of 2010 (GPRAMA)

2. 

Financial aspects of the Agency’s business operations are accounted for according to U.S. Generally Accepted Accounting 

Principles (GAAP). GAAP, for Federal entities, are the standards prescribed by the Federal Accounting Standards Advisory Board 

(FASAB).

NASA presents both performance and financial results of operations by Strategic Goals as identified in NASA’s 2022 Strategic 

Plan3. Highlights of key program activities contributing to each Strategic Goal are provided in the Mission Performance section 

(starting on page 13). A high-level summary of the linkage between program results and the cost of operations is available in 

the Statement of Net Cost (SNC), found in the Financial section (starting on page 44). The SNC presents comparative net cost of 

operations during FY 2022 and FY 2021 by strategic goal and for the Agency as a whole. In addition, the Financial Highlights, in 

the Financial Performance section explain any significant changes in NASA’s financial condition from FY 2022 to FY 2021.

1 Chief Financial Officers Act of 1990 (CFO Act) https://govinfo.library.unt.edu/npr/library/misc/cfo.html

2 Government Performance and Results Act Modernization Act of 2010 (GPRAMA) https://www.congress.gov/111/plaws/publ352/PLAW- 111publ352.pdf

3 NASA 2022 Strategic Plan https://www.nasa.gov/sites/default/files/atoms/files/fy_22_strategic_plan.pdf

With the ever-revolving loop of popular trends, retro 8-bit style games have made a big comeback in the 

gaming industry. Younger generations are now loving games that older generations still enjoy. This game is 

intended to entertain players across a wide variety of interests and skillsets, all while spreading the word of the 

Nancy Grace Roman Telescope and the fantastic science it will uncover.

Our goal for this game is to inform and inspire players about the amazing cosmic objects in our universe and 

what Roman may be able to see in a fun and engaging way.

THE ROMAN SPACE OBSERVER GAME

PLAY NOW
MANAGEMENT’S DISCUSSION AND ANALYSIS

nasa.gov NASA FY 2022 / Agency Financial Report / 09

— Welcome to NASA

ACHIEVING OUR VISION AND MISSION

President Joe Biden previews the first full-color image from NASA’s James Webb Space Telescope, the highest-resolution image of the infrared 

universe in history, Monday, July 11, 2022, in Washington. On screen are NASA Associate Administrator for the Science Mission Directorate 

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

Telescope Program Director Greg Robinson, bottom. 

PHOTO CREDIT — NASA/Bill Ingalls

NASA embraces the challenge of furthering global scientific and technological achievement and expands the realm of what is 

possible in aeronautics and space. This challenge is our passion, our purpose, and is reflected in the Vision and Mission described 

in our 2022 Strategic Plan4. 

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

constant adherence to our five guiding Core Values, shown below.

4 NASA produces a Strategic Plan every four years in accordance with GPRAMA. NASA published the 2022 Strategic Plan on March 28, 2022, concurrent with 

publication of our FY 2023 Congressional Justification. The Strategic Plan is available at www.nasa.gov/sites/default/files/atoms/files/fy_22_strategic_plan.pdf

NASA’s Core Values

Safety 

NASA’s constant attention to safety 

is the cornerstone upon which we 

build mission success.

Integrity 

NASA is committed to maintaining 

an environment of trust, built upon 

honesty, ethical behavior, respect, 

and candor.

Inclusion 

NASA is committed to a culture 

of diversity, inclusion, and equity, 

where all employees feel welcome, 

respected, and engaged.

Teamwork 

NASA’s most powerful asset for 

achieving mission success is a multidisciplinary team of diverse, talented 

people across all NASA Centers .

NASA’s existing Core Values of Safety, Integrity, Inclusion, Teamwork, and Excellence 

mandate individual and organizational behavior across the Agency at all levels:

Excellence 

To achieve the highest standards in engineering, research, 

operations, and management in support of mission success, NASA 

is committed to nurturing an organizational culture in which 

individuals make full use of their time, talent, and opportunities 

to pursue excellence in conducting all Agency efforts.

Exploring the secrets of the 

universe for the benefit of all.

VISION

NASA explores the unknown in 

air and space, innovates for the 

benefit of humanity, and inspires 

the world through discovery.

MISSION
nasa.gov NASA FY 2022 / Agency Financial Report / 10

— Welcome to NASA

5 The Agency’s organization structure, roles, and responsibilities are described in NASA Policy Directive 1000. 3E, NASA Organization

https://nodis3.gsfc.nasa.gov/displayDir.cfm?t=NPD&c=1000&s=3E

ORGANIZATIONAL STRUCTURE

MANAGEMENT’S DISCUSSION AND ANALYSIS — Welcome to NASA

The innovative, responsive, and dynamic nature of NASA’s work benefits from our highly leveraged relationships with and 

between Mission Directorates, Mission Support Offices, and Centers. This organizational model ensures that our leaders can take 

both a holistic and more narrowly focused approach to programmatic, operational, business, and safety management5.

The Administrator and senior officials lead NASA by providing top-level strategy, policy, and direction. NASA’s Office of the Chief 

Financial Officer leads the Agency’s budget, financial, and performance management processes. Mission Directorates and Mission 

Support Offices at Headquarters manage decisions on programmatic investments and guide operations of the Centers.

NASA’s Headquarters, located in Washington, DC, provides the overall guidance and direction to the Agency under the leadership of the 

Administrator. A skilled and diverse group of technical and business professionals conduct day-to-day activities throughout our 10 Centers and 

a variety of unique facilities.

Chief Information

Officer Inspector General

Chief Financial

Officer

Advisory Groups—

NAC & ASAP

Office of Technology, 

Policy and Strategy

Administrator

Deputy Administrator

Associate Administrator

Diversity & Equal 

Opportunity

Small Business

Programs

STEM

Engagement Communications

International

& Interagency

Relations

General Counsel

Legislative &

Intergovernmental

Affairs

Aeronautics Research 

Mission Directorate

Exploration Systems 

Development Mission 

Directorate*

Chief Engineer

Science Mission 

Directorate

Space Operations 

Mission Directorate*

Space Technology 

Mission Directorate

Mission Support 

Directorate

Johnson Space

Center

Kennedy Space

Center

Langley Research

Center

Marshall Space

Flight Center

Stennis Space

Center

Ames Research

Center

Armstrong Flight 

Research Center

Glenn Research 

Center

Goddard Space

Flight Center

Jet Propulsion 

Laboratory**

Chief Scientist/Senior 

Climate Advisor

Chief Health &

Medical Officer

Chief, Safety &

Mission Assurance

*The Human Exploration and Operations Mission Directorate reorganized into two Mission 

Directorates at the beginning of FY 2022

**Jet Propulsion Laboratory (JPL) is a Federally Funded Research and Development Center (FFRDC) 

managed by the California Institute of Technology (Caltech) with oversight by the NASA Office of JPL 

Management and Oversight

Dotted lines indicate independent advisory or oversight organizations

NASA Advisory Council (NAC) | Aerospace Safety Advisory Panel (ASAP)

LEGEND
MANAGEMENT’S DISCUSSION AND ANALYSIS

nasa.gov NASA FY 2022 / Agency Financial Report / 11

NASA CENTERS AND FACILITIES

— Welcome to NASA

Glenn Research Center unveiled its new Research Support Building (shown here) on July 11, 2022. The building is 

designed to be a flexible, inclusive, and collaborative workplace to meet evolving workforce needs. The building has 

hoteling spaces for workers who spend a limited amount of time onsite, 16 conference rooms, and multiple gathering 

spaces. Engineering rooms allow multiple teams to work simultaneously on different phases of a technology or project. 

The environmental features include extensive natural daylight, low-volatile organic compound emitting materials, and 

water and energy-saving fixtures and appliances. The facility also provides bicycle storage and preferred parking for 

fuel-efficient vehicles. 

Langley Research Center opened their newest addition to its 20-year revitalization plan, the Measurement System 

Laboratory (shown here), on April 21, 2022. The building contains state-of-the-art research labs for developing, testing, 

and implementing new sensor and instrument technologies. To support the research being conducted within the building, 

the floors were built to strict requirements for levelness and designed to reduce vibrations. Also, the floors in much of 

the building have copper signal reference grounding mesh that’s useful with electronics work. An emphasis on efficiency, 

adaptability, and durability will ensure the laboratory will remain an innovation hub for decades to come. 

Ames Research Center is working with Planetary Ventures to restore and preserve the towering, historic Hangar One. The 

U.S. Navy built the hangar in 1933 to house airships. An inspection of the hangar found toxic contaminants in the external 

siding, and in 2010, the Navy removed the metallic exterior. A few years later, NASA began the effort to rehabilitate the 

space. Once complete, Hangar One will serve as a hub for innovative research and development. In the photo, members 

of Congress toured the restoration effort on May 6, 2022. Photo Credit - NASA/

Dominic Hart

Photo Credit - Gary Banziger

Photo Credit - NASA

6 LEED is the most widely used system for rating green building design. More on the LEED rating system can be found at https://www.usgbc.org/leed.

FACILITIES SUPPORT FUTURE MISSION SUCCESS

By revitalizing or eliminating inactive and obsolete facilities, NASA improves energy efficiency, eliminates safety and environmental liabilities, and 

saves operations and maintenance expenses required to keep unneeded facilities in safe condition. We construct new buildings where needed, 

with an eye towards meeting NASA’s current and future needs.

All of the new buildings shown below have been awarded the Leadership in Energy and Environmental Design (LEED) Gold certification6.
MANAGEMENT’S DISCUSSION AND ANALYSIS

nasa.gov NASA FY 2022 / Agency Financial Report / 12

— Welcome to NASA

$23.3

NASA BY THE NUMBERS

RESEARCH, ENGINEERING, & DEVELOPMENT

12.3

FY 2022 BUDGET

$24.4 BILLION

$

GRANTS

$

1.2

OPERATIONS

$

9.8

FACILITIES AND EQUIPMENT

1.1 $

BILLION

BILLION

BILLION

BILLION

17%

(JSC)

2,728 JOHNSON SPACE

CENTER

19%

(GSFC)

3,064 GODDARD SPACE FLIGHT

CENTER

More information about NASA’s workforce is available

at https://wicn.nssc.nasa.gov/

2% 401 OTHER

3%

(AFRC)

498 ARMSTRONG FLIGHT

RESEARCH CENTER

7%

(ARC)

1,089 AMES RESEARCHCENTER

10%

(LaRC)

1,624 LANGLEY RESEARCHCENTER

11%

(KSC)

1,808 KENNEDY SPACECENTER

9%

(GRC)

1,347 GLENN RESEARCHCENTER

(MSFC)

2,069 MARSHALL SPACEFLIGHT CENTER

13%

nasa.gov

NASA 2022: The Future is Now

Receiving the first images from the James Webb 

Space Telescope, sending the first uncrewed 

Artemis mission around the Moon and back to 

Earth, sending NASA science and technology to 

the surface of the Moon on three missions with 

our commercial partners, and flying our first quiet, 

supersonic plane are just a few of the things NASA 

has planned for 2022. 

ARTEMIS, X-59, LUNAR EXPLORATION, 

AND MORE

NASA’S CIVIL SERVICE WORKFORCE BY CENTER*

16,014 *FULL-TIME PERMANENT

EMPLOYEES

(HQ)

1,386 NASAHEADQUARTERS 9%

NASA LOOKS AHEAD IN 2022

Note: The $24.4 billion contains $321.4 million of Disaster Relief 

Supplemental Appropriations. Totals are estimates because as of 

September 30, 2022, $1.2 billion in funding had yet to be committed.
MANAGEMENT’S DISCUSSION AND ANALYSIS

nasa.gov NASA FY 2022 / Agency Financial Report / 13

Vice President Kamala Harris delivers opening remarks at the first meeting of the National Space Council, Wednesday, 

December 1, 2021, at the United States Institute of Peace in Washington. Chaired by Vice President Harris, the council’s role 

is to advise the President regarding national space policy and strategy, and ensuring the United States capitalizes on the 

opportunities presented by the country’s space activities. 

PHOTO CREDIT — NASA/Joel Kowsky

MISSION PERFORMANCE

MANAGEMENT’S DISCUSSION AND ANALYSIS
MANAGEMENT’S DISCUSSION AND ANALYSIS

nasa.gov NASA FY 2022 / Agency Financial Report / 14

STRATEGIC PLAN FRAMEWORK

— Mission Performance

NASA’s 2022 Strategic Plan defines a framework that consists of Strategic Goals aligned to our Mission; Strategic Objectives 

describing our strategies for achieving the Strategic Goals; and multiyear, outcome-oriented Performance Goals. Annual targets 

and milestones allow NASA to measure and track incremental progress towards achieving the Performance Goals. The

Performance Goals and annual targets are consistent with our budget request and Agency priorities. 

NASA elevates a subset of performance goals — Agency Priority Goals — for additional attention and external reporting. Agency 

priority goals reflect both NASA and Administration priorities. In the 2022 Strategic Plan, NASA presented four Agency Priority 

Goals for the FY 2022-2023 performance cycle: Artemis, Climate Change Research, Space Technology Leadership, and

James Webb Space Telescope.

Congress signed the Foundations for Evidence-Based Policymaking Act of 2018 (Evidence Act) into law in January of 2019. The 

Evidence Act establishes a framework for agencies to organize evidence building, data management, and data access functions 

to ensure an integrated connection to data and evidence. The 2022 Strategic Plan includes NASA’s first-ever Learning Agenda, 

a roadmap for NASA to systematically plan evidence-building activities that will allow the Agency to make evidence-based policy 

decisions. The Learning Agenda identifies a set of broad questions NASA sees as urgent to moving our operations and Mission 

forward over the next four years. When answered, these questions will help us work more effectively and efficiently, using 

evidence to make decisions relating to missions, programs, and investments. 

The President’s Management Agenda outlines priorities to improve how the Federal Government operates and performs. Working 

together, agencies develop strategies for addressing each priority. In November 2021, the Biden-Harris administration announced 

three priorities7

 focused on ensuring an equitable, effective, and accountable Federal Government that delivers results for all.

7 More on the President’s Management Agenda priorities and supporting strategies is available at https://www.performance.gov/pma/. These priorities replace the CrossAgency Priority Goals supporting the Trump President’s Management Agenda, but complement the ongoing effort to transform and strengthen Government operations.

4 12 51 STRATEGIC

GOALS

STRATEGIC

OBJECTIVES

PERFORMANCE

GOALS

NASA’S PERFORMANCE 

FRAMEWORK BREAKDOWN

Agency Priority Goals

2 Years

Performance Goals

2-5 Years

Priority Questions

4 Years

Strategic Goals

Timeless

Strategic Objectives

10+ Years

Annual Target

Milestone / Activity

President’s Management

Agenda Priorities

Multi year

GPRAMA Evidence Act PMA Priorities
MANAGEMENT’S DISCUSSION AND ANALYSIS

nasa.gov NASA FY 2022 / Agency Financial Report / 15

STRATEGIC GOALS AND OBJECTIVES

— Mission Performance

NASA has identified four Strategic Goals that will strengthen our ability to accomplish our Mission and contribute to maintaining 

American leadership in space, aeronautics, climate research, and innovation while driving economic growth in the civil space 

sector. The Strategic Goals, as well as their corresponding Strategic Objectives, are outlined below.

Four major themes, each characterized by a single word, reflect the focus of NASA’s four Strategic Goals:

DISCOVER

EXPAND HUMAN KNOWLEDGE THROUGH NEW 

SCIENTIFIC DISCOVERIES.

EXPLORE

EXTEND HUMAN PRESENCE TO THE MOON

AND ON TOWARDS MARS FOR SUSTAINABLE

LONG-TERM EXPLORATION, DEVELOPMENT,

AND UTILIZATION.

INNOVATE

CATALYZE ECONOMIC GROWTH AND DRIVE

INNOVATION TO ADDRESS NATIONAL

CHALLENGES.

ADVANCE

ENHANCE CAPABILITIES AND OPERATIONS

TO CATALYZE CURRENT AND FUTURE

MISSION SUCCESS.

1.1 Understand the Earth system and its climate.

1.2 Understand the Sun, solar system, and universe.

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

produce practical benefits to society.

2.1 Explore the surface of the Moon and deep space.

2.2 Develop a human spaceflight economy enabled by a 

commercial market.

2.3 Develop capabilities and perform research to

safeguard explorers.

2.4 Enhance space access and services.

3.1 Innovate and advance transformational space

technologies.

3.2 Drive efficient and sustainable aviation.

4.1 Attract and develop a talented and diverse

workforce.

4.2 Transform mission support capabilities for the

next era of aerospace.

4.3 Build the next generation of explorers.

• DISCOVER references NASA’s enduring purpose of scientific discovery

• EXPLORE references NASA’s push to expand the boundaries of human presence in space

• INNOVATE references NASA’s broad mandate to promote the technologies of tomorrow

• ADVANCE references the capabilities, workforce, and facilities that allow NASA to achieve our Mission
MANAGEMENT’S DISCUSSION AND ANALYSIS

nasa.gov NASA FY 2022 / Agency Financial Report / 16

— Mission Performance

AGENCY PRIORITY GOALS

Agency Priority Goals support improvements in near-term outcomes and advance progress toward longer-term, outcome-focused 

Strategic Objectives. They reflect a limited number of top priorities of Agency leadership and the Administration. Agency Priority 

Goals are selected for implementation over a two-year cycle.

For the FY 2022-2023 cycle, NASA continued the previous Agency Priority Goals on James Webb Space Telescope and Artemis 

and developed two new goals, on Climate Change Research and Space Technology Leadership. Below is the goal statement and 

an overview of each Agency Priority Goal. Action plans and quarterly updates are available at https://www.performance.gov/

agencies/nasa/ and results for FY 2022 will be published in the FY 2024 Volume of Integrated Performance (VIPer).

STRATEGIC GOAL 1

JAMES WEBB SPACE TELESCOPE

After launch, deployment, and start of science operations, the James Webb Space Telescope will study every phase in the 

history of our universe, ranging from the first luminous glows after the Big Bang, to the formation of other stellar systems 

capable of supporting life on planets like Earth, to the evolution of our own solar system. By September 30, 2023, NASA will 

complete commissioning of the James Webb Space Telescope, the most powerful and complex space telescope ever built, and 

begin Webb’s Cycle 2 observations.

Webb will allow us to explore deeper into space and see things that even the Hubble Space Telescope cannot see. Webb is a 

partnership between NASA’s Cosmic Origins program, the European Space Agency (ESA), and the Canadian Space Agency (CSA) 

and is operated by the STScl.

STRATEGIC GOAL 1

CLIMATE CHANGE RESEARCH

Use the global vantage point of space to advance our understanding of the Earth system, its processes, and changing climate. 

By September 30, 2023, NASA will advance climate change research by delivering two new observing systems and an upgrade 

to NASA’s primary global Earth systems model.

NASA will deliver two new observing systems, Landsat 9 and the Surface Water and Ocean Topography (SWOT) mission, and an 

upgrade to Goddard Institute for Space Studies (GISS) Model E, NASA’s model used most extensively in assessments of climate 

change. NASA also will complete several activities that will enable us to conduct Earth System Observatory research in a way that 

better addresses diverse community needs and will expand our ability to use the global vantage point of space to advance our 

understanding of the Earth system.

continued on the next page →

NASA’s James Webb Space Telescope has delivered the deepest and sharpest infrared image of the distant 

universe to date. Webb’s first deep field is galaxy cluster SMACS 0723, and it is teeming with thousands of 

galaxies – including the faintest objects ever observed in the infrared. Find out more →

PHOTO CREDIT — NASA/ESA/CSA/STScI

DID YOU KNOW

This natural color image of the San Francisco Bay was captured by Landsat 9’s new Operational Land 

Imager 2 instrument. Landsat 9 which launched Sept. 27, 2021, is now in its operational phase and the 

U.S. Geological Survey will release the data to the public starting in mid-February. Find out more →

PHOTO CREDIT — NASA/ESA/CSA/STScI

DID YOU KNOW
nasa.gov NASA FY 2022 / Agency Financial Report / 17

MANAGEMENT’S DISCUSSION AND ANALYSIS — Strategic Goals and Highlights

STRATEGIC GOAL 2

ARTEMIS

Advance America’s goal to land the first woman and the first person of color on the Moon and pursue a sustainable program of 

exploration by demonstrating capabilities that advance lunar exploration. By September 30, 2023, NASA will launch Artemis I, 

deliver the Core Stage for Artemis II to Kennedy Space Center for processing, and have multiple companies under contract to 

develop systems for sustainable human lunar exploration.

Through Artemis, NASA will execute long-duration space exploration missions – to the Moon and then on towards Mars – while 

developing new commercial launch capabilities, launch vehicles, spacecraft, and a lunar lander. Common Exploration Systems 

Development is responsible for the Space Launch System (SLS), Orion spacecraft, and Exploration Ground Systems (EGS). Artemis 

Campaign Development is using innovative procurement and management approaches to develop the core capabilities needed 

to conduct the lunar surface mission and enable multiple launch options for lunar missions.

STRATEGIC GOAL 3

SPACE TECHNOLOGY LEADERSHIP

Ensure American global leadership in space technology innovations through increased partnering with industry and 

demonstrating key lunar surface and deep space technologies. By September 30, 2023, NASA will demonstrate leadership in 

space technology by:

1. Enhancing partnerships with industry through delivery or completion of milestones for at least 4 Tipping Point opportunities, 

and at least 3 critical small business technology transitions to develop capabilities that support NASA and commercial needs;

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

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

NASA will lay the groundwork for the aerospace breakthroughs of tomorrow through demonstration of new technologies on the 

lunar surface and in deep space. Achievement will require working closely with stakeholders, enlisting partnerships, utilizing 

evidence-based decision making, and promoting DEIA.

AGENCY PRIORITY GOALS(CONTINUED)

MANAGEMENT’S DISCUSSION AND ANALYSIS — Mission Performance

The mobile launcher with NASA’s Space Launch System (SLS) rocket and Orion spacecraft rolls out 

of the Vehicle Assembly Building’s High Bay 3 to Launch Complex 39B on Tuesday, Aug. 16, 2022, 

at NASA’s Kennedy Space Center in Florida. Find out more →

PHOTO CREDIT — NASA/Ben Smegelsky

DID YOU KNOW

An image of the Cislunar Autonomous Positioning System Technology Operations and Navigation 

Experiment, or CAPSTONE, launching aboard Rocket Lab’s Electron rocket from the Rocket Lab Launch 

Complex 1 on the Mahia Peninsula of New Zealand Tuesday, June 28, 2022. 

Find out more →

PHOTO CREDIT — Rocket Lab

DID YOU KNOW
nasa.gov NASA FY 2022 / Agency Financial Report / 18

NASA Administrator Bill Nelson, right, and his son Bill Nelson Jr., left, watch the launch of a SpaceX Falcon 9 rocket carrying the 

company’s Crew Dragon spacecraft on NASA’s SpaceX Crew-3 mission with NASA astronauts Raja Chari, Tom Marshburn, Kayla 

Barron, and ESA (European Space Agency) astronaut Matthias Maurer onboard, Wednesday, Nov. 10, 2021, from the balcony 

of Operations Support Building II at NASA’s Kennedy Space Center in Florida. NASA’s SpaceX Crew-3 mission is the third crew 

rotation mission of the SpaceX Crew Dragon spacecraft and Falcon 9 rocket to the International Space Station as part of the 

agency’s Commercial Crew Program. Chari, Marshburn, Barron, Maurer launched at 9:03 p.m. EST from Launch Complex 39A at 

the Kennedy Space Center to begin a six month mission onboard the orbital outpost.

PHOTO CREDIT — NASA/Bill Ingalls

STRATEGIC GOALS AND 

HIGHLIGHTS

MANAGEMENT’S DISCUSSION AND ANALYSIS
MANAGEMENT’S DISCUSSION AND ANALYSIS

nasa.gov NASA FY 2022 / Agency Financial Report / 19

— Strategic Goals and Highlights

ASSESSMENT APPROACH

Every Strategic Objective is supported by at least one Performance 

Goal. NASA’s Performance Goals consist of an outcome-based 

statement, a measurement approach that describes how the 

Performance Goal will be measured throughout its lifespan, and an 

annual target consistent with the budget. To the right is an example 

of a Performance Goal supporting Strategic Objective 2.2: Develop 

a human spaceflight economy enabled by a commercial market. 

For NASA’s 51 Performance Goals, we indicate the preliminary 

progress, based on the FY 2022 targets, by assigning a color 

rating of Green (complete or on target to complete), Yellow (below 

target), or Red (significantly below target/at risk). Internal success 

criteria establish the thresholds for a Yellow or Red rating. A Grey 

rating indicates that the Performance Goal could not be assessed 

in time for the AFR publication, but a final rating will be provided in 

the FY 2024 VIPer8. A White rating indicates that NASA is unable to 

assess the Performance Goal for the fiscal year due to missing data 

or a change to the dataset.

MEASUREMENTS STATEMENT:

Provide NASA crew transportation through 

commercial partners to the ISS and low Earth orbit.

MEASUREMENTS APPROACH:

Number of Commercial Crew missions launched

TARGET FOR FY 2022:

4 Commercial Crew missions

ANTICIPATED NUMBER OF MISSIONS COMPLETED

4

ANTICIPATED RATING FY 2022:

GREEN

8 NASA’s VIPer document is comprised of the Annual Performance Report of fiscal year performance results and the Agency Performance Plan, which lists the Performance 

Goals, annual targets consistent with the budget request, and adjusted targets consistent with the previous budget year’s appropriations.

GREEN

COMPLETE OR ON TARGET COMPLETE

NASA has completed or is on target to complete the 

Performance Goal/ Agency Priority Goal as planned.

YELLOW

BELOW TARGET

NASA is below target or behind schedule for the fiscal year, but 

does not expect impact to future performance.

RED

SIGNIFICANTLY BELOW TARGET/AT RISK

NASA is significantly below target or behind schedule for the 

fiscal year. The work being measured is at risk of not being 

completed within the Performance Goal’s time frame.

UNRATED

CURRENTLY UNRATED

Information needed to evaluate performance was not available 

in time for AFR publication. A final rating will be provided in the 

FY 2024 VIPer.

WHITE

NOT ASSESSED FOR FY

NASA was unable to assess the Performance Goal due to lack 

of data or changes to the available dataset.

EXAMPLE
MANAGEMENT’S DISCUSSION AND ANALYSIS

nasa.gov NASA FY 2022 / Agency Financial Report / 20

FY 2022 PERFORMANCE ASSESSMENT

— Strategic Goals and Highlights

Throughout FY 2022, program officials assessed progress towards achieving NASA’s 51 Performance Goals and determined whether the 

goals’ annual targets were met. They assigned one of the color ratings described above.

The AFR provides the preliminary color ratings for FY 2022 summarized by Strategic Goal (see the graph below). For each Strategic Goal, 

the graph shows both the percentage and number of Performance Goals rated Green, Yellow, or Red or that were unrated at the time 

the FY 2022 AFR was published. NASA did not rate any Performance Goals White for FY 2022. The Performance Goals and targets for 

FY 2022 were the first that supported NASA’s 2022 Strategic Plan, while the Performance Goals and targets reported in FY 2021 were 

aligned to the 2018 Strategic Plan. Therefore, we do not provide a comparison between the FY 2022 preliminary results and the FY 2021 

final results.

The FY 2024 VIPer, which has an anticipated publication date of February 6, 2023, will provide the final performance results for each 

Performance Goal.

Eight Performance Goals supporting Strategic Goal 1 remained unrated at the time of the FY 2022 AFR’s publication. The Science 

Advisory Committees recommend ratings (based on relevant published, peer-reviewed science findings and other criteria) for NASA’s 

science focused Performance Goals at their summer or fall meetings. The Science Mission Directorate considers those recommendations 

when assigning the fiscal year rating.

NASA’s Agency Priority Goal for Artemis (Strategic Goal 2) received a Red rating for FY 2022 because completion of the Artemis II interim 

cryogenic propulsion stage was delayed until FY 2023 and the Artemis I launch was delayed due to technical issues and, ultimately, 

Hurricane Ian.

NASA rated one Performance Goal Red under Strategic Goal 4 because the damage costs (excluding launched assets) exceeded the FY 

2022 target to be below the five-year average of $3.8 million. This exceedance was partially driven by an engine mishap. The U.S. Air 

Force gave NASA an engine they no longer needed to support the area of work, but this gift did not affect the performance for FY 2022.

Summary of Preliminary FY 2022 Performance Goal Ratings by Strategic Goals and Strategic Objectives (SO)

STRATEGIC GOAL 1 STRATEGIC GOAL 2 STRATEGIC GOAL 3 STRATEGIC GOAL 4

SO 1.1 SO 1.2 SO 1.3 SO 2.1 SO 2.2 SO 2.3 SO 2.4 SO 3.1 SO 3.2 SO 4.1 SO 4.2 SO 4.3

PG PG PG PG PG PG PG PG PG PG PG PG

Green 1 4 2 1 4 1 2 3 3 2 6 4

Yellow 1 — — 1 — — — 2 3 — 1 —

Red — — — 1 — — — — — — 1 —

White — — — — — — — — — — — —

Unrated 2 6 — — — — — — — — — —

STRATEGIC GOAL 1 STRATEGIC GOAL 2 STRATEGIC GOAL 3 STRATEGIC GOAL 4

SO 1.1 SO 1.2 SO 1.3 SO 2.1 SO 2.2 SO 2.3 SO 3.1 SO 3.2 SO 4.1 SO 4.2 SO 4.3 0%

50%

10%

60%

20%

70%

30%

80%

40%

90%

100%

Green Yellow Red White Unrated

SO 2.4

2

6

1

1

4

2

1

1

1 4 1 2

3

2

3

3

2 4

6

1

1
nasa.gov NASA FY 2022 / Agency Financial Report / 21

MANAGEMENT’S DISCUSSION AND ANALYSIS — Strategic Goals and Highlights

STRATEGIC GOAL I. DISCOVER 1 EXPAND HUMAN KNOWLEDGE THROUGH NEW SCIENTIFIC DISCOVERIES.

Strategic Goal 1 is supported by 16 Performance Goals. Of those, 7 were rated Green, 1 was rated Yellow, and 8 were unrated at the end of FY 

2022.

Overview

NASA’s enduring purpose is scientific discovery and exploration for the benefit of the United States and all of humanity. NASA seeks to discover 

the secrets of the universe, search for life elsewhere, and protect and improve life on Earth and in space. Finding answers to these profound 

science questions requires support for national priorities in science and exploration, enhancing new opportunities for cross-disciplinary science, 

and expanding the societal benefits of our science programs.

NASA is undertaking new work that builds on our past successes in individual disciplines to enable a more collaborative environment at the 

forefront of science and science applications. We have an open data policy that makes our science data available to all. Current data systems are 

focused on disseminating data to the science community to support research in five science disciplines: Earth Science, Astrophysics, Planetary 

Science, Heliophysics, and Biological and Physical Sciences.

Highlights

Equity and Environmental Justice

On December 8, 2021, NASA released the first of two research opportunity solicitations designed to expand the role of equity and environmental 

justice (EEJ) in the application of Earth science, geospatial, and socioeconomic information.

The first solicitation expressed specific interest in proposals from or partnered with non-Federal domestic organizations, community-based 

non-profit institutions, tribal governments, local governments, and academic institutions active in addressing EEJ issues that would benefit from 

the insights offered by NASA Earth science information. Proposals were due on March 18, 2022, and selections are anticipated within the calendar 

year.

The second solicitation, released on February 14, 2022, included a specific theme addressing Environmental and Climate Justice Using Earth 

Observations, in recognition that the world’s poorest and marginalized communities are disproportionately influenced by environmental exposures 

and vulnerabilities. This is also notably the case for impacts related to climate change, referred to as climate justice. Proposals are due in 

November 2022, with selections anticipated in 2023.

The EEJ research opportunity solicitations were one of the five FY 2022 milestones successfully completed for the Climate Change Research 

Agency Priority Goal. It received a Green rating for the fiscal year9.

James Webb Space Telescope

The James Webb Space Telescope, the most complex space telescope ever developed, launched from ESA’s spaceport near Kourou, French 

Guiana, on December 25, 2021. For the next several months, teams brought the telescope to operational life, as the mirrors aligned and the 

instruments chilled with the help of the onboard cryocooler.

President Joe Biden released the first full-color image — a deep field image of galaxy cluster SMACS 0723 — during a public event held at the 

White House on July 11. All of Webb’s first images are available online.

The Webb Agency Priority Goal achieved all of its milestones for FY 2022 and received a Green rating9. 

This landscape of “mountains” and “valleys” speckled with glittering stars is actually the edge of a nearby, young, 

star-forming region called NGC 3324 in the Carina Nebula. Captured in infrared light by NASA’s new James Webb 

Space Telescope, this image reveals for the first time previously invisible areas of star birth. Called the Cosmic 

Cliffs, Webb’s seemingly three-dimensional picture looks like craggy mountains on a moonlit evening. In reality, it is 

the edge of the giant, gaseous cavity within NGC 3324, and the tallest “peaks” in this image are about 7 light-years 

high. The cavernous area has been carved from the nebula by the intense ultraviolet radiation and stellar winds 

from extremely massive, hot, young stars located in the center of the bubble, above the area shown in this image. 

PHOTO CREDIT — NASA/ESA/CSA/STScI

DID YOU KNOW

9 All performance ratings in the FY 2022 AFR are considered preliminary. NASA will publish the final ratings in the FY 2024 VIPer.

MANAGEMENT’S DISCUSSION AND ANALYSIS — Strategic Goals and Highlights
nasa.gov NASA FY 2022 / Agency Financial Report / 22

MANAGEMENT’S DISCUSSION AND ANALYSIS — Strategic Goals and Highlights

STRATEGIC GOAL II. EXPLORE

EXTEND HUMAN PRESENCE TO THE MOON AND ON TOWARDS MARS FOR 2 SUSTAINABLE LONG-TERM EXPLORATION, DEVELOPMENT, AND UTILIZATION.

Strategic Goal 2 is supported by 10 Performance Goals. Of those, 8 were rated Green, 1 was rated Yellow, and 1 was rated Red at the 

end of FY 2022.

Overview

NASA’s rich history of human spaceflight provides the foundation for today’s exploration vision: to maintain U.S. leadership in space, establish 

a lasting presence on and around the Moon, and pave the way forward to Mars and beyond. This strategy begins with the Artemis, a series of 

missions that will land the first woman and the first person of color on the lunar surface, marking the first time in nearly 50 years that humans have 

landed on the Moon.

We are building on more than two decades of operations in low Earth orbit aboard the ISS and leveraging our wealth of experience with 

groundbreaking exploration. This era of human exploration will require innovative technologies and systems — some of which have not yet been 

demonstrated — to explore new and more challenging locations, like the lunar South Pole.

Developing these capabilities will spur advancements in critical fields like medicine, energy, materials science, manufacturing, and climate science. 

Artemis mission success will require the continuation of existing partnerships and the development of new ones. Working with commercial 

partners enables NASA to focus its attention forward, while creating jobs and stimulating the economy.

Highlights

Artemis I

On the morning of August 17, the Mobile Launcher delivered the SLS and Orion spacecraft for the Artemis I mission to Launch Complex 39B 

at Kennedy Space Center, Florida. The four-mile journey from the Vehicle Assembly Building (VAB) to the launch pad took 10 hours, but the 

anticipation had been building for over a year as NASA completed preparations for this critical mission.

The first launch attempt, scheduled for August 29, was scrubbed when a bleed test could not successfully get the RS-25 engines on the bottom 

of the Core Stage to the proper temperature for liftoff. The engines must be thermally conditioned before super cold propellant begins flowing 

through them for liftoff.

The Artemis I teams addressed the propellant issue in preparation for a launch attempt on September 3. The Launch Director stopped this attempt 

when the teams identified a liquid hydrogen leak while loading the propellant into the SLS Core Stage.

To allow the teams time to address the hydrogen leak and conduct a cryogenic demonstration test, NASA scheduled the next launch attempt for 

September 27 — the last attempt possible in FY 2022.

Weather forecasts showed that Tropical Storm Ian, which was rapidly gaining strength down in the western Caribbean Sea and Gulf of Mexico, 

would push toward the western coast of Florida. On September 24, managers decided to forego the September 27 launch attempt and prepared 

for rollback from Launch Pad 39B to the VAB. The next launch attempt will be in FY 2023. Follow Artemis I’s progress on the NASA Artemis blog.

The Artemis Agency Priority Goal did not complete two milestones for FY 2022, resulting in a Red rating10. In addition to the Artemis I launch 

moving to FY 2023, the second milestone — to complete the Artemis II interim Cryogenic Propulsion Stage — has moved to FY 2023 to align with 

a change in the planned Artemis II launch date.

10 All performance ratings in the FY 2022 AFR are considered preliminary. NASA will publish the final ratings in the FY 2024 VIPer.

Two manikins are installed in the passenger seats inside the Artemis I Orion crew module atop the Space 

Launch System rocket in High Bay 3 of the Vehicle Assembly Building at NASA’s Kennedy Space Center in 

Florida on Aug. 8, 2022. As part of the Matroshka AstroRad Radiation Experiment (MARE) investigation, the two 

female manikins – Helga and Zohar – are equipped with radiation detectors, while Zohar also wears a radiation 

protection vest, to determine the radiation risk on its way to the Moon. Artemis I will provide a foundation for 

human deep space exploration and demonstrate NASA’s capability to extend human presence to the Moon 

and beyond. The primary goal of Artemis I is to thoroughly test the Space Launch System rocket and Orion 

spacecraft’s integrated systems before crewed missions. Under Artemis, NASA aims to land the first woman and 

first person of color on the Moon and establish sustainable lunar exploration.

PHOTO CREDIT — NASA/Frank Michaux

DID YOU KNOW
nasa.gov NASA FY 2022 / Agency Financial Report / 23

MANAGEMENT’S DISCUSSION AND ANALYSIS — Strategic Goals and Highlights

STRATEGIC GOAL III. INNOVATE

CATALYZE ECONOMIC GROWTH AND DRIVE INNOVATION TO ADDRESS 3 NATIONAL CHALLENGES.

Strategic Goal 3 is supported by 11 Performance Goals. Of these, 6 were rated Green and 5 were rated Yellow at the end of FY 2022.

Overview

Originally tied to keeping the Nation secure and advancing U.S. leadership in aeronautics, communications satellites, and Earth remote sensing, 

NASA’s mandate is broader today. The challenges NASA addresses relate to gathering climate change data; driving American innovation 

through aerospace research and development; developing commercial and human space launch, transportation, and exploration capabilities; 

understanding cosmic phenomena as wide-ranging as space weather, asteroids, and exoplanets; supplying technological solutions that could also 

apply to terrestrial problems; and improving the Nation’s innovation capacity.

Today, NASA invests in a broad portfolio of both space technology and aeronautics research, development, and demonstration. We invest 

more than 80 percent of our funds in U.S. industry and academia. Where possible, the Agency leverages public-private partnerships, reducing 

development costs, accelerating infusion of new technologies, meeting national needs, and potentially enabling new markets. Each year, NASA 

creates over 1,000 new technologies, and the Agency works diligently to ensure that the American people receive maximum benefit from those 

advancements through patent licenses, software usage agreements, and other commercialization efforts.

Highlights

CAPSTONE Spacecraft

NASA completed final assembly of the CAPSTONE spacecraft in preparation for pre-shipment testing on February 15, 2022. With this, NASA 

completed the first milestone for the Space Technology Leadership Agency Priority Goal. One milestone — to deliver the Polar Resources Ice 

Mining Experiment (PRIME)-1 to Intuitive Machines in preparation for its inclusion on a Commercial Lunar Payload Services (CLPS) lander — was 

delayed until FY 2023, resulting in a Yellow rating for the Agency Priority Goal11.

CAPSTONE, which is a CubeSat built by Terran Orbital and is owned by Advanced Space on NASA’s behalf, was launched on June 28. It headed 

toward an orbit intended for the future Gateway, a station that will support the Artemis program. During its flight to deep space, the CAPSTONE 

experienced issues, including temporary loss of communications and, during or shortly after a planned trajectory correction maneuver in early 

September, a loss of telemetry that caused the spacecraft to tumble. The CAPSTONE team placed the spacecraft in safe mode while they 

assessed the issue. Follow CAPSTONE’s progress on the NASA Artemis blog.

Hi-Rate Composite Aircraft Manufacturing (HiCAM) Selects Materials

To meet the future demands of air travel, commercial aviation fleets will need to double in size, while also replacing old aircraft. Current aircraft 

manufacturing methods that use metallic structures, such as single-aisle airliners, will not keep up with this demand. NASA’s HiCAM project is 

researching how to manufacture large aircraft components, like wings and fuselages, from composite materials at a higher rate of speed and using 

green technologies.

As a major first step, the HiCAM identified materials showing the best properties for the project, including fast curing times. During FY 2022, 

NASA completed a screening of materials and manufacturing technologies to be considered for the HiCAM project. NASA also produced the 

requirements definition for a full-scale, component-level test article.

We successfully completed this milestone, but ultimately did not complete all five of the milestones for the parent Performance Goal focused on 

advancing airframe and engine technologies to enable efficient air vehicles. The Performance Goal was rated Yellow for FY 202211.

The forward section of a Boeing 787 Dreamliner is shown under construction inside a composite 

fabrication tool. Much of the 787 is made from composite materials, including sections of the aircraft’s 

main body and wings. HiCAM’s [Hi-Rate Composite Aircraft Manufacturing’s] goal is to accelerate 

the production rate of aircraft made from composites. By building more aircraft components out of 

composites – which can be a custom-tailored mixture of materials like plastics, graphite, and ceramics 

– an aircraft’s weight can be substantially reduced, making it more fuel-efficient.

PHOTO CREDIT — Boeing

DID YOU KNOW

11 All performance ratings in the FY 2022 AFR are considered preliminary. NASA will publish the final ratings in the FY 2024 VIPer.
nasa.gov NASA FY 2022 / Agency Financial Report / 24

MANAGEMENT’S DISCUSSION AND ANALYSIS — Strategic Goals and Highlights

STRATEGIC GOAL IV. ADVANCE

ENHANCE CAPABILITIES AND OPERATIONS TO CATALYZE CURRENT AND FUTURE 4 MISSION SUCCESS.

Strategic Goal 4 is supported by 14 Performance Goals. Of these, 12 were rated Green, 1 was rated Yellow, and 1 was rated Red at the 

end of FY 2022.

Overview

NASA’s complex and bold missions require modern, adaptable technical and professional support capabilities to enable mission readiness, 

resilience, and our continued leadership in science, exploration, discovery, and innovation. We pursue the goal of enhancing capabilities and 

operations to ensure that NASA has the right people, infrastructure, technology, and technical excellence and oversight needed to advance the 

Agency into the Artemis era and beyond. To this end we are:

1. Attracting and maintaining a diverse workforce, empowered in an equitable, inclusive, and accessible environment.

2. Evolving our safety, health and medical, and engineering oversight policies and practices to protect the Agency, public, and orbital and 

planetary environments from potential harm.

3. Transforming and modernizing our mission support capabilities to address rapidly changing enterprise needs.

4. Ensuring critical capabilities and assets are mission-ready, reliable, and affordable.

5. Developing a diverse and skilled STEM workforce today and in the future.

Highlights

Diversity at NASA

During FY 2022, NASA released its first-ever Equity Action Plan, which established key focus areas for tracking progress toward improved DEIA 

both internal and external to NASA.

We also released the NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility, which outlines key metrics for four areas: workforce 

diversity; workforce equity and inclusion (employee experience); accessibility and accommodation; and DEIA integration into the NASA Mission.

Metrics for workforce diversity served as the underpinning for the Office of Diversity and Equal Opportunity’s Performance Goal focused on 

improving diversity in the Agency’s overall civil service workforce and across occupations. We completed an analysis to identify, mitigate, and 

eliminate barriers to equal employment opportunities for Asian Americans and Pacific Islanders, as well as women in NASA physical science 

occupations. NASA will submit a report, with recommended corrective actions, to the U.S. Equal Employment Opportunity Commission in FY 2023. 

NASA rated the Performance Goal Green for FY 202212.

Sustainability Scorecard

NASA received a Yellow rating for FY 2022 for the Performance Goal focused on operating facilities sustainably and reducing overall resource 

demands12. The rating is based on the results NASA received on the FY 2021 Office of Management and Budget (OMB) Scorecard13 for 

performance on seven energy and sustainability goals: Facility Energy Efficiency; Water Efficiency; Efficiency Measures/Investment; Renewable 

Energy Use; High Performance Sustainable Buildings; Transportation/Fleet Management; and Sustainable Acquisition.

NASA missed the target for Facility Energy Efficiency due to a year-over-year increase in energy intensity from FY 2020 to FY 2021. We have 

greatly exceeded the overall goal of reducing energy intensity 30 percent from the FY 2003 baseline. Several NASA Centers also did not 

complete the required energy and water comprehensive evaluations for Efficiency Measures/Investment, due to COVID-19 impacts, funding 

constraints, project delays, and other factors. NASA did meet the second part of the metric requirement to implement new energy savings 

performance contracts.

12 All performance ratings in the FY 2022 AFR are considered preliminary. NASA will publish the final ratings in the FY 2024 VIPer.

13 Because OMB releases the annual Scorecard in the summer, NASA bases the Performance Goal’s fiscal year rating on the previous year’s Scorecard results.

Invited guests and NASA employees watch as NASA’s Space Launch System (SLS) rocket with the 

Orion spacecraft aboard is rolled out of the Vehicle Assembly Building to Launch Pad 39B, Tuesday, 

Aug. 16, 2022, at NASA’s Kennedy Space Center in Florida. NASA’s Artemis I flight test is the first 

integrated test of the agency’s deep space exploration systems: the Orion spacecraft, SLS rocket, and 

supporting ground systems. Launch of the uncrewed flight test is targeted for no earlier than Aug. 29.

PHOTO CREDIT — NASA/Aubrey Gemignani

DID YOU KNOW
nasa.gov NASA FY 2022 / Agency Financial Report / 25

Expedition 67 Flight Engineers (clockwise from bottom) Samantha Cristoforetti, Bob Hines, Kjell Lindgren, and Jessica Watkins, 

smile for a portrait from inside the Boeing CST-100 Starliner crew ship. The quartet is looking through the Harmony module’s 

forward international docking adapter, to which Starliner is docked, and into the International Space Station.

PHOTO CREDIT — NASA Johnson Space Center

FINANCIAL PERFORMANCE

MANAGEMENT’S DISCUSSION AND ANALYSIS
nasa.gov NASA FY 2022 / Agency Financial Report / 26

MANAGEMENT’S DISCUSSION AND ANALYSIS MANAGEMENT’S DISCUSSION AND ANALYSIS —— Financial Performance Financial Performance

FINANCIAL HIGHLIGHTS

OVERVIEW OF FINANCIAL POSITION

BALANCE SHEET COMPONENTS FY 2022 AND FY 2021

(IN MILLIONS)

NASA’s Balance Sheet provides a comparable snapshot of the Agency’s financial position as of September 30, 2022 and

September 30, 2021. It displays amounts in three primary categories.

2022 2021

Assets Liabilities Net Position

$24,901 $23,009

$6,692 $6,658

$18,209 $16,351

ASSETS

the current and future 

economic benefits owned or 

available for use by NASA.

LIABILITIES

the debts owed by NASA but 

not yet paid.

NET POSITION

the activity between revenue and 

other financing sources, and costs 

incurred since inception.

=
nasa.gov NASA FY 2022 / Agency Financial Report / 27

MANAGEMENT’S DISCUSSION AND ANALYSIS — Financial Performance

ASSETS BY TYPE COMPARISON

FOR FY 2022 AND FY 2021

IN MILLIONS

ASSETS BY TYPE FY 2022

IN MILLIONS

$24,901 TOTAL

2022

$23,009 TOTAL

2021

Fund Balance 

with Treasury

Property, Plant 

and Equipment 

Other

Assets

$17,156 $15,899

$7,643 $6,982

$102

$128

Total Assets were the largest of the three categories (Total Liabilities plus Total Net Position will always equal Total

Assets). NASA’s total asset balance, as of September 30, 2022, was $25 billion, eight percent higher than FY 2021.

The Agency’s Fund Balance with Treasury (FBWT) and its General Property, Plant and Equipment (G-PP&E) were the two primary

components of the total asset balance.

FBWT, which represents NASA’s cash balance with the U.S. Department of the Treasury, was the largest asset at $17 billion, 68

percent of total assets. This cash balance includes Congressional appropriated funds available for NASA’s mission operations

(for example, employee labor or purchased goods or services from contractors) that have not yet been paid. The eight percent

increase in total assets is attributable to NASA receiving more Congressional appropriated funding in FY 2022 compared to FY

2021. The FBWT difference is due to this increase in Congressional funding received.

NASA’s G-PP&E had a net book value of $8 billion as of September 30, 2022, 31 percent of total assets or a nine percent increase 

as compared to FY 2021. The increase is due to the fabrication of equipment items that will support Habitation and Logistics 

Outpost (HALO), Gateway Short Wave Band, Power and Propulsion Element (PPE) Spacecraft, Aerospace Communication Facility, 

Research Support Building and Artemis capsules; Cisco Software Defined Access (SDA) orchestrator, 10 Ton bridge crane, 

Michoud Assembly Facility (MAF) bldg 103 replacement, building 4619, and MAF roof replacement; increased High Pressure 

Industrial Water Projects and E Complex Deluge System project; Flight Electric Integration Facility; the maintenance of ISS; as well 

as the production work on the Mobile Launcher-2.

The Other category represents Investments, Accounts Receivable, Advances and Prepayments, and Other Assets as of 

September 30, 2022. This category decreased by $26 million, or 20 percent. 

68%

FUND BALANCE

WITH TREASURY

$17,156

31%

1%

TOTAL

ASSETS

$24,901

PROPERTY, PLANT 

AND EQUIPMENT

$7,643

OTHER 

ASSETS

$102
nasa.gov NASA FY 2022 / Agency Financial Report / 28

MANAGEMENT’S DISCUSSION AND ANALYSIS — Financial Performance

LIABILITIES BY TYPE COMPARISON

FOR FY 2022 AND FY 2021

IN MILLIONS

LIABILITIES BY TYPE FY 2022

IN MILLIONS

$2,173

Environmental and Disposal 

Liabilities

Accounts Payable

Advances from Others and 

Deferred Revenue

Federal Employee 

Benefits Payable

Other Liabilities

Other Accrued 

Liabilities

$1,895 $1,913

$1,931 $1,823

$6,692 TOTAL

2022

$6,658 TOTAL

2021

$2,130

$231 $272

$2,127

$300 $320

$205 $203

Total Liabilities, as of September 30, 2022, were $7 billion, one percent higher than FY 2021. Environmental and Disposal

Liabilities, Accounts Payable, and Other Accrued Liabilities represent the majority of NASA’s liabilities. 

Environmental and Disposal Liabilities of $2 billion represent the estimated cost to clean up both known and projected 

environmental hazards. This category had an increase of 3 million.

Accounts Payable, which represents amounts owed to other entities, was $1.9 billion, a decrease of $18 million, or 1 percent, 

compared to FY 2021. 

Other Accrued Liabilities with public entities were $1.9 billion, an increase of $108 million, or six percent, compared to FY 2021.

Other Liabilities, which represent various amounts including Accrued Funded Payroll and Contingent Liabilities, were $231

million, a decrease of $41 million or a 15 percent decrease from FY 2021.

Federal Employee Benefits Payable are amounts the Department of Labor estimates on behalf of NASA for future workers’ 

compensation liabilities for current employees.

Environmental and 

32%

Disposal Liabilities

$2,130

28%

Accounts

Payable

$1,895

29%

Other Accrued

Liabilities

$1,931

Advances from

3%

Others and

Deferred Revenue

$205

Federal Employee 

5%

Benefits Payable

$300

3%

Other 

Liabilities

$231

TOTAL

LIABILITIES

$6,692

Total Net Position comprised of Unexpended Appropriations and Cumulative Results of Operations (“net worth”), increased

by $2 billion, 11 percent higher than FY 2021. Unexpended Appropriations, at $13 billion, increased by 9.5 percent from FY 2021.

Cumulative Results of Operations, at $5 billion, increased by $729 million or 16 percent from FY 2021. The change in Total Net 

Position is due to the increased budget authority received for FY 2022.
nasa.gov NASA FY 2022 / Agency Financial Report / 29

MANAGEMENT’S DISCUSSION AND ANALYSIS — Financial Performance

NET COST OF OPERATIONS BY

STRATEGIC GOAL FOR FY 2022

IN MILLIONS

continued on the next page →

RESULTS OF OPERATIONS

Net Cost of Operations

The Statement of Net Cost presents NASA’s Net Cost of Operations by strategic goal. NASA’s strategic goals are described in 

the Mission Performance section of the Agency Financial Report (page 13). The Net Cost of Operations represents gross cost 

incurred less revenue earned for work performed for other government organizations or private entities. As of September 30, 

2022, NASA’s gross costs were $24 billion, an increase of $661 million from FY 2021. Earned Revenue from other governmental 

organizations or private entities was $1.6 billion, a $24 million increase from FY 2021. This leaves NASA with a FY 2022 net cost of 

$23 billion, an increase of $637 million from FY 2021.

Strategic Goal 1: Expand Human Knowledge Through New Scientific Discoveries.

Strategic Goal 2: Extend Human Presence to the Moon and on Towards Mars for 

Sustainable Long-term Exploration, Development, and Utilization.

Strategic Goal 3: Catalyze Economic Growth and Drive Innovation to Address 

National Challenges.

Strategic Goal 4: Enhance Capabilities and Operations to Catalyze Current and 

Future Mission Success.

13%

GOAL 3

$2,934

12%

GOAL 4

$2,640 33%

GOAL 1

$7,466

42%

GOAL 2

$9,599

TOTAL

NET COST

$22,639
nasa.gov NASA FY 2022 / Agency Financial Report / 30

MANAGEMENT’S DISCUSSION AND ANALYSIS — Financial Performance

RESULTS OF OPERATIONS(CONTINUED)

Gross Cost of Operations

NASA’s day-to-day operations are performed at NASA and contractor facilities around the globe and in space. Gross costs of 

operations is presented in the following table, detailing select NASA programs that support each strategic goal. Gross costs of 

operations include expenses incurred for NASA’s research and development (R&D) investments that are expected to maintain or 

increase national economic productive capacity or yield other future benefits. Top programs by strategic goal in relation to gross 

costs have remained consistent year to year.

COMPARATIVE GROSS COST OF OPERATIONS

BY STRATEGIC GOAL FY 2022 AND FY 2021

IN MILLIONS

FY 2022 TOTAL: $8,494 | FY 2021 TOTAL: $8,216

Other Goal 1 Programs

Agency Strategic Goal

Science Mission Directorate Reimbursable

Earth Systematic Missions $678

$842

$969

$5,727

$619

$845

$956

$6,074

STRATEGIC GOAL 1:

EXPAND HUMAN KNOWLEDGE THROUGH NEW SCIENTIFIC DISCOVERIES.

FY 2022 TOTAL: $3,055 | FY 2021 TOTAL: $2,228

Other Goal 3 Programs

Science and Engineering

Agency Strategic Goal 3 $418

**

$1,810

$473

$628

$1,954

STRATEGIC GOAL 3:

CATALYZE ECONOMIC GROWTH AND DRIVE INNOVATION TO ADDRESS NATIONAL 

CHALLENGES.

FY 2022 TOTAL: $2,820 | FY 2021 TOTAL: $5,723

Other Goal 4 Programs

Center Engineering, Safety, & Operations

Mission Enabling Service $575

$683

$4,465

$659

$752

$1,409

STRATEGIC GOAL 4:

ENHANCE CAPABILITIES AND OPERATIONS TO CATALYZE CURRENT AND FUTURE 

MISSION SUCCESS.

FY 2022 TOTAL: $9,842 | FY 2021 TOTAL: $7,383

Other Goal 2 Programs

Space Launch Systems

Crew and Cargo Program *

$2,803

$4,580

$1,583

$2,575

$5,684

STRATEGIC GOAL 2:

EXTEND HUMAN PRESENCE TO THE MOON AND ON TOWARDS MARS FOR

SUSTAINABLE LONG-TERM EXPLORATION, DEVELOPMENT, AND UTILIZATION. 

FY 2022 TOTAL: $24,211

FY 2021 TOTAL: $23,550

2022 2021

*Crew and Cargo was realigned in FY 2022 from Goal 4 to Goal 2

**Science and Engineering was realigned in FY 2022 from Goal 4 to Goal 3
nasa.gov NASA FY 2022 / Agency Financial Report / 31

MANAGEMENT’S DISCUSSION AND ANALYSIS — Financial Performance

In FY 2022, the total funds available for use by the Agency were $29 billion — an increase of $1.3 billion or 4.7 percent, compared 

to FY 2021.

The $24 billion in appropriations from Congress for FY 2022 accounted for 83 percent of the total funds available for use by the

Agency. Congress designates the funding available to the Agency for a specific NASA mission. Appropriations that remained 

available from prior years totaled $3 billion, 10 percent of NASA’s available resources in FY 2022.

NASA’s FY 2022 funding also included $1.9 billion of spending authority from offsetting collections, primarily comprised of 

revenue earned and collected from agreements, seven percent of NASA’s available resources in FY 2022. Revenue is earned 

under NASA’s authority to provide goods, services, or use of facilities to other entities on a reimbursable basis.

In FY 2022, NASA obligated $26 billion of the $29 billion available for Agency programmatic and institutional objectives. An 

obligation binds the Government to make an expenditure (or outlay) of funds, and reflects a reservation of budget authority that 

will be used to pay for a contract, labor, or other items. The remaining $3 billion may be obligated until the funds’ periods of 

availability expire.

SOURCES OF FUNDING

The Statement of Budgetary Resources (SBR) provides information on the budgetary funding available to NASA. NASA’s resources 

consist primarily of funds received from two sources:

Appropriations from Congress for the current fiscal year and unobligated 

balances from prior fiscal years.

Revenue from agreements with other governmental organizations or $ private entities.

SOURCES OF FUNDING COMPARISON

FOR FY 2022 AND FY 2021

IN MILLIONS

$2,854

Congressional

Appropriations

Spending Authority 

from Offsetting 

Collections

Prior Year 

Congressional 

Appropriations

$24,365 $23,272

$2,955

$2,750

$1,879 $1,875

$29,199 TOTAL

2022

$27,897 TOTAL

2021

SOURCES OF FUNDING FY 2022

IN MILLIONS

PRIOR YEAR 

10%

CONGRESSIONAL 

APPROPRIATIONS

$2,955

SPENDING AUTHORITY 

7%

FROM OFFSETTING

COLLECTIONS

$1,879

83%

CONGRESSIONAL 

APPROPRIATIONS

$24,365

TOTAL

FUNDING

$29,199
nasa.gov NASA FY 2022 / Agency Financial Report / 32

MANAGEMENT’S DISCUSSION AND ANALYSIS MANAGEMENT’S DISCUSSION AND ANALYSIS —— Financial Performance Financial Performance

FINANCIAL AND PERFORMANCE 

IMPACT OF COVID-19

Divers at the Neutral Buoyancy Laboratory (NBL) in Houston are setting the stage for future Moonwalk training by simulating lunar lighting 

conditions. At the Lunar South Pole, the Sun will remain no more than a few degrees above the horizon, resulting in extremely long and dark 

shadows. To prepare astronauts for these challenging lighting conditions, the team at the NBL has begun preliminary evaluations of lunar lighting 

solutions at the bottom of the 40-foot deep pool. This testing and evaluation involved turning off all the lights in the facility, installing black curtains 

on the pool walls to minimize reflections, and using a powerful underwater cinematic lamp, to get the conditions just right ahead of upcoming 

training for astronauts. 

PHOTO CREDIT — Lauren Maples

The Coronavirus Aid, Relief, and Economic Security Act or, CARES 

Act, was passed by Congress and signed by President Donald 

Trump on March 27, 2020. This bill allotted $2.2 trillion to provide 

fast and direct economic aid to the American people negatively 

impacted by the COVID-19 pandemic. Of those funds, $60 million 

was provided to NASA within its Safety, Security, and Mission 

Services appropriation to prevent, prepare for, and respond 

to the coronavirus domestically or internationally. These funds 

were primarily used for contractor impact claims, information 

technology services, cleaning supplies, and personal protective 

equipment. These funds include the costs of increased cleaning 

efforts at each NASA facility to protect the health and safety of 

our workforce and ensuring the well-being of every employee. No 

additional CARES Act funding was received for FY 2022.

COVID-19 FUND

IN MILLIONS

FY 2022 FY 2021

0

10

20

30

40

50

60

COMMITMENTS OBLIGATIONS COSTS PAYMENTS

$20 $20

$35

$3

$38

$7
nasa.gov NASA FY 2022 / Agency Financial Report / 33

MANAGEMENT’S DISCUSSION AND ANALYSIS MANAGEMENT’S DISCUSSION AND ANALYSIS — — Financial Performance Financial Performance

LIMITATIONS OF THE FINANCIAL STATEMENTS

The financial statements are prepared to report the financial position, financial condition, and results of operations, 

consistent with the requirements of 31 U.S.C. § 3515(b). The statements are prepared from records of Federal 

entities in accordance with Federal Generally Accepted Accounting Principles (GAAP) and the formats prescribed 

by the Office of Management and Budget (OMB). Reports used to monitor and control budgetary resources are 

prepared from the same records. Users of the statements are advised that the statements are for a component of 

the U.S. Government.

Astronauts and executives welcome the Space Shuttle Motion Base Simulator to the Lone Star Flight Museum on Tuesday, April 12, 2022. From 

left are Dr. Bonnie J. Dunbar, retired NASA astronaut; George W.S. Abby, former director of NASA’s Johnson Space Center; Mario Runco, retired 

NASA astronaut; and Douglas H. Owens, president and Chief Executive Officer of the museum. The simulator moved from a maintenance hangar 

at Ellington Field, near NASA’s Johnson Space Center in Houston. The Motion Base Simulator was built in 1976 to support the Approach and 

Landing Tests using the Space Shuttle Enterprise, and modified to support the future space shuttle missions. It was first used to support flight crew 

training for the STS-1 mission on Jan. 9, 1979. The simulator is a full-scale replica of the forward flight deck of a space shuttle orbiter, with windows 

by display screens that provided increasingly detailed simulated views during various phases of the flight as the shuttle program progressed. The 

simulator operated for decades in the Jake Garn Simulation and Training Facility at Johnson. The simulator was removed in 2011 after the final 

space shuttle mission, STS-135.

PHOTO CREDIT — NASA/Robert Markowitz
MANAGEMENT’S DISCUSSION AND ANALYSIS

nasa.gov NASA FY 2022 / Agency Financial Report / 34

The European-built Service Module (ESM) for NASA’s Artemis II mission is on a work stand inside a clean room inside the high 

bay of the Neil A. Armstrong Operations and Checkout Building at NASA’s Kennedy Space Center in Florida on Jan. 12, 2022. 

Teams from NASA, Lockheed Martin, the European Space Agency and Airbus will prepare the service module to be integrated 

with the Orion crew module adapter and crew module, already housed in the facility. The powerhouse that will fuel and propel 

Orion in space, the ESM for Artemis II will be the first Artemis mission flying crew aboard Orion.

PHOTO CREDIT — NASA/Cory Huston

SYSTEMS, CONTROLS, AND 

LEGAL COMPLIANCE 

MANAGEMENT’S DISCUSSION AND ANALYSIS
nasa.gov NASA FY 2022 / Agency Financial Report / 35

MANAGEMENT’S DISCUSSION AND ANALYSIS — Systems, Controls, and Legal Compliance

INTERNAL CONTROL FRAMEWORK INTERNAL CONTROL FRAMEWORK

MANAGEMENT’S DISCUSSION AND ANALYSIS — Systems, Controls, and Legal Compliance

continued on the next page →

NASA FEDERAL MANAGERS’ FINANCIAL INTEGRITY ACT ANNUAL

STATEMENT OF ASSURANCE PROCESS

The Federal Managers’ Financial Integrity Act (FMFIA)1 requires 

agency heads to evaluate and report on the internal control 

and financial systems to ensure the integrity of Federal 

programs and operations. This evaluation aims to provide 

reasonable assurance that internal controls are operating 

effectively to ensure efficient operations, reliable financial 

reporting, and compliance with applicable laws and regulations. 

An effective system of internal control is at the core of NASA 

fulfilling its mission and achieving its goals while safeguarding 

governmental resources. NASA management is responsible 

for implementing internal control activities that support the 

organization in meeting established objectives. NASA complies 

with OMB Circular A-123, Management’s Responsibility for 

Enterprise Risk Management and Internal Control, which 

provides Government-wide requirements for internal control 

and accountability, based on the FMFIA. OMB Circular A-1232

also requires agencies to establish internal controls over 

operations, reporting and compliance. 

NASA evaluates internal control across the Agency at various 

levels of the organization to ensure significant risks are 

identified, and related internal controls that address those risks 

are evaluated. NASA assesses the effectiveness of the internal 

controls over operations, management systems, and reporting 

with consideration of reviews and other relevant sources of 

information. NASA’s executive leadership provides annual 

reporting and certifications on the effectiveness of internal 

controls that are implemented to meet intended objectives. 

In addition, the NASA Office of the Chief Financial Officer (OCFO) deploys an extensive annual assessment methodology and 

internal control testing techniques that evaluate internal controls over financial reporting. 

NASA considers Enterprise Risk Management (ERM) Program activities, reviews the Agency Risk Profile and considers fraud risk 

in its execution of the Administrator’s Statement of Assurance Process (SoA) in evaluating and providing assurance on internal 

controls. 

The FMFIA assurance statement is based on self-certifications submitted by NASA Officials-in-Charge that ultimately support the 

Administrator’s SoA as well as a review of various internal and external sources of information. The self-certifications are based 

NASA Officials-in-Charge/Center Directors/

CFO Assurance Statements

Management System 

Working Group (MSWG)

Senior Assessment

Team (SAT)

Mission

Support

Council 

(MSC)

Annual Assessment of Internal Controls over Programs, 

Operations, Financial Reporting & Systems

ADMINISTRATOR

FIGURE 1:

NASA FMFIA Annual Statement 

of Assurance Process

1 The Federal Managers’ Financial Integrity Act (FMFIA) https://obamawhitehouse.archives.gov/omb/financial_fmfia1982 2 OMB Circular No. A-123, Management’s Responsibility for Enterprise Risk Management and Internal Control

https://www.whitehouse.gov/sites/whitehouse.gov/files/omb/memoranda/2016/m-16-17.pdf
nasa.gov NASA FY 2022 / Agency Financial Report / 36

MANAGEMENT’S DISCUSSION AND ANALYSIS — Systems, Controls, and Legal Compliance

NASA FEDERAL MANAGERS’ FINANCIAL INTEGRITY ACT ANNUAL

STATEMENT OF ASSURANCE PROCESS(CONTINUED)

upon organizational self-assessments guided by the Government Accountability Office’s (GAO) Standards for Internal Control in 

the Federal Government (known as the Green Book)3. The self-certifications and subsequent reviews are informed by relevant 

sources of information such as internal reviews of controls, as well as recommendations for improvements from external audits, 

investigations, and reviews conducted by the Office of Inspector General (OIG) and the GAO. The Mission Support Council (MSC), 

the organization responsible for oversight of NASA’s Internal Control Program, advises the Administrator on the Statement of 

Assurance. The Senior Assessment Team (SAT), which is an arm of the MSC, helps guide the internal control evaluation and 

reporting process that recommends the type of assurance that results from their execution of the SoA Program. 

The Management System Working Group (MSWG) performs the first level evaluation of annual results and serves as the primary 

advisory body for NASA internal control activities. The MSWG analyzes the annual assessment results and reports issues that may 

significantly impact the effective operation of internal controls and make recommendations on the design of internal controls to 

the SAT. Figure 1 depicts the Agency’s Annual Statement of Assurance process and organizational components. 

NASA leadership continuously evaluates Agency operations based on lessons learned and impacts realized resulting from the 

COVID-19 pandemic and makes changes, as appropriate, to better protect the health and safety of the workforce and missions 

while meeting mission objectives. Based on the results of the SoA process, NASA’s internal control processes at NASA are robust 

and continue to operate in an effective and efficient manner.

3 Green Book https://www.gao.gov/assets/670/665712.pdf

Webb NIRCam composite image of Jupiter from three filters – F360M (red), 

F212N (yellow-green), and F150W2 (cyan) – and alignment due to the planet’s 

rotation. 

PHOTO CREDIT — NASA/ESA/CSA/Jupiter ERS Team/Image processing by 

Judy Schmidt.

DID YOU KNOW
nasa.gov NASA FY 2022 / Agency Financial Report / 37

MANAGEMENT’S DISCUSSION AND ANALYSIS — Systems, Controls, and Legal Compliance

continued on the next page →

ENTERPRISE RISK MANAGEMENT INTERNAL CONTROL FRAMEWORK

MANAGEMENT’S DISCUSSION AND ANALYSIS — Systems, Controls, and Legal Compliance

U N IFIED

COMPREHENSIVE

OPERATIONAL

RI S K 

NETWORK

EC

PMC MSC

Enterprise Risk Management

Program & Mission Decisions

Control Certifications-Analysis of Controls

Fraud Risk Management

SMC

Political and 

Reputational Risk

Programmatic 

Risk Financial Risk Strategic Risk Operational Risk

HQ Mission Directorate

Centers

Functional Organizations Supporting Center Operations

Mission-Enabling Decisions

Extended EC

Senior Manager 

Advice and 

Recommendations

Programmatic Assessment and Recommendations

Program Strategic Guidance & Budget

PMC Participation

Extended MSC

Institutional Strategic Guidance & Budget

Program-derived Institutional Requirements

Delivery of Institutional Capabilities

FIGURE 2:

NASA’s UNICORN

OMB Circular No. A-123, Management’s Responsibility for 

Enterprise Risk Management and Internal Control, requires 

Federal agencies to implement ERM to ensure Federal 

managers are effectively managing risks that could affect the 

achievement of Agency strategic objectives. 

Risk management continues to be embedded in NASA’s 

culture, and the principles and practices are inherent in 

everyday operations. NASA’s Office of the Chief Financial 

Officer, Quality Assurance Division (QAD) leads the Agency’s 

ERM effort. The NASA Unified Comprehensive Operational Risk 

Network (UNICORN), is the framework for the communication 

and exchange of risk information between NASA’s functional 

organizations and the Agency leadership (see Figure 2). The 

UNICORN’s foundation is the Agency’s risk management 

activities and decisional councils. 
nasa.gov NASA FY 2022 / Agency Financial Report / 38

MANAGEMENT’S DISCUSSION AND ANALYSIS — Systems, Controls, and Legal Compliance

FIGURE 3:

ERM Sources

In FY 2022, NASA’s maturation of its ERM Program continued. The NASA Enterprise Risk Management Working Group (ERMWG) 

continues to identify enterprise-level risks and opportunities and collaborates with organizations to address identified enterprise 

risks. The ERMWG, which is comprised of representatives from each Assessable Unit within the Agency, proposes enterprise-level 

risks for consideration and concurrence from the body, for integration into the Agency Risk Profile. The Chair of the ERMWG 

presents the Agency Risk Profile, highlighting the Agency’s most significant risks, to Agency senior management for approval, 

and briefs the Baseline Performance Reviews (BPR) forum, chaired by the Associate Administrator, on the status of risk mitigations 

three times yearly.

As illustrated in Figure 3, NASA leverages a variety of sources to identify potential enterprise risks and relies upon the Agency 

governance structure of decisional councils, as well as other bodies such as the Agency Risk Management Working Group 

(ARMWG) and MSWG to facilitate the integration of risks across the Agency for appropriate consideration as enterprise risks. The 

ARMWG is distinct from the ERMWG in that it covers the spectrum of risk management activities at the institutional, program, and 

project level versus the ERMWG which focuses on integrating risks at the enterprise level.

NASA continues to face new challenges in carrying out essential functions necessary to achieve its core mission. Long standing 

risk management processes and activities are inherently woven throughout NASA’s culture, so beneficially, the Agency is wellpositioned to respond to unknown threats or national emergencies that may disrupt operations for an extended period. NASA 

leadership has developed Agency-wide guidance that considers guidelines provided by the White House, Office of Personnel 

Management (OPM), and OMB.

NASA will continue to strengthen its risk management and reporting process through comprehensive collaboration with the 

various risk bodies and stakeholders throughout the Agency, to effectively identify key risks and opportunities, develop effective 

risk responses, and implement timely mitigation actions.

ENTERPRISE RISK MANAGEMENT(CONTINUED)

GAO, OIG, 

Audit Reports, 

Fraud Risk Assessments 

ERM 

Sources

ERM

Roadshows

Management 

Councils

ARMWG

ERMWG

Strategic 

Review

Baseline

Performance

Review

SoA, 

MSWG, SAT, 

AFR

Audits

Internal Control 

Reviews

Risk 

Management 

Working Groups

Organizational

Performance 

Reporting

External Reporting

EC, SMC, 

MSC, PMC 

Visits with Key 

Internal 

Stakeholders

Technical

Authorities

OSMA, OCE &

OCHMO 

MANAGEMENT’S DISCUSSION AND ANALYSIS — Systems, Controls, and Legal Compliance
MANAGEMENT’S DISCUSSION AND ANALYSIS

nasa.gov NASA FY 2022 / Agency Financial Report / 39

MANAGEMENT ASSURANCES

— Systems, Controls, and Legal Compliance

The management of the National Aeronautics and Space Administration (NASA) is responsible for establishing 

and maintaining an effective system of internal control to support reliable financial reporting, and effective and 

efficient programmatic operations. Accordingly, NASA conducted its Fiscal Year (FY) 2022 annual assessment of 

the effectiveness of management’s internal controls for compliance with applicable laws, regulations, and policies; 

the Federal Managers’ Financial Integrity Act (FMFIA); Federal Financial Management Improvement Act (FFMIA); 

the Office of Management and Budget’s (OMB) Circular A-123, Management’s Responsibility for Enterprise Risk 

Management and Internal Control; the United States (U.S.) Government Accountability Office’s Standards for 

Internal Controls in the Federal Government, and NASA policies. Based on the results of this evaluation, NASA 

provides reasonable assurance that its system of internal control was operating effectively as of September 30, 

2022, over the effectiveness and efficiency of operations and compliance with laws, regulations, and policies. 

Further, no material weaknesses were found in the design or implementation of internal controls.

In accordance with OMB requirements to integrate Enterprise Risk Management (ERM) and internal control in 

Federal agencies, NASA’s ERM Program conducts enterprise risk activities and fraud risk activities, evaluates 

internal control, and provides an overall assurance on the internal control environment. As a result, managers and 

employees throughout the Agency are actively engaged in assessing risks, identifying and updating key control 

objectives, implementing controls and other mitigation strategies, conducting reviews, and taking corrective 

actions as appropriate.

In addition, NASA complies with FMFIA and OMB requirements to evaluate and assure the reliability of its internal 

controls over its financial management systems, complies with Federal financial management system requirements, 

and assures reliability of its Digital Accountability and Transparency Act of 2014 (DATA Act) submissions.

FFMIA requires agencies to have financial management systems that substantially comply with Federal financial 

management system requirements, Federal Accounting Standards, and the U.S. Government Standard General 

Ledger at the transaction level. NASA conducted its evaluation of financial management systems for compliance 

with FFMIA in accordance with Appendix D of OMB Circular A-123. NASA financial management systems 

substantially comply with FFMIA as of September 30, 2022.

NASA’s Certification of Reasonable Assurance is based upon management’s knowledge gained from daily 

operations, monitoring activities, assessment of risk and internal control, and other internal controls that govern 

the effectiveness and efficiency of operations. NASA makes an unmodified statement of assurance that its internal 

controls for FY 2022 were operating effectively. NASA remains committed to ensuring that a sound system of 

internal control exists over operations, reporting, and financial management systems.

Sincerely, 

Bill Nelson 

Administrator 

NOVEMBER 15, 2022

ADMINISTRATOR’S STATEMENT OF ASSURANCE
MANAGEMENT’S DISCUSSION AND ANALYSIS

nasa.gov NASA FY 2022 / Agency Financial Report / 40

FINANCIAL SYSTEMS STRATEGIES

— Systems, Controls, and Legal Compliance

NASA’s Financial Management System Strategy aligns with the Agency’s mission for innovation and strategic goals. An 

overarching core financial systems roadmap is designed to optimize capabilities and operations which promote the technologies 

of the future. Current financial management systems initiatives seek to enable integrated solutions to modernize business 

processes, comply with internal and external Federal policies and standards, and OMB requirements while meeting evolving 

stakeholder needs.

Systems, Applications, and Products (SAP) Enterprise Central Component (ECC) serves as NASA’s core financial system of record

and is the “circulatory system” for the business operations of the Agency. It is the platform for sound financial management

across the entire enterprise that leads to efficient business operations and successful audit outcomes. SAP ECC will reach end of

life in December 2027. The Chief Information Officer (CIO) is evaluating the option of migrating to SAP business suite 4/ suite for

HANA (S/4 HANA), the next evolution of SAP software. SAP S/4 HANA (core financial systems alternatives) offers embedded

analytics to provide flexible real-time reporting, eliminating the need for custom reports, and provides the opportunity to reduce

customization through process re-engineering using standard enhanced capabilities. Meeting the goal of improved integration of

system components will reduce manual effort and errors. Options such as hosting applications in the cloud with subscription 

licensing, or a NASA on-premises data center are also being considered.

NASA is currently pursuing Enterprise Digital Transformation (DT) as a new Agency strategic initiative. The goals of this initiative 

are to transform the way NASA works, transform the experience of the NASA workforce, and transform the agility of NASA’s 

workplace. We will do this through intentionally anchoring DT to desired non-digital transformation outcomes. Our objectives 

target specific attributes of a transformed NASA. The DT team has identified five key components to drive this initiative:

1. Define stream values and associated organizational concept of operations.

2. Streamline critical workstreams.

3. Expand data search, access, interoperability, re-use, and analysis.

4. Reduce domain tool sprawl by driving to shared capabilities by tier.

5. Eliminate barriers to strengthen inclusive teaming.

In collaboration with Agency Information Technology (IT) Governance structure, a financial application management board was 

established to prioritize significant IT investments by evaluating whether enterprise solutions meet current business needs. The 

board also establishes functional roadmaps, and continually review the inventory of applications for modernization opportunities 

across the financial management portfolio.

This approach adheres to the President’s Management Agenda (PMA): “focus on strategies to advance the vision an equitable, 

effective, and accountable Government that delivers results for all Americans...”. NASA’s Office of Safety and Mission Assurance, in 

collaboration with the Office of Procurement and OCFO, has plans to design, develop, and deploy an application (portal) to enable 

supply chain visibility reporting into the Supply Chain Insight Center (SCIC) platform for enhanced informational/analytical value. 

Plans are underway to leverage SCIC to aid in the market research and analysis required for processing Buy American waivers, 

including the potential identification of domestic alternatives to foreign-based sources, in support of Executive Order 14005, 

signed into law on January 25, 2021. NASA is currently working to implement G-Invoicing, Treasury’s long-term solution for Federal 

Program Agencies (FPAs) to manage intragovernmental (IGT) Buy/Sell transactions. NASA is also working on implementing the 

SAP solution for Statement of Federal Financial Accounting Standards (SFFAS) 54, Leases which provides a comprehensive set of 

lease accounting standards to recognize Federal lease activities in reporting entity’s general purpose Federal financial reports and 

appropriate disclosures.
MANAGEMENT’S DISCUSSION AND ANALYSIS

nasa.gov NASA FY 2022 / Agency Financial Report / 41

Kenneth Harris II, an engineer at NASA’s Goddard Space Flight Center, is seen in a “bunny suit” as he speaks with students about 

working in a clean room, Thursday, Nov. 18, 2021, at Garfield Elementary School in Washington, DC. 

PHOTO CREDIT — NASA/Joel Kowsky

FORWARD LOOKING

MANAGEMENT’S DISCUSSION AND ANALYSIS
MANAGEMENT’S DISCUSSION AND ANALYSIS

nasa.gov NASA FY 2022 / Agency Financial Report / 42

— Forward Looking

2023 AND BEYOND

As NASA enters a new fiscal year, we look forward to successfully completing the launch of Artemis I, the first integrated test 

flight of our deep space exploration system, which is comprised of the SLS, Orion spacecraft, and supporting ground systems at 

Kennedy Space Center in Florida. For Artemis I, an SLS rocket will launch an uncrewed Orion spacecraft on its journey around the 

Moon.

Kennedy Space Center, located on Merritt Island on Florida’s east coast, is vulnerable to extreme weather events, such as 

Hurricane Ian. Launch preparations include weather tracking, with support from the U.S. Space Force at Cape Canaveral. NASA’s 

Launch Services Program and emergency decision teams decide how best to protect launch assets. NASA will review new launch 

dates for postponed missions, including Artemis I and Psyche. The Kennedy Space Center announces its operational status online 

at https://www.nasa.gov/content/kennedy-space-center-operating-status.

The FY 2022 budget request1

 for Common Exploration Systems (which includes SLS, the Orion spacecraft, and EGS) represented 

NASA’s largest line item for that fiscal year. In FY 2022, the Gross Cost of Operations for SLS alone was $2,575 million (see

page 30). Other Goal 2 programs, which includes the Orion spacecraft, EGS, and development of other Artemis infrastructure, 

will continue to increase as NASA progresses towards more complex Artemis missions. In FY 2023, NASA will award contracts 

for sustaining lunar lander development and the Lunar Terrain Vehicle. The Exploration Extravehicular Activity Services (xEVAS) 

contract team will continue developing life support and thermal control systems, and the target is to complete the primary 

structure build for the HALO, the first pressurized element for the Lunar Gateway, during FY 2023.

In addition to human space exploration, NASA is looking forward to efforts focused on the Earth system and climate. In FY 2023, 

NASA will begin formulation for at least two Earth System Observatory (ESO) missions addressing four areas of climate change 

research — atmosphere; clouds, convection, and precipitation; surface biology and geology; and mass change. As the centerpiece 

for NASA’s Earth science strategy, ESO will consist of new Earth-focused missions that will provide key information to understand 

Earth’s systems and processes and the interactions between the processes on the land, ocean, and in the atmosphere.

One of the key ESO missions is the NASA-Indian Space Research Organisation (ISRO) Synthetic Aperture Radar, or NISAR. The 

project has experienced cost and schedule growth due to the impacts of COVID-19 and issues with hardware development and 

delivery. According to the GAO’s annual Assessments of Major Projects2, the lifecycle cost estimate after a replan in April 2021 

was $971.2 million, a 12 percent increase over the original lifecycle cost estimate. NASA will finalize the cost estimates after they 

deliver the radars to ISRO. NASA anticipates delivering the NASA- and ISRO-provided radars to ISRO for integration on the NISAR 

spacecraft in January 2023, which tentatively sets the launch readiness date no earlier than fall 2023.

In FY 2023, NASA anticipates launching the SWOT mission, which will make the first global survey of Earth’s surface water and 

measure how water bodies change over time. The multinational science team will address pressing issues such as availability 

of Earth’s freshwater resources, changing ocean and coasts, and better flood prediction. SWOT also has experienced schedule 

and lifecycle cost growth, according to GAO3. After a replan in June 2021, the estimated lifecycle cost was $822.4 million, an 8.9 

percent increase over the original estimate. NASA set the new launch date for June 2023.

1 The FY 2022 budget request made in the FY 2023 Congressional Justification is available at 

https://www.nasa.gov/sites/default/files/atoms/files/fy23_nasa_budget_request_full_opt.pdf. 

2 NASA Assessments of Major Projects (GAO-22-105212), Government Accountability Office, June 2022, pages 107 - 108.

Available at https://www.gao.gov/assets/gao-22-105212.pdf.

3 NASA Assessments of Major Projects (GAO-22-105212), Government Accountability Office, June 2022, pages 117 - 118.

Available at https://www.gao.gov/assets/gao-22-105212.pdf.

continued on the next page →
MANAGEMENT’S DISCUSSION AND ANALYSIS — Forward Looking

nasa.gov NASA FY 2022 / Agency Financial Report / 43

NASA addressed many issues relevant to cost and schedule risks like the ones affecting NISAR and SWOT in the 2022 High Risk 

Corrective Action Plan4. In 1990, the GAO identified NASA’s contract management as an area of the Federal Government needing 

transformation or at high risk for waste, fraud, abuse, or mismanagement. In 2009, GAO broadened the designation to acquisition 

management to encompass other issues that needed to be resolved, including persistent cost growth and schedule delays, 

antiquated financial management systems, poor cost estimating, and undefinitized contracts.

As described in the 2022 High Risk Corrective Action Plan, NASA is piloting a Firm Fixed Price Data Collection effort. The goal is 

to support and enhance NASA’s ability to collect programmatic data on firm fixed price contracts, which have been increasingly 

used across all Mission areas, for sustaining our ability to accurately estimate future analogous projects. NASA also is conducting 

a Realistic Proposal Cost Estimating pilot, which will encourage bidders on NASA procurement actions to include cost estimates 

commensurate with historical performance to enable a more informed proposal assessment. NASA will conduct a semiannual 

review of these pilot and other efforts discussed in the 2022 High Risk Corrective Action Plan and share and discuss progress 

with GAO at least once a year.

In FY 2023, NASA plans to release a new Earth system model that will help turn Earth science data into models for research 

and decision making and address Priority 4 of NASA’s 2021 Climate Action Plan5. Version 4 of the Goddard Institute of Space 

Studies’ Model E, NASA’s model used most extensively in assessments of climate change, provides the ability to simulate different 

configurations of Earth System Models, including interactive atmospheric chemistry, aerosols, carbon cycle, standard atmosphere, 

ocean, sea ice, and land surface components. The model code will be openly available on the Goddard Institute of Space Studies 

website.

Understanding the effects climate change has on the world, NASA created an Agency Master Plan to align mission requirements 

with the Agency’s real property assets, while maintaining a long-term risk mitigation strategy and implementing sustainability best 

practices. This year, NASA expects to publish a revised Agency Master Plan to outline specific goals and objectives focused on 

climate risk and adaptation. Furthermore, it will demonstrate our commitment to integrate climate risk management into Agency 

management process and tools. In FY 2023, NASA’s Office of Strategic Infrastructure will release its strategic plan, which will 

outline the strategies for environmental management, facilities real estate, and testing assets. It also will describe implementation 

goals for sustainable practices.

In February 2022, the Goddard Space Flight Center completed its master plan6 for its main campus and facilities that it manages, 

including Wallops Flight Facility and Goddard Institute for Space Studies. This was a follow-up to the Envision Goddard effort 

started in 2018. The plan sets targets for affordability and sustainability within a 20-year planning horizon.

In FY 2022, we released the NASA Strategic Plan for Diversity, Equity, Inclusion, and Accessibility7

. The plan includes actions and 

near-term goals for building a workforce that reflects the diversity of the American people and promoting an equitable, accessible, 

and inspiring work environment. By 2026, NASA will address four major areas: workforce diversity; workforce equity and inclusion 

(employee experience); accessibility and accommodation; and DEIA integration into the NASA Mission.

2023 AND BEYOND(CONTINUED)

4 2022 High Risk Corrective Action Plan: In Response to Recent Programmatic Performance and NASA’s Designation on GAO’s High Risk List, NASA, August 2022. 

Available at https://www.nasa.gov/sites/default/files/atoms/files/nasa_high_risk_corrective_action_plan_2022.pdf. 

5 Climate Action Plan (NP-2021-08-2979-HQ), NASA, September 2021. Available at https://www.sustainability.gov/pdfs/nasa-2021-cap.pdf. 

6 Envision Goddard Master Plan Digest, Goddard Space Flight Center, February 2022. Available at https://www.nasa.gov/sites/default/files/atoms/files/gsfc_master_

plan_digest_feb2022_lo_res_website.pdf. 

7 Available at https://www.nasa.gov/sites/default/files/atoms/files/nasa_deia_strategic_plan-fy22-fy26-final_tagged.pdf.
NASA TV producer of “The Color of Space” Jori Kates gives remarks prior to the screening of the documentary at Howard 

University’s Cramton Auditorium in Washington, Saturday, June 18, 2022. Premiering on Juneteenth, the federal holiday 

commemorating the emancipation of enslaved Black Americans, “The Color of Space” is an inspirational documentary that tells 

the stories of NASA’s Black astronauts determined to reach the stars.

PHOTO CREDIT — NASA/Bill Ingalls

FINANCIAL SECTION

SECTION 2

nasa.gov NASA FY 2022 / Agency Financial Report /44
nasa.gov NASA FY 2022 / Agency Financial Report / 45

FINANCIAL SECTION — Introduction to the Principal Financial Statements

I am proud to join Administrator Nelson in presenting the Fiscal Year (FY) 2022 NASA Agency Financial Report (AFR). The FY 2022 

financial statements and accompanying information reflect our commitment to advancing NASA’s mission, and the Biden-Harris 

Administration’s priorities of: combatting the climate crisis; advancing American leadership standing in space and aeronautics; 

promoting diversity, equity, inclusion, and accessibility (DEIA), and driving economic growth. 

Sound financial management is the cornerstone of effective and prudent stewardship of the taxpayer resources. The Office of 

the Chief Financial Officer (OCFO) is responsible for demonstrating transparency and accountability through NASA’s operating 

performance and resource management results summarized in this report. I am proud of the hard work, skill, and dedication of 

the OCFO team over the past year to meet the highest standards for budgetary performance, risk management, internal controls 

implementation, and financial reporting. This standard of excellence was recognized and acknowledged again, in our FY 2022 

auditors’ report, reflecting an unmodified “clean” opinion with no material internal control weaknesses for the 12th consecutive 

year. This confirms that NASA’s financial statements are free of material misstatements and have been prepared in accordance 

with the U.S. Generally Accepted Accounting Principles (GAAP) and our system of internal controls is operating effectively. I want 

to offer my sincerest appreciation to the entire OCFO team and our organizational partners for their contributions to the success 

of the AFR.

Audit and Compliance Activities

This year, the OCFO team dedicated significant time and resources to amend NASA’s Public-Private Partnerships (P3) reporting 

process. Our independent auditors identified one significant deficiency in FY 2021, where it was determined that improvements 

were needed in NASA’s evaluation of P3s to comply with the disclosure requirements of the Federal Accounting Standards 

Advisory Board’s (FASAB) Statement of Federal Financial Accounting Standards (SFFAS) 49: Public-Private Partnerships: 

Disclosure Requirements, and Office of Management and Budget (OMB) Circular A-136, Financial Reporting Requirements. NASA 

successfully implemented the recommendations and remediated this deficiency during FY 2022 through effective collaborations 

across Headquarters and our NASA Centers to refine and standardize our P3 assessment and disclosure process.

I am pleased to report the independent auditors identified no material weaknesses or significant deficiencies in their financial 

audit for FY 2022. NASA’s “clean” unmodified audit opinion shows that our FY 2022 financial statements are presented fairly 

and conform with GAAP. Additionally, the auditors disclosed no instances of noncompliance with the applicable provisions of the 

Federal Financial Management Improvement Act (FFMIA) in NASA’s financial management systems.

OCFO Key Accomplishments

The OCFO team advanced our Future of Work efforts and fully transitioned into a hybrid work environment, which we are 

continuing to refine and improve to enable flexibility while meeting the demanding requirements of our office to meet our goals. 

NASA was again recognized and awarded, for the 8th consecutive year, the AGA Certificate of Excellence in Accountability 

Reporting (CEAR) Award. The CEAR board also recognized NASA with the Best-In-Class Award for the visual presentation in our 

AFR that allows us to engage compellingly with readers and spotlight NASA’s important mission and accomplishments. 

Furthermore, we remain committed to fostering a culture and workforce that is innovative, inclusive, diverse, and committed 

to utilizing the skills and ideas of everyone to meet our common goals and objectives. We are achieving this vision, in part, 

by focusing on our organizational structure and better integrating our workforce. We are reinforcing enterprise resiliency by 

FINANCIAL SECTION — November 15, 2022

MESSAGE FROM THE CHIEF FINANCIAL OFFICER

nasa.gov continued on the next page → NASA FY 2022 / Agency Financial Report / 45
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FINANCIAL SECTION — Introduction to the Principal Financial Statements

NOVEMBER 15, 2022

MESSAGE FROM THE CHIEF FINANCIAL OFFICER(CONTINUED)

strengthening our integration across Headquarters and Center locations. Further, we have established a new Deputy-CFO 

Finance position to enhance and fortify NASA’s financial management. Under the leadership of our outstanding Center CFOs 

and Headquarters Deputy CFOs, I am incredibly proud of the many exceptional collaborations that are so critical to achieving our 

enterprise objectives. 

Congratulations to the OCFO team and the entire NASA workforce for achieving amazing things over the past year. I am even 

more excited about what we will collectively achieve in the coming years as we seek to lead and advance global scientific 

and technological understanding, improve accessibility and inclusivity, address the pressing challenges of climate change and 

sustainable infrastructure, expand the realm of what is possible in aeronautics and space, and support this outstanding workforce. 

I have every confidence in our talented workforce and know we will continue to deliver superior financial stewardship, acquisition 

rigor, and management to enable these achievements—and provide necessary accountability to the public.

Click here to read the Spanish version. Haga clic aquí para leer la versión en español.

SPANISH TRANSLATION AVAILABLE

Sincerely,

Margaret Vo Schaus
nasa.gov NASA FY 2022 / Agency Financial Report / 47

FINANCIAL SECTION — Introduction to the Principal Financial Statements

CONSOLIDATED BALANCE SHEETS

provide information on assets, liabilities, and net position as of the end of the reporting periods. Net 

position is the difference between assets and liabilities. It is a summary measure of the Agency’s financial 

condition at the end of the reporting periods.

CONSOLIDATED STATEMENTS OF NET COST

report net cost of operations during the reporting periods by strategic goal and at the entity level. It is 

a measure of gross costs of operations less earned revenue, and represents the cost to taxpayers for 

achieving each strategic goal and Agency Mission at the entity level.

CONSOLIDATED STATEMENTS OF CHANGES IN

NET POSITION

report the beginning balances of net position, current financing sources and use of resources, 

unexpended resources for the reporting periods, and ending net position for the current reporting periods.

COMBINED STATEMENTS OF BUDGETARY RESOURCES

report information on the sources and status of budgetary resources for the reporting periods. Information 

in these statements is reported on the budgetary basis of accounting, which supports compliance with 

budgetary controls and controlling legislation.

FINANCIAL SECTION — Introduction to the Principal Financial Statements

INTRODUCTION TO THE PRINCIPAL 

FINANCIAL STATEMENTS

The principal financial statements are prepared to report the financial position and results of operations of the 

National Aeronautics and Space Administration, pursuant to the requirements of 31 U.S.C. § 3515 (b).
nasa.gov NASA FY 2022 / Agency Financial Report / 48

A full Moon is in view from Launch Complex 39B at NASA’s Kennedy Space Center in Florida on June 14, 2022. The Artemis I 

Space Launch System (SLS) and Orion spacecraft, atop the mobile launcher, are being prepared for a wet dress rehearsal to 

practice timelines and procedures for launch. The first in an increasingly complex series of missions, Artemis I will test SLS and 

Orion as an integrated system prior to crewed flights to the Moon. Through Artemis, NASA will land the first woman and first 

person of color on the lunar surface, paving the way for a long-term lunar presence and using the Moon as a steppingstone on the 

way to Mars.

PHOTO CREDIT — NASA/Ben Smegelsky

FINANCIAL STATEMENTS, NOTES,AND 

REQUIRED SUPPLEMENTARY INFORMATION

FINANCIAL SECTION
nasa.gov NASA FY 2022 / Agency Financial Report / 49

FINANCIAL SECTION — Financial Statements, Notes, and Required Supplementary Information

2022 2021

Assets:

Intragovernmental:

Fund Balance with Treasury (Note 2) $ 17,156 $ 15,899

Investments, Net (Note 3) 15 16 

Accounts Receivable, Net (Note 4) 57 90 

Total Intragovernmental 17,228 16,005

With the Public:

Accounts Receivable, Net (Note 4) 1 1 

General Property, Plant and Equipment, Net (Note 5) 7,643 6,982 

Advances and Prepayments 25 16 

Other Assets (Note 7) 4 5 

Total with the Public 7,673 7,004

Total Assets: $ 24,901 $ 23,009 

Stewardship PP&E (Note 6)

Liabilities: (Note 8)

Intragovernmental:

Accounts Payable $ 55 $ 166

Advances from Others and Deferred Revenue 50 55 

Other Liabilities (Note 10) 138 50 

Total Intragovernmental 243 271 

With the Public:

Accounts Payable 1,840 1,747 

Federal Employee Benefits Payable (Note 8) 300 320 

Environmental and Disposal Liabilities (Note 9) 2,130 2,127 

Advances from Others and Deferred Revenue 155 148 

Other Liabilities (Note 10) 

 Other Accrued Liabilities 1,931 1,823

 Other 93 222 

Total with the Public 6,449 6,387 

Total Liabilities $ 6,692 $ 6,658

Commitments and Contingencies (Note 11)

Net Position:

Unexpended Appropriations $ 12,951 $ 11,822

Cumulative Results of Operations 5,258 4,529

Total Net Position $ 18,209 $ 16,351 

Total Liabilities and Net Position $ 24,901 $23,009

The accompanying notes are an integral part of these financial statements.

NATIONAL AERONAUTICS AND SPACE ADMINISTRATION

Consolidated Balance Sheets

As of September 30, 2022 and 2021

(IN MILLIONS)
nasa.gov NASA FY 2022 / Agency Financial Report / 50

FINANCIAL SECTION — Financial Statements, Notes, and Required Supplementary Information

2022 2021

STRATEGIC GOAL 1

Expand human knowledge through new scientific discoveries:

Gross Costs $ 8,494 $ 8,216 

Less: Earned Revenue 1,028 998 

Net Costs 7,466 7,218 

STRATEGIC GOAL 2

Extend human presence to the Moon and on towards Mars for sustainable longterm exploration, development, and utilization:

Gross Costs $ 9,842 $ 7,383 

Less: Earned Revenue 243 253 

Net Costs 9,599 7,130 

STRATEGIC GOAL 3

Catalyze economic growth and drive innovation to address national challenges:

Gross Costs $ 3,055 $ 2,228 

Less: Earned Revenue 121 114 

Net Costs 2,934 2,114 

STRATEGIC GOAL 4

Enhance capabilities and operations to catalyze current and future mission success:

Gross Costs $ 2,820 $ 5,723 

Less: Earned Revenue 180 183 

Net Costs 2,640 5,540 

Net Cost of Operations

Total Gross Costs $ 24,211 $ 23,550 

Less: Total Earned Revenue 1,572 1,548 

Net Costs $ 22,639 $ 22,002 

The accompanying notes are an integral part of these financial statements.

NATIONAL AERONAUTICS AND SPACE ADMINISTRATION

Consolidated Statements of Net Cost

For the Fiscal Years Ended September 30, 2022 and 2021

(IN MILLIONS)
nasa.gov NASA FY 2022 / Agency Financial Report / 51

FINANCIAL SECTION — Financial Statements, Notes, and Required Supplementary Information

NATIONAL AERONAUTICS AND SPACE ADMINISTRATION

Consolidated Statements of Changes in Net Position

For the Fiscal Years Ended September 30, 2022 and 2021

(IN MILLIONS)

2022 2021

Unexpended Appropriations:

Beginning Balance $ 11,822 $ 11,230 

Appropriations Received 24,363 23,271 

Other Adjustments (30) (26)

Appropriations Used (23,204) (22,653)

Net Change in Unexpended Appropriations 1,129 592 

Total Unexpended Appropriations $ 12,951 $ 11,822 

Cumulative Results from Operations:

Beginning Balance $ 4,529 $ 3,709 

Appropriations Used 23,204 22,653 

Donations and Forfeitures of Cash and Cash Equivalents 2 —

Transfers In/Out Without Reimbursement (3) —

Donations and Forfeitures of Property — 14 

Imputed Financing 165 155 

Net Cost of Operations (22,639) (22,002) 

Net Change in Cumulative Results of Operations 729 820 

 Total Cumulative Results of Operations $ 5,258 $ 4,529 

Net Position $ 18,209 $ 16,351 

The accompanying notes are an integral part of these financial statements.
nasa.gov NASA FY 2022 / Agency Financial Report / 52

FINANCIAL SECTION — Financial Statements, Notes, and Required Supplementary Information

The accompanying notes are an integral part of these financial statements.

NATIONAL AERONAUTICS AND SPACE ADMINISTRATION

Combined Statements of Budgetary Resources

For the Fiscal Years Ended September 30, 2022 and 2021

(IN MILLIONS)

2022 2021

Budgetary Resources:

Unobligated Balance from Prior Year Budget Authority, Net $ 2,955 $ 2,750 

Appropriations 24,365 23,272 

Spending Authority from Offsetting Collections 1,879 1,875 

Total Budgetary Resources $ 29,199 $ 27,897 

Status of Budgetary Resources:

New Obligations and Upward Adjustments (total) $ 26,555 $ 25,239 

Unobligated Balance, End of Year:

Apportioned, Unexpired Accounts 2,348 2,490 

Exempt from Apportionment, Unexpired Accounts 3 1 

Unapportioned, Unexpired Accounts 145 44 

Unexpired Unobligated Balance, End of Year 2,496 2,535 

Expired Unobligated Balance, End of Year 148 123 

Unobligated Balance, End of Year (total) 2,644 2,658 

Total Budgetary Resources $ 29,199 $ 27,897 

Outlays, Net:

Outlays, Net (total) $ 23,082 $ 22,253 

Distributed Offsetting Receipts (-) (3) (4)

Agency Outlays, Net $ 23,079 $ 22,249 
nasa.gov NASA FY 2022 / Agency Financial Report / 53

FINANCIAL SECTION — Financial Statements, Notes, and Required Supplementary Information

Reporting Entity 

The National Aeronautics and Space Administration (NASA) is an independent agency established by Congress on October 1, 

1958 by the National Aeronautics and Space Act of 1958. NASA was incorporated from its predecessor agency, the National 

Advisory Committee for Aeronautics, which provided technical advice to the United States (U.S.) aviation industry and performed 

aeronautics research. Today, NASA serves as the principal agency of the U.S. Government for initiatives in civil space and aviation. 

NASA is organized into five Mission Directorates supported by one Mission Support Directorate (see Organization on page 10): 

• Aeronautics Research: conducts research which enhances aircraft performance, environmental compatibility, capacity, flexibility, 

and safety of the future air transportation system;

• Exploration Systems Development: defines and manages the systems development for programs critical to the Artemis lunar 

exploration initiatives and develops technologies and capabilities to support sustainable human deep space exploration;

• Science: Explores the Earth, Moon, Mars, and beyond; charts the best route of discovery, and obtains the benefits of Earth and 

space exploration for society;

• Space Operations: manages launch services, space communications and navigation, the International Space Station, and 

commercial space capabilities; and

• Space Technology: develops new technologies needed to support current and future NASA missions, other agencies, and the 

aerospace industry.

The Agency’s administrative structure includes the Senior Management Council, Executive Council, Mission Support Council, 

Agency Program Management Council, Acquisition Strategy Council, and other Committees to integrate strategic, tactical, and 

operational decisions in support of strategic focus and direction. 

Operationally, NASA is organized into nine Centers and other facilities across the country, the Headquarters Office, and the NASA 

Shared Services Center (NSSC). 

The Agency’s consolidated financial statements present the accounts of all funds that have been established and maintained to 

account for the resources under the control of NASA management.

Disclosure Entities 

The Federal Accounting Standards Advisory Board’s (FASAB) Statement of Federal Financial Accounting Standards (SFFAS) No. 

47, Reporting Entity, is intended to guide Federal agencies in recognizing complex, diverse organizations possessing varying legal 

designations (e.g., government agencies, not-for-profit organizations, and corporations) that are involved in addressing public 

policy challenges. It provides guidance for determining what organizations should be included in a Federal agency’s financial 

statements (consolidation entities) and footnote disclosures (disclosure entities; and related parties) for financial accountability 

purposes and is not intended to establish whether an organization is or should be considered a Federal agency for legal or 

political purposes. See Note 15, Disclosure Entity, for information on NASA’s disclosure entity.

Basis of Accounting and Presentation 

These consolidated financial statements are prepared in accordance with the Federal Accounting Standards Advisory Board 

(FASAB) standards in the format prescribed by the Office of Management and Budget (OMB) Circular No. A-136, Financial 

Reporting Requirements, Revised (June 2022). FASAB’s authority to set Federal Government accounting standards is recognized 

by the American Institute of Certified Public Accountants (AICPA). The financial statements present the financial position, net cost 

of operations, changes in net position, and budgetary resources of NASA, as required by the Chief Financial Officers Act of 1990, 

Public Law (P.L.) 101-576, and the Government Management Reform Act P.L. 103-356.

continued on the next page → 

NOTE 1: 1 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
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FINANCIAL SECTION — Financial Statements, Notes, and Required Supplementary Information

The accounting structure of Federal agencies is designed to reflect proprietary and budgetary accounting. Proprietary accounting 

uses the accrual method of accounting. Under the accrual method of accounting, revenues are recognized when earned and 

expenses are recognized when incurred, without regard to the timing of receipt or payment of cash. Budgetary accounting does 

not use the accrual method of accounting; it accounts for the sources and status of funds to facilitate compliance with legal controls 

over the use of Federal funds. Material intra-agency transactions and balances have been eliminated from the principal financial 

statements for presentation on a consolidated basis, except for the Statement of Budgetary Resources, which is presented on a 

combined basis in accordance with OMB Circular No. A-136. Accounting standards require all reporting entities to disclose that 

accounting standards allow certain presentations and disclosures to be modified, if needed, to prevent disclosure of classified 

information. In FY 2020, NASA implemented the requirements of paragraphs 2, 9, and 10 of SFFAS No. 57, Omnibus Amendments. 

The requirements set forth in paragraphs 3-8, 11 and 12 of the standard are effective in FY 2024 and early adoption is not permitted.

Budgets and Budgetary Accounting 

NASA complies with Federal budgetary accounting guidelines of OMB Circular No. A-11, Preparation, Submission and Execution of 

the Budget, Revised (August 2022). Congress funds NASA’s operations through nine main appropriations: Science; Aeronautics; 

Exploration; Space Operations; Science, Technology, Engineering and Mathematics Engagement; Safety, Security and Mission 

Services; Space Technology; Office of Inspector General; and Construction and Environmental Compliance and Restoration. NASA 

also receives reimbursements from reimbursable service agreements that cover the cost of goods and services NASA provides to 

other Federal entities or non-Federal entities. The reimbursable agreement price is based on cost principles to reasonably reflect 

the actual cost for the goods and services provided to the customer.

Research and Development (R&D), Other Initiatives and Similar Costs 

NASA makes substantial R&D investments for the benefit of the U.S. The R&D programs include activities to extend our 

knowledge of Earth, its space environment, and the universe; and to invest in new aeronautics and advanced space transportation 

technologies supporting the development and application of technologies. Following guidance outlined in the FASAB Technical 

Release No. 7, Clarification of Standards Relating to the National Aeronautics and Space Administration’s Space Exploration 

Equipment, NASA applies the Financial Accounting Standards Board’s (FASB) Accounting Standards Codification (ASC) 730-10-25, 

Research and Development — Recognition, and FASB ASC 730-10-50 Research and Development — Disclosure, to its R&D 

projects. Consistent with the above guidance, costs to acquire PP&E that is expected to be used only for a specific R&D project are 

expensed in the period they are incurred.

According to NASA's current 2022 Strategic Plan, functional areas previously recognized in Strategic Goal 4 were moved to 

Strategic Goal 2.

Exchange and Non-Exchange Revenue 

NASA classified revenues as either exchange or non-exchange. Exchange revenues are those transactions in which NASA provides 

goods and services to another party for a price, primarily through reimbursable agreements that are priced based on cost principles 

to reasonably reflect the actual cost for the goods and services provided to the customer. These revenues are presented on the 

Statement of Net Cost and serve to offset the costs of these goods and services. Non-exchange revenues result from donations 

to the Government and from the Government's right to demand payment for taxes, fines, and penalties. These revenues are not 

considered to reduce the cost of NASA's operations and are reported on the Statement of Changes in Net Position.

Application of Significant Accounting Estimates 

The preparation of financial statements requires management to make assumptions and reasonable estimates affecting the 

reported amounts of assets, liabilities, and disclosures of contingent liabilities as of the date of the financial statements. Also, the 

reported amounts of revenues and expenses for the reporting period. Accordingly, actual results may differ from those estimates. 

continued on the next page → 

NOTE 1: 1 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES(CONTINUED)
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NOTE 1: 1 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES(CONTINUED)

Fund Balance with Treasury 

The U.S. Department of the Treasury (Treasury) collects and disburses cash on behalf of Federal agencies during the fiscal year. 

The collections include funds appropriated by Congress to fund the Agency's operations and revenues earned for services that 

are provided to other Federal agencies or for the public. The disbursements are for goods and services in support of NASA's 

operations and for other liabilities. The Fund Balance with Treasury (FBWT) is an asset account that shows the available budget 

spending authority of Federal agencies.

Investments in U.S. Government Securities 

NASA investments include the following intragovernmental non-marketable securities: 

(1) The Endeavor Teacher Fellowship Trust Fund (Endeavor Trust Fund) was established from public donations in tribute to the 

crew of the Space Shuttle Challenger. The Endeavor Trust Fund biannual interest earned is reinvested in short-term bills. P.L. 102-

195 requires the interest earned from the Endeavor Trust Fund investments be used to create the Endeavor Teacher Fellowship 

Program.

(2) The Science, Space and Technology Education Trust Fund (Challenger Trust Fund) was established to advance science and 

technology education. The Challenger Trust Fund balance is invested in short-term bills and/or a bond when feasible. P.L. 100-404 

requires that a quarterly payment of $250,000 be sent to the Challenger Center from interest earned on the Challenger Trust 

Fund investments. In order to meet the requirement of providing funds to the Challenger Center, NASA typically invests the 

biannual interest earned in short-term bills with maturity that coincides with quarterly payments of $250,000 to beneficiaries. 

Interest received in excess of the amount needed for quarterly payment to beneficiaries may be reinvested. NASA has not been 

able to secure favorable returns on investment through securities issued by Treasury’s Bureau of the Fiscal Service in recent 

years that were available for previous long-term bond investments. In anticipation of insufficient interest earnings that will not 

meet NASA’s requirement to make quarterly disbursements, the Committees on Appropriations included a provision in both the 

FY 2022 and FY 2021 Consolidated Appropriations Act (P.L. 117-103 and P.L. 116-260) enabling NASA to utilize up to $1 million from 

the Safety, Security, and Mission Services (SSMS) appropriation for disbursement to the Challenger Center.

Accounts Receivable 

Most of NASA’s Accounts Receivable are for intragovernmental reimbursements for cost of goods and services provided to other 

Federal agencies; the rest are for debts to NASA by employees and non-Federal vendors. Allowances for delinquent non-Federal 

accounts receivable are based on factors such as: aging of accounts receivable, debtors’ ability to pay, payment history, and 

other relevant factors. Delinquent non-Federal accounts receivable over 120 days are referred to Treasury for collection, wage 

garnishment or cross-servicing in accordance with the Debt Collection Improvement Act (DCIA), as amended. An allowance for 

uncollectible accounts is recorded for Accounts Receivable due from the public and Federal sector in order to reduce Accounts 

Receivable to its net realizable value in accordance with SFFAS No. 1, Accounting for Selected Assets and Liabilities.

General Property, Plant and Equipment (G-PP&E) 

NASA reports depreciation and amortization expense using the straight-line method over an asset’s estimated useful life, 

beginning with the month the asset is placed in service. G-PP&E are capitalized assets with acquisition costs of $500,000 or more, 

a useful life of two years or more, and R&D assets that are determined at the time of acquisition to have alternative future use. 

Assets that do not meet these capitalization criteria are expensed. Capitalized costs include costs incurred by NASA to bring the 

property to a form and location suitable for its intended use. Certain NASA assets are held by Government contractors. Under 

provisions of the Federal Acquisition Regulation (FAR), the contractors are responsible for the control and accountability of the 

assets in their possession. These Government-owned, contractor-held assets are included within the balances reported in NASA’s 

financial statements.
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FINANCIAL SECTION — Financial Statements, Notes, and Required Supplementary Information

continued on the next page → 

1 NOTE 1:

SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES(CONTINUED)

NASA has barter agreements with international entities; the assets and services received under these barter agreements 

are unique, with limited easement to only a few countries, as these assets are on the International Space Station (ISS). The 

intergovernmental agreements state that the parties will seek to minimize the exchange of funds in the cooperative program, 

including the use of barters to provide goods and services. NASA has received some assets from these parties in exchange for 

future services. The fair value is indeterminable; therefore, no value was ascribed to these transactions in accordance with FASB 

ASC 845-10-25, Non-Monetary Transactions – Recognition, and ASC 845-10-50, Non-Monetary Transactions – Disclosure.

Statement of Federal Financial Accounting Standards (SFFAS) No. 10, Accounting for Internal Use Software, requires the 

capitalization of internally developed, contractor developed, and commercial off-the-shelf software. Capitalized costs for internally 

developed software include the full costs (direct and indirect) incurred during the software development stage only. For purchased 

software, capitalized costs include amounts paid to vendors for the software and other material costs incurred by NASA to 

implement and make the software ready for use through acceptance testing. NASA capitalizes costs for internal use software when 

the total projected cost is $1 million or more, and the expected useful life of the software is two years or more.

Liabilities Covered by Budgetary Resources 

As a component of a sovereign entity, NASA cannot pay for liabilities unless authorized by law and covered by budgetary resources. 

Liabilities Covered by Budgetary Resources are those for which appropriated funds are available as of the balance sheet date. 

Budgetary resources include: new budget authority, unobligated balances of budgetary resources at the beginning of the year or 

net transfers of prior year balances during the year, spending authority from offsetting collections (credited to an appropriation or 

fund account), and recoveries of unexpired budget authority through downward adjustments of prior year obligations.

Liabilities Not Covered by Budgetary Resources 

Liabilities Not Covered by Budgetary Resources include future environmental cleanup liability, legal claims, other retirement 

benefits, workers’ compensation, annual leave, and payables related to canceled appropriations. Liabilities not covered by 

budgetary resources require future congressional action whereas liabilities covered by budgetary resources reflect prior 

congressional action. Liabilities that do not require the use of budgetary resources are covered by monetary assets that are not 

budgetary resources to the entity.

Federal Employee Benefits Payable

A liability is recorded for workers’ compensation claims related to the Federal Employees’ Compensation Act (FECA), administered 

by the U.S. Department of Labor. The FECA provides income and medical cost protection to covered Federal civilian employees 

injured on the job, employees who have incurred a work-related occupational disease, and beneficiaries of employees whose death 

is attributable to a job-related injury or occupational disease. The FECA program initially pays valid claims and subsequently seeks 

reimbursement from the Federal agencies employing the claimants. The FECA liability includes the actuarial liability for estimated 

future costs of death benefits, workers’ compensation, medical and miscellaneous costs for approved compensation cases.

Personnel Compensation and Benefits 

Annual, Sick and Other Leave

Annual leave is accrued as it is earned; the accrual is reduced as leave is taken. Each year, the balance in the accrued annual leave 

account is adjusted to reflect current pay rates. To the extent current or prior year appropriations are not available to fund annual 

leave earned but not taken, funding will be obtained from future financing sources. Sick leave and other types of non-vested leave 

are expensed as taken.
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FINANCIAL SECTION — Financial Statements, Notes, and Required Supplementary Information

Retirement Benefits

NASA employees participate in the Civil Service Retirement System (CSRS), a defined benefit plan, or the Federal Employees 

Retirement System (FERS), a defined benefit and contribution plan. For CSRS employees, NASA makes contributions of 7.0 

percent of gross pay. For FERS employees, NASA makes contributions to the defined benefit plan of 16.0 percent of gross pay. For 

employees hired January 1, 2013, and after, NASA contributes 14.2 percent of gross pay. The Agency also contributes 1.0 percent 

to a thrift savings plan (contribution plan) for each employee and matches employee contributions to this plan up to an additional 

4.0 percent of gross pay.

Insurance Benefits

SFFAS No. 5, Accounting for Liabilities of the Federal Government, requires Government agencies to report the full cost of 

Federal Employee Health Benefits (FEHB) and the Federal Employees Group Life Insurance (FEGLI) Programs. NASA uses the 

applicable cost factors and data provided by the Office of Personnel Management (OPM) to value these liabilities.

Public-Private Partnerships 

Federal Accounting Standards Advisory Board (FASAB) Statement of Federal Financial Accounting Standards (SFFAS) No. 

49 requires agencies to assess and disclose public-private partnerships (P3) involving risk-sharing or limited protections and 

unequitable long-term benefit/costs characteristics greater than 5 years. Although NASA did not provide a P3 disclosure for FY 

2021 or prior, NASA is providing a disclosure related to leases and energy savings contracts for year-end September 30, 2022, 

and a narrative with insight into those activities that are often referred to as P3s. See Note 18

Reclassification of FY 2022 Information 

Certain reclassifications have been made to FY 2022 financial statements, notes, and supplemental information to better align 

with the Agency’s policies and procedures effective in FY 2022 and in accordance with the Treasury Financial Manual and OMB 

Circular A-136.

Subsequent Events 

Subsequent events have been evaluated per guidance in OMB Circular A-136 for FY 2022. The auditors’ report date is the date 

the financial statements are available to be issued and management determined that there are no other items to disclose related 

to NASA’s FY 2022 financial statements.

1 NOTE 1:

SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES(CONTINUED)
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FINANCIAL SECTION — Financial Statements, Notes, and Required Supplementary Information

NOTE 2:

FUND BALANCE WITH TREASURY

NOTE 3:

INVESTMENTS

2

3

Investments consist of non-marketable par value intragovernmental securities issued by the Treasury’s Bureau of the Fiscal 

Service. Trust fund balances are invested in Treasury securities, which are purchased at either a premium or discount and 

redeemed at par value exclusively through Treasury’s Federal Investment Branch. The effective-interest method is used to 

amortize the premium on the bond, and the straight-line method is used to amortize discounts on bills. 

Interest receivable on investments was zero in FY 2022 and FY 2021. In addition, NASA did not have any adjustments resulting 

from the sale of securities prior to maturity or any change in value that was more than temporary. 

2022

(In Millions) Cost Amortization Method

Amortized 

(Premium)

Discount

Interest

Receivable

Investments,

 Net

Other

Adjustments

Market Value 

Disclosure

Intragovernmental Securities: Straight-Line

Effective-Interest

Non-Marketable: Par value $ 15 0.741 - 3.413% $ — $ — $ 15 $ — $ 15 

Total $ 15 $ — $ — $ 15 $ — $ 15 

2021

(In Millions) Cost Amortization Method

Amortized 

(Premium)

Discount

Interest

Receivable

Investments,

 Net

Other

Adjustments

Market Value 

Disclosure

Intragovernmental Securities: Straight-Line

Effective-Interest

Non-Marketable: Par value $ 16 0.055 - 0.065% $ — $ — $ 16 $ — $ 16 

Total $ 16 $ — $ — $ 16 $ — $ 16 

The status of Fund Balance with Treasury (FBWT) represents the total fund balance recorded in the general ledger for unobligated 

and obligated balances. Unobligated balances — available is the amount remaining in appropriated funds available for obligation.

Unobligated balances — unavailable is primarily comprised of amounts remaining in appropriated funds used only for adjustments 

to previously recorded obligations. Obligated balance not yet disbursed is the cumulative amount of obligations incurred for which 

outlays have not been made. Non-Budgetary FBWT is comprised of amounts in non-appropriated funds.

(In Millions) 2022 2021

Status of Fund Balance with Treasury:

Unobligated Balances

Available $ 2,351 $ 2,491 

Unavailable 293 167 

Obligated Balance Not Yet Disbursed 14,482 13,215 

Non-Budgetary FBWT 30 26 

Total $ 17,156 $ 15,899 
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FINANCIAL SECTION — Financial Statements, Notes, and Required Supplementary Information

2022 2021

(In Millions) Accounts 

Receivable

Allowance for

 Uncollectible 

Accounts

Net 

Amount 

Due

(In Millions) Accounts 

Receivable

Allowance for 

Uncollectible 

Accounts

Net 

Amount 

Due

Intragovernmental $ 57 $ — $ 57 Intragovernmental $ 90 $ — $ 90 

Public 1 — 1 Public 1 — 1 

Total $ 58 $ — $ 58 Total $ 91 $ — $ 91 

continued on the next page → 

NOTE 4:

ACCOUNTS RECEIVABLE, NET

NOTE 5:

GENERAL PROPERTY, PLANT AND EQUIPMENT, NET

4

5

There are no known restrictions to the use or convertibility of NASA G-PP&E. The composition of NASA G-PP&E as of 

September 30, 2022 and 2021 is presented in the table below. Information concerning deferred maintenance and repairs and 

estimated land acreage is discussed in unaudited required supplementary information.

2022

(In Millions) Depreciation 

Method

Estimated 

Useful Life Cost Accumulated 

Depreciation Book Value

General PP&E

Structures, Facilities and Leasehold Improvements Straight-Line 15-40 Years $ 12,129 $ (9,104) $ 3,025

Equipment Straight-Line 5-20 Years 16,464 (15,316) 1,148 

Work In Progress - Personal Property N/A N/A 2,620 — 2,620 

Construction In Progress - Real Property N/A N/A 722 — 722 

Internal Use Software Straight-Line 5 Years 253 (249) 4 

Land N/A N/A 124 — 124 

Total $ 32,312 $ (24,669) $ 7,643

The Accounts Receivable balance represents net valid claims by NASA to cash or other assets of other entities. Intragovernmental 

Accounts Receivable represents reimbursements due from other Federal entities for goods and services provided by NASA on a 

reimbursable basis. Accounts Receivable due from the public is the total of miscellaneous debts owed to NASA from employees and/ 

or smaller reimbursements from other non-Federal entities. A periodic evaluation of accounts receivable is performed to estimate 

any uncollectible amounts based on current status, financial and other relevant characteristics of debtors, and the overall relationship 

with the debtor. An allowance for uncollectible accounts is recorded for Accounts Receivable due from the public and Federal sector 

to reduce Accounts Receivable to its net realizable value in accordance with SFFAS No. 1, Accounting for Selected Assets and 

Liabilities. The total allowance for uncollectible accounts during FY 2022 and FY 2021 is less than one–half million dollars.
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FINANCIAL SECTION — Financial Statements, Notes, and Required Supplementary Information

continued on the next page → 

NOTE 6: 6 STEWARDSHIP PP&E

Federal agencies are required to classify and report heritage assets, multi-use heritage assets, and stewardship land in accordance 

with SFFAS No. 29, Heritage Assets and Stewardship Land. Stewardship PP&E have physical characteristics similar to those 

of G-PP&E, but differ from G-PP&E because their value is more intrinsic and not easily determinable in dollars. The only type of 

stewardship PP&E owned by NASA are heritage assets.

Heritage assets are PP&E that possess one or more of the following characteristics:

• Historical or natural significance;

• Cultural, educational, or artistic (e.g., aesthetic importance); and

• Significant architectural characteristics.

There is no minimum dollar threshold for designating PP&E as a heritage asset, and depreciation expense is not taken on these 

assets. For these reasons, heritage assets (other than multi-use heritage assets) are reported in physical units, rather than with 

assigned dollar values. In accordance with SFFAS No. 29, the cost of acquisition, improvement, reconstruction, or renovation of 

heritage assets is expensed in the period incurred.

2021

(In Millions) Depreciation 

Method

Estimated 

Useful Life Cost Accumulated 

Depreciation Book Value

General PP&E

Structures, Facilities and Leasehold Improvements Straight-Line 15-40 Years $ 12,017 $ (8,812) $ 3,205

Equipment Straight-Line 5-20 Years 16,504 (15,161) 1,343 

Work In Progress — Personal Property N/A N/A 1,695 — 1,695 

Construction In Progress — Real Property N/A N/A 608 — 608 

Internal Use Software Straight-Line 5 Years 253 (246) 7 

Land N/A N/A 124 — 124 

Total $ 31,201 $ (24,219) $ 6,982

The following table presents the changes in total PP&E and accumulated depreciation from 

October 1, 2021 to September 30, 2022 and October 1, 2020 to September 30, 2021.

Net PP&E

(In Millions) 2022 2021

Balance Beginning of Year $ 6,982 $ 6,195

Capitalized acquisitions 1,305 1,418 

Disposition (73) (101)

Transfers in/out w/o reimbursement (3) —

Depreciation expense (568) (544)

Donations — 14 

Balance End of Year $ 7,643 $ 6,982

NOTE 5:

GENERAL PROPERTY, PLANT AND EQUIPMENT, NET(CONTINUED)
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FINANCIAL SECTION — Financial Statements, Notes, and Required Supplementary Information

Throughout the history of NASA’s operations, the Agency has become an owner of historic buildings, structures, historical artifacts, 

art, and other cultural resources. The protection and conservation of these heritage assets is an essential part of the Agency’s 

mission. NASA acquires such assets as a result of donation, or acquires the assets as a result of historically significant items being 

retired from active service and preserved by the Agency for historic purposes. When capitalized assets are identified as heritage 

assets and no longer predominately serve NASA’s primary operations, their values are removed from the PP&E accounts. Any 

maintenance costs incurred for the upkeep of the heritage assets are expensed in the period incurred.

Assets that have a heritage function and are used in NASA’s day-to-day operations are considered multi-use heritage assets. 

NASA’s multi-use heritage assets consist of items such as launch pads, research labs, and wind tunnels still in operational use. 

Such assets that meet the capitalization criteria are accounted for as G-PP&E and depreciated over their estimated useful life in 

the same manner as other G-PP&E. Multi-use heritage assets are presented at the individual item level. As of September 30, 2022 

and 2021, the total number of NASA’s multi-use heritage assets were 509 and 523 respectively.

When a G-PP&E has no use in operations, but is designated as a heritage asset, its cost and accumulated depreciation are 

reclassified and removed from the G-PP&E asset accounts. Such assets remain on the record as heritage assets, except where 

there is legal authority for transfer or sale at which time they are removed from the heritage asset record. Heritage assets are 

withdrawn when they are disposed or reclassified as multi-use heritage assets. Heritage assets are generally in fair condition 

suitable for display.

SFFAS No. 29 provides agencies with considerations for defining individual physical heritage assets units as a collection, or 

a group of assets, where appropriate. NASA has reviewed and categorized its heritage assets into collection-type and noncollection-type assets. NASA’s collection-type heritage assets include Air and Space Displays and Artifacts, and Art as described 

in the following paragraphs.

• Air and Space Displays and Artifacts collections are classified based on the physical custody of the asset. There are two 

collections: NASA-held and Contractor-held. Each collection is composed of assorted mementos of historic NASA events. 

Examples include items from previous missions that have historical significance to NASA and historic mission control artifacts 

that possess educational value and enhance the public’s understanding of NASA’s numerous programs.

• Art collection includes artwork inspired by the U.S. Aerospace program, as well as historical books, documents, and other library 

materials that document NASA’s history. This collection is comprised of items created by artists who have contributed their time 

and talent to record their impressions of the history of the U.S. Aerospace Program through paintings, drawings, written form, 

and other media. These works of art not only provide a historic record of NASA projects, but they also support NASA’s mission 

by giving the public a new and more comprehensive understanding of advancements in aerospace.

NASA’s non-collection-type heritage assets include historic buildings, bunkers, towers, test stands, and properties that are listed or 

eligible to be listed on the National Register of Historic Places and National Historic Landmarks, and other resources.

• Non-collection-type heritage assets were established by locations for specific reasons and to pursue a variety of goals. Each 

is home to specific areas of expertise and support different elements of NASA’s missions, taking on a unique identity. They 

provide the public with tangible examples of assets with historical significance or educational importance to NASA programs 

and missions at each location.

Total physical units, along with the 

additions and withdrawals for the fiscal 

year ended September 30, 2022 and 

2021 for NASA’s heritage assets are 

displayed in the table right:

Heritage Assets (In Physical Units) 2021 Additions Withdrawals 2022

Collection-type

Air and Space Displays and Artifacts 2 — — 2

Art 1 — — 1

Non-Collection-type

NASA Locations 9 — — 9

Total Heritage Assets 12 — — 12

NOTE 6:

STEWARDSHIP PP&E(CONTINUED)
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FINANCIAL SECTION — Financial Statements, Notes, and Required Supplementary Information

NOTE 7: 7 OTHER ASSETS

NOTE 8: 8 LIABILITIES NOT COVERED BY BUDGETARY RESOURCES

NASA’s Other Assets consists of G-PP&E that NASA determined 

are no longer needed and are awaiting disposal, retirement, or 

removal from service. The G-PP&E Other Assets are recorded 

at estimated net realizable value. Other Assets at the end of the 

period totaled $4 million as of September 30, 2022 and $5 million 

as of September 30, 2021.

Liabilities Not Covered by Budgetary Resources include future environmental cleanup liability, legal claims, other retirement 

benefits, workers’ compensation, annual leave, and payables related to canceled appropriations. Liabilities not covered by 

budgetary resources require future congressional action whereas liabilities covered by budgetary resources reflect prior 

congressional action. Liabilities that do not require the use of budgetary resources are covered by monetary assets that are not 

budgetary resources to the entity.

The present value of the FECA actuarial liability estimate at year-end was calculated by the Department of Labor using a discount 

rate of 2.12 percent in FY 2022 and 2.23 percent in FY 2021. This liability includes the estimated future costs for claims incurred 

but not reported (IBNR) or approved as of the end of each year. NASA has recorded accounts payable related to canceled 

appropriations for which there are contractual commitments to pay. These payables will be funded from appropriations available 

for obligation at the time a bill is processed, in accordance with P.L. 101-510, National Defense Authorization Act.

(In Millions) 2022 2021

With the Public

G-PP&E – Removed from 

Service and Pending Disposal $ 4 $ 5 

Total Other Assets $ 4 $ 5 

(In Millions) 2022 2021

Intragovernmental Liabilities:

Accounts Payable $ 55 $ 166 

Advances From Others and Deferred Revenue 50 55 

Other 138 50 

Total Intragovernmental $ 243 $ 271 

Accounts Payable 1,840 1,747 

Federal Employee Benefits Payable 300 320 

Environmental and Disposal Liabilities 2,130 2,127 

Less: Environmental and Disposal Liabilities - Funded (125) (118)

Advances from Others and Deferred Revenues 155 148 

Other Accrued Liabilities 1,931 1,823 

Other Liabilities 93 222 

Total Liabilities Not Covered by Budgetary Resources 2,635 2,463 

Total Liabilities Covered by Budgetary Resources 4,031 4,173 

Total Liabilities Not Requiring Budgetary Resources 26 22 

Total Liabilities $ 6,692 $ 6,658 
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FINANCIAL SECTION — Financial Statements, Notes, and Required Supplementary Information

continued on the next page → 

NOTE 9: 9 ENVIRONMENTAL AND DISPOSAL LIABILITIES

In accordance with guidance issued by FASAB, if an agency is required by Federal, state, and local statutes and regulation to 

clean up hazardous waste resulting from Federal operations, the amount of cleanup cost, if estimable, must be reported and/or 

disclosed in the financial statements.

The statutes and regulations most applicable to NASA environmental reporting, clean-up, and monitoring liabilities include: the 

Comprehensive Environmental Response, Compensation and Liability Act; the Resource Conservation and Recovery Act; the 

Nuclear Waste Policy Act of 1982; and applicable state and local laws.

NASA assesses the likelihood of required cleanup as probable (more likely than not to occur), reasonably possible (more than 

remote but less than probable), or remote (slight chance of occurring). If the likelihood of required cleanup is probable and 

the cost can be reasonably estimated, a liability is recorded in the financial statements. If the likelihood of required cleanup 

is reasonably possible, the estimated cost of cleanup is disclosed in the notes to the financial statements. If the likelihood of 

required cleanup is remote, no liability or estimate is recorded or disclosed.

Environmental and Disposal Liabilities Represent Cleanup Costs Resulting From:

• Operations, including facilities obtained from other governmental entities, that have resulted in contamination from waste 

disposal methods, leaks and spills;

• Other past activity that created a public health or environmental risk, including identifiable costs associated with asbestos 

abatement; and

• Total cleanup costs associated with the removal, containment, and/or disposal of hazardous wastes or material and/or property 

at permanent or temporary closure or shutdown of associated PP&E.

Environment and disposal liabilities as of September 30, 2022 and 2021 were as follows:

Restoration Projects

NASA recorded a total estimated liability for known restoration projects of $1.882 billion in FY 2022. This was a decrease of $11 

million from $1.893 billion recorded in FY 2021. The decrease in this liability is primarily due to the availability of new or updated 

information on the extent of contamination and refinements to the estimation methodology. The liability for each restoration 

project is estimated for a duration of no more than 30 years, except where required by state statutes, regulations, or an 

agreement.

In addition to the probable cleanup costs for known hazardous conditions recognized in the financial statements, there are other 

remediation sites where the likelihood of required cleanup for known hazardous conditions is reasonably possible. Remediation 

costs at certain sites classified as reasonably possible were estimated to be $11 million for FY 2022 and $12 million for FY 2021.

(In Millions) 2022 2021

Environmental Liabilities

Restoration Projects $ 1,882 $ 1,893 

Asbestos 197 182 

End of Life Disposal of Property, Plant and Equipment 51 52 

 Total Environmental and Disposal Liabilities $ 2,130 $ 2,127 
nasa.gov NASA FY 2022 / Agency Financial Report / 64

FINANCIAL SECTION — Financial Statements, Notes, and Required Supplementary Information

NOTE 9:

ENVIRONMENTAL AND DISPOSAL LIABILITIES(CONTINUED)

With respect to environmental remediation that NASA considers probable or reasonably possible but not estimable, NASA 

concluded that either the likelihood of a NASA liability is less than probable but more than remote, or the regulatory drivers and/or 

technical data that exist are not reliable enough to calculate an estimate.

Asbestos

NASA maintains numerous structures and facilities across each of its Centers that are known to contain asbestos. In 

accordance with FASAB Technical Bulletin 2006-1, Recognition and Measurement of Asbestos Related Cleanup Costs, NASA 

and other Federal entities are required to recognize a liability for probable asbestos cleanup costs. FASAB Technical Release 

10, Implementation Guidance on Asbestos Cleanup Costs Associated with Facilities and Installed Equipment, allows for an 

extrapolation of asbestos cleanup cost estimates for similar properties to develop an Agency-wide cleanup estimate. NASA uses 

actual costs incurred to clean up asbestos in NASA structures and facilities that were recently demolished or fully renovated 

to estimate the asbestos liability. Agency-wide asbestos cleanup cost factors were developed for both structures and facilities 

measured in square feet and for those not measured in square feet. These cost factors were then extrapolated across applicable 

NASA structures and facilities. The asbestos cleanup cost liability of $197 million in FY 2022 represents an increase of $15 million 

compared to the $182 million recorded in FY 2021.

End of Life Disposal of Property, Plant and Equipment

Consistent with SFFAS No. 5, Accounting for Liabilities of the Federal Government and with SFFAS No. 6, Accounting for Property, 

Plant, and Equipment, NASA estimates the anticipated environmental disposal cleanup costs for PP&E. NASA recognizes 

and records in its financial statements an environmental cleanup liability for end-of-life disposal of PP&E that is probable and 

measurable.

NASA recorded a total estimated liability for the end-of-life disposal of PP&E of $51 million in FY 2022. This was a decrease of $1 

million over the $52 million recorded in FY 2021. This estimate includes both facilities with permits that require cleanup and an 

estimate for all remaining PP&E. As described in the following paragraphs, this estimate also considers end-of-life disposal costs 

for assets in space, including the ISS and satellites.

The current proposed decommissioning approach for the ISS is to execute a controlled targeted deorbit to a remote ocean 

location. This is consistent with the approach used to deorbit other space vehicles (e.g., Russia’s Progress, Europe’s Automated 

Transfer Vehicle (ATV) and Japan’s H-II Transfer Vehicle (HTV)). The documented target reliability for this decommissioning 

approach is 99 percent. Prior to decommissioning the ISS, any hazardous materials on board the ISS would be removed 

or jettisoned. As a result, only residual quantities of hazardous, toxic, and radioactive materials would remain prior to the 

decommissioning.

Based on past experience with the re-entry of satellites, larger portions or fragments of the ISS would be expected to survive the 

thermal and aerodynamic stresses of reentry. However, the historical disposal of satellites and vehicles into broad ocean areas 

with a controlled deorbit has left little evidence of their re-entry. Any remaining contamination in the ISS debris field would not be 

expected to have a substantive impact on marine life. Therefore, the probability of NASA incurring environmental cleanup costs 

related to the ISS is remote and no estimate for such costs has been developed or reported in these financial statements.
nasa.gov NASA FY 2022 / Agency Financial Report / 65

FINANCIAL SECTION — Financial Statements, Notes, and Required Supplementary Information

NOTE 10: 10 OTHER LIABILITIES

Intragovernmental Other Liabilities primarily represent accrued cost estimates for goods and services performed by Federal 

trading partners, and Advances from Others relates to agreements for services between NASA and Federal trading partners for 

reimbursable services performed.

Other Liabilities with public entities primarily represents unfunded annual leave and funded sick leave that have been earned but 

not taken by NASA employees, and Advances from Others primarily consists of payments received from non-Federal entities in 

advance of NASA’s performance of services under reimbursable agreements.

Other Accrued Liabilities primarily consist of the accrual of contractor costs with related budgetary obligations for goods and 

services performed. The period of performance for contractor contracts typically spans the duration of NASA programs, which 

could be for a number of years prior to final delivery of the product. In such cases, NASA records a cost accrual throughout the 

fiscal year as the work is performed. Other Accrued Liabilities also include the accrual of IBNR grant program costs incurred 

without related budgetary obligations in support of NASA’s research and development and other related activities.

2022 2021

(In Millions) Current Non-Current Total Current Non-Current Total

Intragovernmental

Employer Contributions and Payroll Taxes Payable $ 50 $ — $ 50 $ 44 $ — $ 44 

Other Liabilities With Related Budgetary Obligations 82 — 82 — — — 

Other Post-Employment Benefits Due and Payable 5 1 6 5 1 6 

Total Intragovernmental $ 137 $ 1 $ 138 $ 49 $ 1 $ 50 

With the Public

Other Accrued Liabilities 1,931 — 1,931 1,823 — 1,823 

Other Liabilities

Accrued Funded Payroll and Leave 13 — 13 128 — 128 

Liability for Non-Fiduciary Deposit Funds and 

Undeposited Collections 26 — 26 22 — 22 

Contingent Liabilities — — — 16 — 16 

Other Liabilities Without Related Budgetary 

Obligations 54 — 54 56 — 56 

Total With the Public $ 2,024 $ — $ 2,024 $ 2,045 $ — $ 2,045 

Total Other Liabilities $ 2,161 $ 1 $ 2,162 $ 2,094 $ 1 $ 2,095 
nasa.gov NASA FY 2022 / Agency Financial Report / 66

FINANCIAL SECTION — Financial Statements, Notes, and Required Supplementary Information

The FY 2024 Budget of the United States Government (President’s Budget), which presents the actual amounts for the year ended 

September 30, 2022, has not been published as of the issue date of these financial statements. The FY 2024 Budget of the 

United States Government will be published on a later date at https://www.whitehouse.gov/omb/budget.

NASA reconciled the amounts of the FY 2021 column on the Statement of Budgetary Resources (SBR) to the actual amounts for 

FY 2021 in the FY 2023 President’s Budget for budgetary resources, new obligations, upward adjustments (total), distributed 

offsetting receipts, and net outlays as presented below.

The difference between the SBR and the President’s Budget represents expired accounts and distributed offsetting receipts 

reported on the SBR but not in the President’s Budget.

NOTE 12:

EXPLANATION OF DIFFERENCES BETWEEN THE SBR 12 AND THE BUDGET OF THE U.S. GOVERNMENT

(In Millions) Budgetary 

Resources

New Obligations & Upward Adjustments (Total)Distributed 

Offsetting 

Receipts Net Outlays

Combined Statement of Budgetary Resources $ 27,897 $ 25,239 $ (4) $ 22,253 

Included on SBR, not in President’s Budget

Expired Accounts (146) (23) — — 

Distributed Offsetting Receipts — — 4 — 

Budget of the United States Government $ 27,751 $ 25,216 $ — $ 22,253 

NASA is a party in various administrative proceedings, court actions (including tort suits), and claims. For cases in which 

management and legal counsel believe it is probable that the outcomes will result in a loss to NASA, contingent liabilities are 

recorded. There are certain cases where the likelihood of loss is deemed reasonably possible. A contingent liability is not required 

to be recorded for these cases; however, the estimated range of loss is disclosed below.

Additionally, there are cases reviewed by legal counsel where the likelihood of loss is deemed remote. A contingent liability is not 

required to be recorded or disclosed for these cases.

NOTE 11: 11 COMMITMENTS AND CONTINGENCIES

2022 2021

Estimated Range of Loss Estimated Range of Loss

(In Millions) Accrued Liabilities Lower End Upper End Accrued Liabilities Lower End Upper End

Legal Contingencies:

Probable $ — $ — $ — $ 16 $ — $ — 

Reasonably Possible $ 25 $ 36 $ — $ 16
nasa.gov NASA FY 2022 / Agency Financial Report / 67

FINANCIAL SECTION — Financial Statements, Notes, and Required Supplementary Information

Undelivered Orders represent the amount of goods and/or services 

ordered to perform NASA’s mission objectives, which have not been 

received. Undelivered Orders at the end of the period totaled $12.3 billion 

as of September 30, 2022 and $11.3 billion as of September 30, 2021.

continued on the next page → 

NOTE 13:

UNDELIVERED ORDERS AT 13 THE END OF THE PERIOD

(In Millions) 2022 2021

Federal

Unpaid $ 690 $ 730 

Paid 133 200

Total 823 930 

Nonfederal

Unpaid $ 11,490 $ 10,326 

Paid 28 10 

Total 11,518 10,336

Total Undelivered Orders $ 12,341 $ 11,266

NOTE 14: 14 RECONCILIATION OF NET COST TO NET OUTLAYS

Budgetary accounting is used for planning and control purposes and relates to both the receipt and use of cash, as well as reporting the 

Federal deficit. Financial accounting is intended to provide a picture of the Government’s financial operations and financial position on an 

accrual basis. The accrual basis includes information about costs arising from the consumption of assets and the incurrence of liabilities. 

The reconciliation of net outlays is presented on a budgetary basis, and the net cost is presented on an accrual basis, which provides 

an explanation of the relationship between budgetary and financial accounting information. The reconciliation serves not only to identify 

costs in the past and those paid in the future, but also to assure integrity between budgetary and financial accounting. The analysis below 

illustrates this reconciliation by listing the key differences between net cost and net outlays.

2022

(In Millions) Intragovernmental With the Public Total

Net Cost $ 273 $ 22,366 $ 22,639 

Components of Net Cost Not Part of the Budgetary Outlays

Property, plant, and equipment depreciation expense — (568) (568)

Property, plant, and equipment disposals and revaluations — (74) (74)

Applied overhead/cost capitalization offset — 1,305 1,305 

Donations — — — 

Gains/Losses on all other investments — (1) (1)

Increase/(Decrease) in Assets:

Accounts receivable, net (34) — (34)

Other assets (58) 9 (49)

(Increase)/Decrease in Liabilities:

Accounts payable 49 (93) (44)

Environmental and disposal liabilities — (3) (3)

Federal employee benefits payable — 20 20 

Other Liabilities 38 16 54 

Financing Sources:

Imputed Cost (165) — (165)

Total Components of Net Cost Not Part of the Budgetary Outlays (170) 611 441 

Components of the Budgetary Outlays Not Part of Net Cost:

Financing Sources:

Donated Revenue — (2) (2)

Transfers out (in) without reimbursements 3 — 3 

Total Components of the Budgetary Outlays Not Part of Net Cost 3 (2) 1 

Misc Items

Distributed offsetting receipts (SBR 4200) (3) — (3)

Custodial/Non-exchange revenue — — — 

Other Temporary Timing Differences (3) 2 (1)

Appropriated Receipts for Trust/Special Funds 2 — 2 

Total Other Reconciling Items (4) 2 (2)

Total Net Outlays (Calculated Total) $ 102 $ 22,977 $ 23,079 

Budgetary Agency Outlays, net (SBR 4210) $ 23,079 
nasa.gov NASA FY 2022 / Agency Financial Report / 68

FINANCIAL SECTION — Financial Statements, Notes, and Required Supplementary Information

2021

(In Millions) Intragovernmental With the Public Total

Net Cost $ 138 $ 21,864 $ 22,002 

Components of Net Cost Not Part of the Budgetary Outlays

Property, plant, and equipment depreciation expense — (544) (544)

Property, plant, and equipment disposals and revaluations — (101) (101)

Applied overhead/cost capitalization offset — 1,418 1,418 

Donations — 14 14 

Increase/(Decrease) in Assets:

Accounts receivable, net (19) — (19)

Other assets 15 15 30 

(Increase)/Decrease in Liabilities:

Accounts payable 17 (456) (439)

Environmental and disposal liabilities — 46 46 

Federal employee benefits payable — (6) (6)

Other Liabilities (11) 32 21 

Financing Sources:

Imputed Cost (156) — (156)

Total Components of Net Cost Not Part of the Budgetary Outlays (154) 418 264 

Misc Items

Distributed offsetting receipts (SBR 4200) (4) — (4)

Custodial/Non-exchange revenue — (18) (18)

Non-Entity Activity 4 — 4 

Appropriated Receipts for Trust/Special Funds 1 — 1 

Total Other Reconciling Items 1 (18) (17)

Total Net Outlays (Calculated Total) $ (15) $ 22,264 $ 22,249 

Budgetary Agency Outlays, net (SBR 4210) $ 22,249 

NOTE 15: 15 DISCLOSURE ENTITY

The Jet Propulsion Laboratory (JPL) is a NASA-owned facility which serves as a Federally Funded Research and Development Center (FFRDC). The 

facility commenced activities in the mid-1930s and at that time was sponsored by the U.S. Army to develop rocket technology and missile systems.

The California Institute of Technology (Caltech), a private, not-for-profit 501(c)(3) university, manages JPL pursuant to a sole-source, five-year, Federal 

Acquisition Regulation (FAR)-based contract with NASA. The value of NASA’s Caltech contract for FY 2022 was $3 billion. Under this contract, NASA 

issues task orders to Caltech for various research programs and projects conducted at JPL. The contract is subject to the usual FAR-based Federal 

contract oversight and reporting requirements. Caltech has managed JPL as a NASA FFRDC since 1959. 

Caltech and NASA’s relationship at JPL is governed by the terms and conditions of their contract which does not give NASA responsibility for or 

insight into Caltech’s business objectives or operations at JPL. JPL staff is comprised of Caltech employees and contractors, while NASA has a 

resident office at the facility staffed by Federal managers who administer the NASA/Caltech contract. The physical plant and equipment used to 

conduct operations under the contract are Government furnished property and material, made available to Caltech for the performance of its contract 

with NASA, and includes contractor-acquired property. The work performed by JPL for NASA is funded by NASA as part of one or more of NASA’s 

major programs and supports NASA’s missions and programs. Every year, JPL issues a review of its accomplishments. JPL’s Annual Reports are found 

at JPL Annual Reports (nasa.gov). 

NASA has the unilateral authority to establish or amend the fundamental purpose and mission of activities at its JPL FFRDC. NASA’s contract with 

Caltech reflects and incorporates NASA’s authority into its terms and conditions. NASA also has the unilateral authority to orderly phase down and 

close its FFRDC and thus, the NASA contract with Caltech. As such, the contract terms allow NASA to close the FFRDC, transfer sponsorship of the 

FFRDC to another sponsor (Federal agency), transition the FFRDC to another contractor (e.g., another University), or renew the contract. In the event 

of a termination of its contract with Caltech for the management of JPL, JPL would only receive costs that NASA deems allowable, allocable, and 

reasonable under the contract’s terms.

NOTE 14:

RECONCILIATION OF NET COST TO NET OUTLAYS(CONTINUED)
nasa.gov NASA FY 2022 / Agency Financial Report / 69

FINANCIAL SECTION — Financial Statements, Notes, and Required Supplementary Information

continued on the next page → 

NOTE 16:

RECLASSIFICATION OF FINANCIAL STATEMENT LINE 16 ITEMS FOR FINANCIAL REPORT COMPILATION PROCESS

FY 2022 NASA Statement of Net Cost Line Items Used to Prepare

FY 2022 Government-wide Statement of Net Cost

Financial Statement Line Amounts

(In Millions)

Amounts

(In Millions) Reclassified Financial Statement Line

Gross Costs 24,211 Gross Cost

 22,640 Non-Federal Gross Cost

 22,640 Total Non-Federal Gross Cost

Federal Gross Cost

 606 Benefit Program Costs

 165 Imputed Costs

 630 Buy/Sell Costs

170 Other Expenses (without reciprocals)

 1,571 Total Federal Gross Cost

Total Gross Costs 24,211 24,211 Department Total Gross Cost

Earned Revenue 1,572 Earned Revenue

 274 Non-Federal Earned Revenue

Federal Earned Revenue

 1,298 Buy/Sell Revenue (Exchange)

 1,298 Total Federal Earned Revenue

Total Earned Revenue 1,572 1,572 Department Total Earned Revenue

Net Cost 22,639 22,639 Net Cost of Operations

To prepare the Financial Report of the U.S. Government (FR), the Department of the Treasury requires agencies to submit an adjusted trial 

balance, which is a listing of amounts by U.S. Standard General Ledger account that appear in the financial statements. Treasury uses the 

trial balance information reported in the Government-wide Treasury Account Symbol Adjusted Trial Balance System (GTAS) to develop 

a Reclassified Statement of Net Cost and a Reclassified Statement of Changes in Net Position. Treasury eliminates intragovernmental 

balances from the reclassified statements and aggregates lines with the same title to develop the FR statements. This note shows the 

Agency’s financial statements and the Agency’s reclassified statements prior to elimination of intragovernmental balances and prior to 

aggregation of repeated FR line items. A copy of the 2021 FR can be found here: Bureau of the Fiscal Service - Reports, Statements & 

Publications (treasury.gov) and a copy of the 2022 FR will be posted to this site as soon as it is released.

The term “intragovernmental” is used in this note to refer to amounts that result from other components of the Federal Government.

The term “non-Federal” is used in this note to refer to Federal Government amounts that result from transactions with non-Federal 

entities. These include transactions with individuals, businesses, non-profit entities, and State, local, and foreign governments. The 

Agency does not have funds from dedicated collections.
nasa.gov NASA FY 2022 / Agency Financial Report / 70

FINANCIAL SECTION — Financial Statements, Notes, and Required Supplementary Information

NOTE 17: 17 COVID-19 ACTIVITY

NOTE 16:

RECLASSIFICATION OF FINANCIAL STATEMENT LINE ITEMS FOR 

FINANCIAL REPORT COMPILATION PROCESS(CONTINUED)

NASA received $60 million in FY 2020, provided for in 

its Safety, Security, and Mission Services appropriation 

to prevent, prepare for, and respond to the coronavirus 

domestically or internationally. That appropriation was 

funded by the Coronavirus Aid, Relief, and Economic 

Security Act (CARES Act) (P.L. No. 116-136), Emergency (DEF 

Code N). There was no additional funding provided. In FY 

2020, $40 million was obligated and $14 million disbursed. 

In FY 2021, $20 million was obligated and $38 million was 

disbursed. As of FY 2021, all funding was fully obligated. In 

FY 2022, a downward adjustment of $1 million occurred and 

the remaining $7 million was disbursed.

COVID-19 Activity Funded by DEF Code N

(In Millions) FY 2022 FY 2021

Budgetary Resources: Unobligated (and 

unexpired) Balance Carried Forward from PY $ — $ 20

New Budget Authority (+) — —

Recission(-)/Other Changes (+/-) to Budgetary 

Resources — —

Budgetary Resources Obligated (-) (1) 20

Budgetary Resources: Unobligated (and 

unexpired) Balance to be Carried Forward — —

Outlays, Net (Total) $ 7 $ 38

FY 2022 NASA Statement of Changes in Net Position Line Items Used to Prepare

FY 2022 Government-wide Statement of Changes in Net Position

Financial Statement Line Amounts

(In Millions)

Amounts

(In Millions) Reclassified Financial Statement Line

Unexpended Appropriations

Beginning Balance 11,822 11,822 Net Position, Beginning of Period

Appropriations Received 24,363 

24,333 Appropriations Received as Adjusted

Other Adjustments (30)

Appropriations Used (23,204) (23,204) Appropriations Used

Net Change in Unexpended Appropriations 1,129 1,129 

Total Unexpended Appropriations 12,951 12,951 

Cumulative Results from Operations

Beginning Balance 4,529 4,529 Net Position, Beginning of Period

Appropriations Used 23,204 23,204 Appropriations Expended

Donations and Forfeitures of Cash

and Cash Equivalents 2

5 Other Taxes and Receipts

(3) Non-Entity Collections Transferred to the General Fund

of the U.S. Government

Transfers In/Out Without Reimbursement (3) (3) Transfers-out Without Reimbursement

Imputed Financing 165 165 Imputed Financing Sources

Net Cost of Operations (22,639) (22,639) Net Cost of Operations

Net Change in Cumulative Results of 

Operations 729 729 

Total Cumulative Results of Operations 5,258 5,258 

Net Position 18,209 18,209 Net Position, End of Period
nasa.gov NASA FY 2022 / Agency Financial Report / 71

FINANCIAL SECTION — Financial Statements, Notes, and Required Supplementary Information

NOTE 18: 18 PUBLIC-PRIVATE PARTNERSHIPS (P3)

NASA engages in various relationships with private entities in furtherance of NASA’s Mission and Strategic Goals and describes 

many of these relationships as “public-private partnerships.” The terminology is used informally to describe working relationships 

between NASA, its contractors, and industry partners rather than used to describe a financial benefit or risk sharing relationship as 

set forth in the criteria and characteristics of SFFAS No. 49. Many of these relationships cover Science, Technology, Engineering, 

and Mathematics (STEM) activities; research and development; technology transfer; commercialization of space capabilities and 

operations; and other mission projects, but do not otherwise meet SFFAS No. 49 requirements. 

While these relationships support education, innovation, research, and economic growth to further the Nation’s space program 

and other missions, NASA also collaborates with private entities for commercial space capabilities in accordance with the National 

Space Policy of the United States (the latest iteration of which was issued December 9, 2020)1

. The National Space Policy 

establishes principles and goals for the Nation’s Space Programs. One such principle provides for “A robust, innovative, and 

competitive commercial space sector is the source of continued progress and sustained United States leadership in space” and 

states that “The United States remains committed to encouraging and facilitating the continued growth of a domestic commercial 

space sector that is globally competitive, supports national interests, and advances United States leadership in the generation of 

new markets and innovation driven entrepreneurship.” Under this principle and related goal to “promote and incentivize private 

industry to facilitate the creation of new global and domestic markets for United States space goods and services, and strengthen 

and preserve the position of the United States as the global partner of choice for international space commerce,” NASA has 

pursued collaborations for commercial space capabilities for human and cargo transportation providers, commercialization of 

other low earth orbit activities, and for sustainability of the International Space Station (ISS) National Lab, to name a few. 

NASA utilizes its organic authorization, 51 U.S.C. § 20101 et seq., and other authorities, along with its procurement contract 

authority (as promulgated in regulation via the Federal Acquisition Regulation (FAR) and NASA FAR Supplement (NFS) 

requirements) to execute agreement instruments with its partners. These relationships may be initiated and established through 

various outreach methods, such as a NASA announcement of collaboration opportunity (ACO), request for proposal (RFP), request 

for information (RFI), other competitive announcement, or direct contact by a partner. The authorities and regulations have allowed 

NASA to enable the development of U.S. commercial space transportation capabilities, and by way of these mechanisms, NASA 

has established safe, reliable, and cost-effective access to space with the commercial space sector. For the initial partnership 

arrangements, NASA provided expertise and funding to enable the development and advancement of integrated space 

capabilities. After the initial arrangement milestones were verified and certified, NASA awarded FAR based service contracts with 

FAR/NFS clauses, such as, limitation of funds, liability, and termination, to protect NASA. Pursuant to the terms and conditions 

set forth in these contracts, the contractor’s liability for loss or damage to Government property during performance of contract 

activities is limited for commercial space transportation. NASA does not consider these types of arrangements to meet the criteria 

and characteristics for P3 disclosure as there is no demonstrated shared risk and reward nor a NASA commitment to guarantee 

success. 

Leveraging this model, NASA has also awarded FAR based firm fixed price contracts (FFP) under a competitive broad area 

announcement (BAA) procurement entitled “Next Space Technologies for Exploration Partnerships” (NextSTEP). NextSTEP is 

a competitive acquisition that seeks to meet NASA needs via commercial development of deep space exploration capabilities 

to support more extensive human spaceflight missions in and beyond cislunar space—the space, near Earth, that extends just 

beyond the Moon. The capabilities developed under these contracts include components in support of the Human Landing 

Systems (HLS), Gateway, and development of other deep space exploration technologies to support extensive human 

spaceflight missions. In the Offeror's proposals, they identified corporate contributions that were evaluated as part of the awarded 

contracts. NASA does not have a requirement to repay the corporate contributions and does not guarantee contractor financing 

1 https://trumpwhitehouse.archives.gov/wp-content/uploads/2020/12/National-Space-Policy.pdf.

continued on the next page → 
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FINANCIAL SECTION — Financial Statements, Notes, and Required Supplementary Information

NOTE 18:

PUBLIC-PRIVATE PARTNERSHIPS (P3) (CONTINUED)

continued on the next page → 

under the terms and conditions in the contracts. NASA has also made Government resources available under these contracts 

to support contract development activities through Government task agreements (GTA's), but this activity is optional. Although 

contractors may elect to use a GTA, fulfillment of the contract is not predicated on government resources being provided. The 

contracts contain FAR clauses to protect NASA’s interests including limitation of funds, termination, and liability. Similar to the 

above arrangements, NASA does not consider these to meet the criteria and characteristics for P3 disclosure. 

Although the above arrangements do not warrant disclosure, two categories are being displayed: energy savings performance/

utility energy service contracts and leases. NASA has awarded energy savings performance contracts (ESPCs) and utility energy 

service contracts (UESC) under National Energy Conservation Policy Act (42 U.S.C. § 8287), as amended, and Energy Policy Act 

of 1992, P.L. 102-486 (codified as 42 U.S.C. § 8256) to reduce energy, water and/or related operating costs and to assist agencies 

with upgrading aging infrastructure, systems, and equipment. These contracts do not require up-front capital costs or special 

appropriations from Congress and are repaid over time to the provider. Further information and detail are provided below in item A.

NASA has executed real estate arrangements as part of commercialization of space initiatives and research and development.  

Solicitations are used to identify a potential partner’s interest for NASA facilities or land that are non-excess but underutilized 

by the Agency, which may be used to further NASA’s mission. Arrangements for facility or land use are executed outlining 

responsibilities and terms and conditions. The leases are generally executed under our enhanced use lease authority (51 U.S.C. 

§ 20145), or National Historic Preservation Act (54 U.S.C. § 306121) and are for land or facilities that are non-excess but 

underutilized. Further information and details are provided below in item B.

A. ENERGY SAVINGS PERFORMANCE CONTRACTS (ESPCs) AND UTILITY ENERGY SERVICE 

CONTRACTS (UESCs)

NASA has entered into ESPCs and UESCs to procure energy savings and facility improvements. These contracts do not 

require up-front capital costs or special appropriations from Congress and by statute, cannot exceed 25 years. Under these 

contracts, NASA retains the additional cost savings and receives title to installed goods, equipment, and improvements.

Federal agencies are authorized to enter into ESPCs under the National Energy Conservation Policy Act (42 U.S.C. § 8287), 

as amended. An ESPC is a partnership between an agency and an energy service company (ESCO) to reduce energy, 

water and/or related operating costs and to assist agencies with upgrading aging infrastructure, systems, and equipment. 

Upon conducting a comprehensive audit, the ESCO designs and constructs a project that meets the Agency’s needs and 

arranges financing to pay for the project. The ESCO guarantees that the improvements will generate sufficient energy 

cost savings to pay for the project over the term of the contract. NASA currently has ESPC’s with an expected life based 

on contract terms of 16 to 24 years expected life and payment period. NASA funds the contract and pays the contractor 

directly, except in two instances where payment is made to a third-party who has been designated responsibility for 

contract administration over the contract term.

Authorized by the Energy Policy Act of 1992, P.L. 102-486 (codified as 42 U.S.C. § 8256), UESC is a limited-source contract 

between a Federal agency and its serving utility for energy and water-efficiency improvements and demand-reduction 

services, allowing Federal agencies to pay for the services over time, either on their utility bill or through a separate 

agreement. NASA currently has UESC’s with an expected life based on contract terms of 14 to 17 years expected life and 

payment period. NASA funds the contracts and pays the contractor directly. 

Under OMB Memorandum M-98-13 and M-12-21, ESPC and UESC repayments can be funded on an annual basis. ESPCs 
nasa.gov NASA FY 2022 / Agency Financial Report / 73

FINANCIAL SECTION — Financial Statements, Notes, and Required Supplementary Information

NOTE 18:

PUBLIC-PRIVATE PARTNERSHIPS (P3) (CONTINUED)

and UESCs can be terminated for convenience in part or in full. In the event of termination, NASA may be responsible 

for outstanding loan balances and early termination or payment fees. Measurement and verification of energy savings is 

required under ESPCs and UESCs. The benefits of ESPCs and UESCs include:

• Infrastructure improvements that pay for themselves over time; and,

• Ability to install longer payback energy and water conservation measures by bundling savings.

B. LEASES

continued on the next page → 

Public-Private Partnerships

Agreements/Contracts

(In Millions)

FY 2022

Actual Amount

Paid in FY

Estimated Amount to be 

Paid in Future Years

Estimated Cumulative 

Amount to be Paid 

Over Expected Life of 

Arrangement

ESPC $ 13 $ 218 $ 302 

UESC 6 51 87 

Total $ 19 $ 269 $ 389 

Note: NASA did not have a disclosure in FY 2021; as a result, Prior Years are not applicable.

NASA’s Enhance Use Lease (EUL) and National Historic Preservation Act (NHPA) program allows NASA to manage nonexcess, underutilized property through leasing arrangements to private sector organizations. Title 51 U.S.C. § 20145, Lease 

of Non-Excess Property, authorizes NASA to lease real property under NASA’s control or jurisdiction to other public and 

private entities on a long-term basis in return for cash consideration at fair market value. NASA’s previous EUL authority 

expired on December 31, 2021, and was extended until December 31, 2022, through passage of the Omnibus Bill under HR 

2471-1065, and was most recently extended until December 31, 2032, under P.L. 117-80, effective August 9, 2022. NASA’s 

previous EUL authority under 42 U.S.C. § 2459j (2007) permitted in-kind consideration. A few of NASA’s leases executed 

under the previous EUL authority included in-kind consideration that was negotiated as part of the terms and conditions of 

the arrangements. Title 54 U.S.C. § 306121 (P.L. 89-665 October 15, 1966), Lease or Exchange (NHPA), authorizes Federal 

agencies to lease historic property owned by the agency to any person or organization or exchange its property with 

comparable historic property, if determined that the lease or exchange will adequately ensure the preservation of the 

historic property.

NASA’s EUL and NHPA leases serve to provide space to third parties on NASA land or within a NASA Facility. NASA’s EUL 

and NHPA leases range from 5 to 72 years expected life, i.e., base term of the lease and amendments plus extensions that 

can be reasonably anticipated, and represent the period in which receipts are expected to be received directly from the 

partner. NASA’s EUL and NHPA leases include waivers of liability, tenant insurance requirements, and tenant environmental 

responsibilities to protect NASA’s interest and mitigate potential risk of loss.

Benefits to NASA from the EUL and NHPA program include:

• Revenue in the form of lease payments; and

• Cost savings, (i.e., operations and maintenance associated with the leased assets that would normally be paid by NASA 

under normal operations)
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FINANCIAL SECTION — Financial Statements, Notes, and Required Supplementary Information

NOTE 18:

PUBLIC-PRIVATE PARTNERSHIPS (P3) (CONTINUED)

Public-Private Partnerships

Agreements/Contracts

(In Millions)

FY 2022

Actual Amount 

Received in FY

Estimated Amount 

to be Received in 

Future Years

Estimated 

Cumulative Amount 

Over Expected Life 

of Arrangement

Estimated 

Cumulative

in Kind 

Consideration

EUL $ 11 $ 754 $ 841 $ 27 

NHPA 16 1,059 1,160 — 

Total $ 27 $ 1,813 $ 2,001 $ 27 

Note: NASA did not have a disclosure in FY 2021; as a result, Prior Years are not applicable.

Under the EUL and NHPA program, NASA does not:

• Allow its underlying interest in the land or properties to be used as security for financing a project;

• Provide any kind of guarantee for the purpose of private-party financing; or,

• Allow for payment from NASA to the partner.

NASA will only pursue termination of an EUL or NHPA prior to the end of the lease term in the event of default, 

noncompliance, nonperformance by the lessee, or for reasons of force majeure or act of Congress. When termination does 

occur, NASA does not owe or pay any fees, costs, expenses or penalties, and the lessee bears all risk. Upon termination, 

NASA would assume responsibility for operations and maintenance of the leasehold or divestment through normal 

program and budget planning processes. In most cases, the tenants are required to remove any additions or improvements 

and return the leasehold to its original state unless otherwise agreed to under the terms of the arrangement. A few of 

NASA’s long-term leases provide for transfer of constructed assets to NASA or a third-party entity upon termination. Under 

these leases NASA would assume responsibility for operations and maintenance, divestment, or establishment of a new 

lease based on the current need of the assets at the time of termination. Based on the current state of these arrangements, 

NASA does not anticipate that this would be likely in the near future and does not consider this to be any more than a 

remote risk of loss.

NASA’s leases that include in-kind consideration provided by the tenant were negotiated into the terms and conditions of 

the lease. In accordance with the specified lease terms, NASA may assume responsibility for operations of infrastructure 

improvements provided by the tenant under normal program and budget planning processes, may seek an alternative 

tenant, or may request the leased property be returned to its original state.

NASA has identified a limited number of leases where development by the tenant on the leasehold could impact Center 

infrastructure and operations such as water, sewer, maintenance, or security operations based on increased capacity. 

NASA would negotiate any potential impacts with the tenant. NASA currently has a lease that requires additional Center 

infrastructure capacity based on the original terms of the lease; however, the lease is in transition phase and tenant 

development on the leasehold has not started. NASA is researching alternative options to mitigate potential risk.
nasa.gov NASA FY 2022 / Agency Financial Report / 75

FINANCIAL SECTION — Financial Statements, Notes, and Required Supplementary Information

continued on the next page → 

REQUIRED SUPPLEMENTARY INFORMATION

Combining Statements of Budgetary Resources

For the Fiscal Year Ended September 30, 2022

(CONTINUED)

 (In Millions) 

Space

Operations

Mission

Science 

Mission

Exploration

Mission

Aeronautics

Mission

Safety, Security 

and Mission 

Services

STEM

Engagement

Mission

Budgetary Resources:

 Unobligated Balance from Prior Year Budget Authority, Net $ 426 $ 957 $ 216 $ 27 $ 813 $ 12 

 Appropriations 3,975 7,611 6,903 881 3,021 137 

 Spending Authority from Offsetting Collections — — — — 1,457 — 

 Total Budgetary Resources $ 4,401 $ 8,568 $ 7,119 $ 908 $ 5,291 $ 149 

Status of Budgetary Resources:

 New Obligations and Upward Adjustments (Total) $ 4,158 $ 7,811 $ 6,883 $ 874 $ 4,388 $ 132 

 Unobligated Balance, End of Year: 

 Apportioned, Unexpired Accounts 161 718 136 31 898 12 

 Exempt from Apportionment, Unexpired Accounts — — — — — — 

 Unapportioned, Unexpired Accounts 21 — 87 — — — 

 Unexpired Unobligated Balance, End of Year 182 718 223 31 898 12 

 Expired Unobligated Balance, End of Year 60 38 12 3 6 4 

 Unobligated Balance, End of Year (Total) 242 757 235 34 903 16 

 Total Budgetary Resources $ 4,400 $ 8,568 $ 7,118 $ 908 $ 5,291 $ 148 

Outlays, Net: 

 Outlays, Net (Total) $ 3,858 $ 7,173 $ 6,488 $ 882 $ 2,885 $ 122 

 Distributed Offsetting Receipts (-) — — — — — — 

Agency Outlays, Net $ 3,858 $ 7,173 $ 6,488 $ 882 $ 2,885 $ 122 

 (In Millions) 

Office of 

Inspector

General

Space

Technology

Mission

Construction and 

Environmental 

Compliance and 

Restoration

Other Total

Budgetary Resources:

 Unobligated Balance from Prior Year Budget Authority, Net $ 4 $42 $ 378 $ 80 $ 2,955 

 Appropriations 45 1,100 690 2 24,365 

 Spending Authority from Offsetting Collections 1 - 20 401 1,879 

 Total Budgetary Resources $ 50 $ 1,142 $ 1,088 $ 483 $ 29,199 

Status of Budgetary Resources:

 New Obligations and Upward Adjustments (Total) $ 45 $ 1,111 $ 725 $ 428 $ 26,555 

 Unobligated Balance, End of Year: 

 Apportioned, Unexpired Accounts 2 24 324 42 2,348 

 Exempt from Apportionment, Unexpired Accounts — — — 3 3 

 Unapportioned, Unexpired Accounts — — 36 1 145 

 Unexpired Unobligated Balance, End of Year 2 24 360 46 2,496 

 Expired Unobligated Balance, End of Year 4 7 4 10 148 

 Unobligated Balance, End of Year (Total) 6 31 364 56 2,644 

 Total Budgetary Resources $ 51 $ 1,142 $ 1,089 $ 484 $ 29,199 

Outlays, Net: 

 Outlays, Net (Total) $ 46 $ 1,144 $ 425 $ 59 $ 23,082 

 Distributed Offsetting Receipts (-) — — — (3) (3)

Agency Outlays, Net $ 46 $ 1,144 $ 425 $ 56 $ 23,079 
nasa.gov NASA FY 2022 / Agency Financial Report / 76

FINANCIAL SECTION — Financial Statements, Notes, and Required Supplementary Information

REQUIRED SUPPLEMENTARY INFORMATION

Combining Statements of Budgetary Resources

For the Fiscal Year Ended September 30, 2021

(CONTINUED)

 (In Millions) 

Space

Operations

Mission

Science 

Mission

Exploration

Mission

Aeronautics

Mission

Safety, Security 

and Mission 

Services

STEM

Engagement

Mission

Budgetary Resources:

 Unobligated Balance from Prior Year Budget Authority, Net $ 289 $ 703 $ 252 $ 38 $ 998 $ 13 

 Appropriations 3,987 7,297 6,512 829 2,936 127 

 Spending Authority from Offsetting Collections — — — — 1,328 — 

 Total Budgetary Resources $ 4,276 $ 8,000 $6,764 $ 867 $ 5,262 $ 140 

Status of Budgetary Resources:

 New Obligations and Upward Adjustments (Total) $ 3,926 $ 7,105 $ 6,591 $845 $4,497 $ 129 

 Unobligated Balance, End of Year: 

 Apportioned, Unexpired Accounts 272 875 143 20 762 7 

 Exempt from Apportionment — — — — — — 

 Unapportioned, Unexpired Accounts 18 — 18 — — — 

 Unexpired Unobligated Balance, End of Year 290 875 161 20 762 7 

 Expired Unobligated Balance, End of Year 60 19 12 2 4 3 

 Unobligated Balance, End of Year (Total) 350 894 173 22 766 10 

 Total Status of Budgetary Resources $ 4,276 $ 7,999 $ 6,764 $ 867 $ 5,263 $ 139 

Outlays, Net: 

 Outlays, Net (Total) $ 3,902 $6,767 $ 6,229 $ 763 $ 3,024 $ 118 

 Distributed Offsetting Receipts (-) — — — — — — 

Agency Outlays, Net $ 3,902 $ 6,767 $ 6,229 $ 763 $ 3,024 $ 118 

 (In Millions) 

Office of 

Inspector

General

Space

Technology

Mission

Construction and 

Environmental 

Compliance and 

Restoration

Other Total

Budgetary Resources:

Unobligated Balance from Prior Year Budget Authority, Net $ 3 $ 109 $ 305 $ 40 $ 2,750 

 Appropriations 44 1,100 439 1 23,272 

 Spending Authority from Offsetting Collections 1 - 21 525 1,875 

 Total Budgetary Resources $ 48 $ 1,209 $ 765 $ 566 $ 27,897 

Status of Budgetary Resources:

New Obligations and Upward Adjustments (Total) $ 44 $ 1,175 $ 426 $ 501 $ 25,239 

Unobligated Balance, End of Year: 

 Apportioned, Unexpired Accounts 2 27 327 55 2,490 

 Exempt from Apportionment — — — 1 1 

 Unapportioned, Unexpired Accounts — — 8 — 44 

 Unexpired Unobligated Balance, End of Year 2 27 335 56 2,535 

 Expired Unobligated Balance, End of Year 2 7 4 10 123 

 Unobligated Balance, End of Year (Total) 4 34 339 66 2,658 

 Total Status of Budgetary Resources $ 48 $ 1,209 $ 765 $ 567 $ 27,897 

Outlays, Net: 

 Outlays, Net (Total) $ 41 $ 1,067 $ 376 $ (34) $ 22,253 

 Distributed Offsetting Receipts (-) — — — (4) (4)

Agency Outlays, Net $ 41 $ 1,067 $ 376 $ (38) $ 22,249 
nasa.gov NASA FY 2022 / Agency Financial Report / 77

FINANCIAL SECTION — Financial Statements, Notes, and Required Supplementary Information

continued on the next page → 

REQUIRED SUPPLEMENTARY INFORMATION

Deferred Maintenance and Repairs for FY 2022

Federal agencies are required to report information related to the estimated cost to remedy deferred maintenance of property, 

plant and equipment as required supplementary information in accordance with SFFAS No. 42, Deferred Maintenance and 

Repairs. 

Maintenance and repairs (M&R) are activities directed toward keeping fixed assets in an acceptable condition. Activities include 

preventive maintenance; replacement of parts, systems, or components; and other activities needed to preserve or maintain the 

asset. M&R, as distinguished from capital improvements, excludes activities directed toward expanding the capacity of an asset 

or otherwise upgrading it to serve needs different from, or significantly greater than, its current use. Deferred maintenance and 

repairs (DM&R) are M&R activities that were not performed when they should have been or were scheduled to be and which, 

therefore, are put off or delayed for a future period. DM&R reporting enables NASA to be accountable to citizens for the proper 

administration and stewardship of its assets. Specifically, DM&R reporting assists users by providing an entity’s realistic estimate of 

DM&R amounts and the effectiveness of asset maintenance practices the entities employ in fulfilling their missions.

Facilities, Buildings, and Other Structures 

It is NASA’s policy to ensure that NASA-owned and operated assets are properly aligned with the NASA mission and are safe, 

environmentally sound, affordable, the right type and size, and in acceptable operating condition. NASA’s facilities are maintained 

in the most cost effective fashion to minimize risk to processes and products, protect the safety and health of personnel and the 

environment, protect and preserve capabilities and capital investments, provide quality work places for NASA employees, and 

enable the Agency’s mission. Estimates reported herein include DM&R for all facilities on-site or off-site that are owned, leased, 

occupied, or used by NASA (NASA Programs or Contractors) including heritage assets without regard to capitalization thresholds 

or depreciation status. NASA does not assess DM&R on general land parcels.

Equipment 

Pursuant to the cost/benefit considerations provided in SFFAS No. 6 and SFFAS No. 42, NASA has determined that it is not cost 

beneficial to report DM&R on personal property (capital equipment). 

Defining and Implementing M&R Policies 

NASA uses a Deferred Maintenance parametric estimating method (DM method) in order to conduct a consistent condition 

assessment of its facilities, buildings and other structures (including heritage assets). This method measures NASA’s current real 

property asset condition and documents the extent of real property deterioration. The DM method produces both a cost estimate 

of DM&R, and a Facility Condition Index (FCI). Both measures are indicators of the overall condition of NASA’s facilities. The 

facilities condition assessment methodology involves an independent, rapid visual assessment of nine different systems within 

each facility to include: structure, roof, exterior, interior finishes, heating, ventilating and air conditioning (HVAC) systems, electrical, 

plumbing, conveyance, and program support equipment (PSE). The DM method is designed for application to a large population of 

facilities; results are not necessarily applicable for individual facilities or small populations of facilities. 

Ranking and Prioritizing M&R Activities 

NASA typically prioritizes the M&R activities for health, safety, life safety, fire detection and protection, and environmental 

requirements. NASA also prioritizes the M&R projects with an emphasis on mission critical facilities, followed by mission support, 

then Center support. The evaluation of the facility conditions by building type indicates that NASA continues to focus M&R 

activities on direct mission-related facilities and infrastructure. 

Factors Considered in Determining Acceptable Condition Standards 

NASA applies industry accepted codes and standards or equipment manufacturer’s recommendations to all facilities related work. 

The standard of condition depends on the intended use, the mission criticality, utilization or health and safety aspects of that use.
nasa.gov NASA FY 2022 / Agency Financial Report / 78

FINANCIAL SECTION — Financial Statements, Notes, and Required Supplementary Information

REQUIRED SUPPLEMENTARY INFORMATION

Deferred Maintenance and Repairs for FY 2022 (CONTINUED)

(In Millions) 2022 2021

Asset Category

General PP&E – Real Property $ 2,956 $ 2,713 

Heritage Assets – Real Property 57 55

Total Deferred Maintenance and Repairs $ 3,013 $ 2,768 

Changes from Prior Year 

As of September 30, 2022, $3,013 million of DM&R was estimated to be required to return real property assets to an acceptable 

operating condition. This is an overall increase of $245 million from $2,768 million as of September 30, 2021. The increase in 

the DM&R estimate can be attributed to various reasons; including changes to deterioration of facilities due to natural disasters, 

damage from testing to PSE in high-value assets (HVA), normal inflation increases in Current Replacement Value (CRV) of assets 

and high-value infrastructure assets as upgrades progress, and demolition of assets and the reduction of their DM&R. 

NASA has adjusted the methodology of performing facility assessments and DM&R calculations to introduce a higher level of 

accuracy into our DM&R reporting. NASA’s methodology has introduced detailed facility condition assessments in combination 

with the current parametric estimating methodology to calculate the asset portfolio DM&R. In the past, NASA performed DM 

assessment on Real Property Assets in a two-year cycle. This assessment was performed in a week for all Centers except 

Kennedy Space Center (KSC), which required two weeks. The new methodology aligns NASA with industry standards in that a full 

Facility Condition Assessment is being performed every five years for assets with CRV greater than $500,000 that will provide a 

more accurate DM&R value and will provide a redefined FCI and CRV based on current construction/renovation/repair rates. This 

adjusted methodology is now performed on a five-year cycle, and FY 2022 is the first year of the initial transitional five-year cycle. 

The balance of Agency assets not surveyed in that particular cycle year will be parametrically escalated and adjusted based on 

the findings of the next FCA on that site. 
nasa.gov NASA FY 2022 / Agency Financial Report / 79

FINANCIAL SECTION — Financial Statements, Notes, and Required Supplementary Information

REQUIRED SUPPLEMENTARY INFORMATION

Government Land

NASA reports information regarding General PP&E land, stewardship land, and permanent land rights as required supplemental 

information in accordance with SFFAS No. 59, Accounting and Reporting of Government Land.

NASA owns and manages various land, aiding in the Agency’s mission of exploration and continued innovation for advancing 

space-, air-, and Earth-based activities. NASA categorizes land it owns into three main use categories:

• Operational: Land predominantly used for general, administrative, day-to-day operations and mission support purposes. Assets 

such as NASA office buildings, manufacturing plants, and research and development labs are located on operational land.

• Conservation and Preservation: Land predominantly used to support conservation or preservation purposes, including 

conservation of natural resources and preserving significant cultural and historical resources associated with NASA’s mission. 

Assets such as monuments, parks, watershed and water resources, and educational and visitor information centers are located 

on such land.

• Commercial: Land predominantly used to generate income from commercial arrangements with the public sector. These include 

NASA land leased to commercial entities participating in co-location and other arrangements designed to support the NASA 

mission at reasonable market rates. 

NASA's land held for disposal includes land no longer needed for current or future NASA operations. The various methods of 

disposition include donation, sale, exchange, abandonment, or any combination thereof. NASA disposes of land in these instances 

in a prompt manner that minimizes continued care and handling costs while optimizing appropriate returns.

The Agency’s estimated land acreage identified by predominant use subcategory as of September 30, 2022, is as follows:

(In Acres) Commercial Conservation and 

Preservation Operational 2022 Total 

Estimated Acreage

Estimated Acreage by Predominant Use Subcategory 4,042 100,747 29,898 134,687 

Held for Disposal 175 451 — 626

End of Current Year 4,217 101,198 29,898 135,313
nasa.gov NASA FY 2022 / Agency Financial Report / 80

FINANCIAL SECTION — Letter from the Inspector General on Audit

LETTER FROM THE INSPECTOR GENERAL ON AUDIT

NASA OFFICE OF INSPECTOR GENERAL

OFFICE OF AUDITS 

SUITE 8U71, 300 E ST SW 

WASHINGTON, D.C. 20546-0001 

November 15, 2022 

TO: Bill Nelson 

Administrator 

Margaret Vo Schaus 

Chief Financial Officer 

SUBJECT: Audit of NASA’s Fiscal Year 2022 Financial Statements 

(Report No. IG-23-003; Assignment No. A-22-08-00-FMD) 

The Office of Inspector General contracted with the independent public accounting firm Ernst & 

Young LLP (EY) to audit NASA’s fiscal year (FY) 2022 financial statements. EY performed the audit 

in accordance with the Government Accountability Office’s (GAO) Government Auditing Standards 

and the Office of Management and Budget’s Bulletin No. 22-01, Audit Requirements for Federal 

Financial Statements. 

This audit resulted in a “clean” or unmodified opinion on NASA’s FY 2022 financial statements (see 

Enclosure 1). An unmodified opinion means the financial statements present fairly, in all material 

respects, the financial position and results of NASA’s operations in conformity with U.S. generally 

accepted accounting principles. 

EY also reported on NASA’s internal control over financial reporting and compliance with laws and 

regulations (see Enclosure 2). For FY 2022, EY reported no material weaknesses or significant 

deficiencies in internal control and identified no instances of significant noncompliance with applicable 

laws and regulations. Further, EY closed the previously reported significant deficiency related to NASA’s 

evaluation of public–private partnerships for disclosure in the financial statements. 

In our oversight of the contract, we reviewed EY’s reports and related documentation and inquired of its 

representatives. Our review, as differentiated from an audit of the financial statements in accordance 

with GAO’s Government Auditing Standards, was not intended to enable us to express, and we do not 

express, an opinion on NASA’s financial statements; conclusions about the effectiveness of internal 
nasa.gov NASA FY 2022 / Agency Financial Report / 81

FINANCIAL SECTION — Letter from the Inspector General on Audit

2

control over financial reporting; or conclusions on compliance with certain laws and regulations, 

including but not limited to the Federal Financial Management Improvement Act of 1996. Rather, EY is 

responsible for the enclosed auditor’s reports dated November 15, 2022, and the conclusions expressed 

therein. However, our review disclosed no instances where EY did not comply, in all material respects, 

with GAO’s Government Auditing Standards. 

We appreciate the courtesies extended to our team during the audit. Please contact Kimberly F. Benoit, 

Assistant Inspector General for Audits, at 202-358-0378 or kimberly.f.benoit@nasa.gov if you have any 

questions about the enclosed report. 

Paul K. Martin

Inspector General 

Enclosures – 2 
nasa.gov NASA FY 2022 / Agency Financial Report / 82

FINANCIAL SECTION — Independent Auditors' Report

INDEPENDENT AUDITORS' REPORT

A member firm of Ernst & Young Global Limited

Ernst & Young LLP 

1775 Tysons Blvd

Tysons, VA 22102

Tel: +1 703 747 1000

Fax: +1 703 747 0100

ey.com

1

Report of Independent Auditors

The Administrator and Inspector General of the National 

Aeronautics and Space Administration

Report on the Financial Statements

Opinion 

We have audited the financial statements of the National Aeronautics and Space Administration 

(NASA), which comprise the consolidated balance sheets as of September 30, 2022 and 2021, and 

the related consolidated statements of net cost and changes in net position and combined 

statements of budgetary resources for the years then ended, and the related notes (collectively 

referred to as the “financial statements”).

In our opinion, the accompanying financial statements present fairly, in all material respects, the 

financial position of NASA at September 30, 2022 and 2021, and the results of its net cost of 

operations, its changes in net position and its budgetary resources for the years then ended in 

accordance with accounting principles generally accepted in the United States of America.

Basis for Opinion 

We conducted our audits in accordance with auditing standards generally accepted in the United 

States of America (GAAS), in accordance with the standards applicable to financial audits 

contained in Government Auditing Standards, issued by the Comptroller General of the United 

States (Government Auditing Standards), and in accordance with the provisions of Office of 

Management and Budget (OMB) Bulletin No. 22-01, Audit Requirements for Federal Financial 

Statements. Our responsibilities under those standards and the provisions of OMB Bulletin No. 22-

01 are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements 

section of our report. We are required to be independent of NASA and to meet our other ethical 

responsibilities in accordance with the relevant ethical requirements relating to our audits. We 

believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis 

for our audit opinion. 
nasa.gov NASA FY 2022 / Agency Financial Report / 83

FINANCIAL SECTION — Independent Auditors’ Report

A member firm of Ernst & Young Global Limited

 

2

Responsibilities of Management for the Financial Statements

Management is responsible for the preparation and fair presentation of the financial statements in 

accordance with accounting principles generally accepted in the United States of America, and for 

the design, implementation, and maintenance of internal control relevant to the preparation and 

fair presentation of financial statements that are free of material misstatement, whether due to fraud 

or error.

Auditor’s Responsibilities for the Audit of the Financial Statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole 

are free of material misstatement, whether due to fraud or error, and to issue an auditor’s report 

that includes our opinion. Reasonable assurance is a high level of assurance but is not absolute 

assurance and therefore is not a guarantee that an audit conducted in accordance with GAAS 

and Government Auditing Standards and the provisions of OMB Bulletin No. 22-01 will always 

detect a material misstatement when it exists. The risk of not detecting a material misstatement 

resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, 

forgery, intentional omissions, misrepresentations, or the override of internal control. 

Misstatements are considered material if there is a substantial likelihood that, individually or in 

the aggregate, they would influence the judgment made by a reasonable user based on the financial 

statements.

In performing an audit in accordance with GAAS and Government Auditing Standards and the 

provisions of OMB Bulletin No. 22-01, we: 

• Exercise professional judgment and maintain professional skepticism throughout the audit.

• Identify and assess the risks of material misstatement of the financial statements, whether 

due to fraud or error, and design and perform audit procedures responsive to those risks. 

Such procedures include examining, on a test basis, evidence regarding the amounts and 

disclosures in the financial statements.

• Obtain an understanding of internal control relevant to the audit in order to design audit 

procedures that are appropriate in the circumstances, but not for the purpose of expressing 

an opinion on the effectiveness of NASA’s internal control. Accordingly, no such opinion 

is expressed.

• Evaluate the appropriateness of accounting policies used and the reasonableness of 

significant accounting estimates made by management, as well as evaluate the overall 

presentation of the financial statements.
nasa.gov NASA FY 2022 / Agency Financial Report / 84

FINANCIAL SECTION — Independent Auditors’ Report

A member firm of Ernst & Young Global Limited

 

3

We are required to communicate with those charged with governance regarding, among other 

matters, the planned scope and timing of the audit, significant audit findings, and certain internal 

control-related matters that we identified during the audit.

Required Supplementary Information

Accounting principles generally accepted in the United States of America require that the 

Management’s Discussion and Analysis on pages 7 through 43 and Required Supplementary 

Information on pages 75 through 79 of NASA’s Agency Financial Report, be presented to 

supplement the financial statements. Such information is the responsibility of management and, 

although not a part of the financial statements, is required by the Federal Accounting Standards 

Advisory Board who considers it to be an essential part of financial reporting for placing the 

financial statements in an appropriate operational, economic, or historical context. We have 

applied certain limited procedures to the required supplementary information in accordance with 

auditing standards generally accepted in the United States of America, which consisted of inquiries 

of management about the methods of preparing the information and comparing the information for 

consistency with management’s responses to our inquiries, the financial statements, and other 

knowledge we obtained during our audit of the financial statements. We do not express an opinion 

or provide any assurance on the information because the limited procedures do not provide us with 

sufficient evidence to express an opinion or provide any assurance.

Other Information

Management is responsible for the other information included in the annual report. The other 

information, as identified on NASA’s Agency Financial Report’s Table of Contents, does not 

include the financial statements and our auditor’s report thereon. Our opinion on the financial 

statements does not cover the other information, and we do not express an opinion or any form of 

assurance thereon.

In connection with our audit of the financial statements, our responsibility is to read the other 

information and consider whether a material inconsistency exists between the other information 

and the financial statements, or the other information otherwise appears to be materially misstated. 

If, based on the work performed, we conclude that an uncorrected material misstatement of the 

other information exists, we are required to describe it in our report. 
nasa.gov NASA FY 2022 / Agency Financial Report / 85

FINANCIAL SECTION — Independent Auditors’ Report

A member firm of Ernst & Young Global Limited

 

4

Other Reporting Required by Government Auditing Standards

In accordance with Government Auditing Standards, we have also issued our report dated 

November 15, 2022, on our consideration of NASA’s internal control over financial reporting and 

on our tests of its compliance with certain provisions of laws, regulations, contracts and grant 

agreements, and other matters. The purpose of that report is solely to describe the scope of our 

testing of internal control over financial reporting and compliance and the results of that testing, 

and not to provide an opinion on the effectiveness of NASA’s internal control over financial

reporting or on compliance. That report is an integral part of an audit performed in accordance 

with Government Auditing Standards in considering NASA’s internal control over financial 

reporting and compliance. 



November 15, 2022
nasa.gov NASA FY 2022 / Agency Financial Report / 86

FINANCIAL SECTION — Independent Auditors’ Report

A member firm of Ernst & Young Global Limited

Ernst & Young LLP

1775 Tysons Blvd

Tysons, VA 22102

Tel: +1 703 747 1000

Fax: +1 703 747 0100

ey.com

1

Report of Independent Auditors on Internal Control Over Financial Reporting and 

on Compliance and Other Matters Based on an Audit of Financial Statements

Performed in Accordance with Government Auditing Standards

The Administrator and the Inspector General of the National 

Aeronautics and Space Administration

We have audited, in accordance with auditing standards generally accepted in the United States of 

America and the standards applicable to financial audits contained in Government Auditing 

Standards issued by the Comptroller General of the United States (Government Auditing 

Standards) and Office of Management and Budget (OMB) Bulletin No. 22-01, the financial 

statements of the National Aeronautics and Space Administration (NASA), which comprise the 

consolidated balance sheet as of September 30, 2022, and the related consolidated statements of

net cost and changes in net position, and combined statement of budgetary resources for the fiscal 

year then ended, and the related notes to the financial statements, and have issued our report 

thereon dated November 15, 2022. 

Report on Internal Control Over Financial Reporting

In planning and performing our audit of the financial statements, we considered NASA’s internal

control over financial reporting (internal control) as a basis for designing audit procedures that are 

appropriate in the circumstances for the purpose of expressing our opinion on the financial 

statements, but not for the purpose of expressing an opinion on the effectiveness of NASA’s 

internal control. Accordingly, we do not express an opinion on the effectiveness of NASA’s 

internal control.

A deficiency in internal control exists when the design or operation of a control does not allow 

management or employees, in the normal course of performing their assigned functions, to prevent,

or detect and correct misstatements, on a timely basis. A material weakness is a deficiency, or a 

combination of deficiencies, in internal control, such that there is a reasonable possibility that a 

material misstatement of the entity’s financial statements will not be prevented, or detected and 

corrected on a timely basis. A significant deficiency is a deficiency, or a combination of 

deficiencies, in internal control that is less severe than a material weakness, yet important enough 

to merit attention by those charged with governance. 
nasa.gov NASA FY 2022 / Agency Financial Report / 87

FINANCIAL SECTION — Independent Auditors’ Report

A member firm of Ernst & Young Global Limited

 

2

Our consideration of internal control was for the limited purpose described in the first paragraph 

of this section and was not designed to identify all deficiencies in internal control that might be

material weaknesses or significant deficiencies. Given these limitations, during our audit we did 

not identify any deficiencies in internal control that we consider to be material weaknesses.

However, material weaknesses or significant deficiencies may exist that were not identified. 

Report on Compliance and Other Matters

As part of obtaining reasonable assurance about whether NASA’s financial statements are free of 

material misstatement, we performed tests of its compliance with certain provisions of laws, 

regulations, contracts and grant agreements, noncompliance with which could have a direct and 

material effect on the financial statements, as well as the requirements referred to in the Federal 

Financial Management Improvement Act of 1996 (FFMIA). However, providing an opinion on 

compliance with those provisions was not an objective of our audit, and accordingly, we do not 

express such an opinion. The results of our tests disclosed no instances of noncompliance or other 

matters that are required to be reported under Government Auditing Standards and OMB Bulletin 

No. 22-01. 

Under FFMIA, we are required to report whether NASA’s financial management systems 

substantially comply with federal financial management systems requirements, applicable federal 

accounting standards, and the United States Standard General Ledger at the transaction level. To 

meet this requirement, we performed tests of compliance with the three FFMIA Section 

803(a) requirements. The results of our tests disclosed no instances in which NASA’s financial 

management systems did not substantially comply with requirements as discussed above. 

Purpose of this Report

The purpose of this report is solely to describe the scope of our testing of internal control and 

compliance and the results of that testing, and not to provide an opinion on the effectiveness of the 

entity’s internal control or on compliance. This report is an integral part of an audit performed in 

accordance with Government Auditing Standards in considering the entity’s internal control and 

compliance. Accordingly, this communication is not suitable for any other purpose. 



November 15, 2022
nasa.gov NASA FY 2022 / Agency Financial Report / 88

President of the Japan Aerospace Exploration Agency (JAXA), Hiroshi Yamakawa, left, and NASA Administrator Bill Nelson, pose 

for a photo next to a model of the Space Launch System (SLS) during a meeting, Thursday, April 7, 2022, at NASA Headquarters in 

Washington, DC. 

PHOTO CREDIT — NASA/Aubrey Gemignani

OTHER INFORMATION

SECTION 3

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OTHER INFORMATION — Payment Integrity Information Act (PIIA) Reporting

The following tables summarize the Agency’s FY 2022 Financial Statement Audit and Management Assurances. Table 1 

summarizes the status of prior year—FY 2021 material weaknesses identified, if any by the Financial Statement Auditor. Table 2 

summarizes the status of prior year material weaknesses, if any identified by NASA Management.

Audit Opinion Unmodified

Restatement No

Material Weaknesses Beginning Balance New Resolved Consolidated Ending Balance

None 0 0 0 0 0

Total Material Weaknesses 0 0 0 0 0

Effectiveness of Internal Control over Financial Reporting (FMFIA 2)

Statement of Assurance Unmodified

Material Weaknesses Beginning Balance New Resolved Consolidated Reassessed Ending Balance

None 0 0 0 0 0 0

Total Material Weaknesses 0 0 0 0 0 0

Effectiveness of Internal Control over Operations (FMFIA 2)

Statement of Assurance Unmodified

Material Weaknesses Beginning Balance New Resolved Consolidated Reassessed Ending Balance

None 0 0 0 0 0 0

Total Material Weaknesses 0 0 0 0 0 0

OTHER INFORMATION — Summary of Financial Statement Audit and Management Assurances

SUMMARY OF FINANCIAL STATEMENT AUDIT AND 

MANAGEMENT ASSURANCES

TABLE 1 1 SUMMARY OF FINANCIAL STATEMENT AUDIT

TABLE 2 2 SUMMARY OF MANAGEMENT ASSURANCES

Conformance with financial management system requirements (FMFIA 4)

Statement of Assurance Federal Systems conform, except for instances of non-conformance, or do not conform to financial 

management system requirements.

Non-Conformances Beginning Balance New Resolved Consolidated Reassessed Ending Balance

None 0 0 0 0 0 0

Total Non-Conformances 0 0 0 0 0 0

Compliance with Federal Financial Management Improvement Act (FFMIA)

Agency Auditor

Federal Financial Management System Requirements No lack of compliance noted No lack of compliance noted

Applicable Federal Accounting Standards No lack of compliance noted No lack of compliance noted

USSGL at Transaction Level No lack of compliance noted No lack of compliance noted
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OTHER INFORMATION OTHER INFORMATION —— Payment Integrity Information Act (PIIA) Reporting Summary of Reports

SUMMARY OF REPORTS

A Marine combat pilot, a mechanical engineer, and a first-time space flyer – just some of the ways to 

describe Nicole Mann, commander of NASA’s next SpaceX Crew Dragon mission to the International Space 

Station. Hear her describe her California childhood, her path from Naval Academy to pilot to astronaut, and 

how she expects this mission to contribute to the evolution of human possibilities.

DID YOU KNOW

Queen Elizabeth II, Britain’s longest-reigning monarch, died on Sept. 8, 2022 at age 96. Her reign spanned all of spaceflight, predating both 

Sputnik and Explorer 1.

As NASA joins the planet in marking her passing, we are moved by the curiosity The Queen showed our explorers over the years.

In this photo, Queen Elizabeth II greets employees on her walk from NASA’s Goddard Space Flight Center mission control to a reception in the 

center’s main auditorium, Tuesday, May 8, 2007, in Greenbelt, MD. Queen Elizabeth II and her husband, Prince Philip, Duke of Edinburgh, visited 

the NASA Goddard Space Flight Center as one of the last stops on their six-day United States visit.

PHOTO CREDIT — NASA/Bill Ingalls

PAYMENT INTEGRITY INFORMATION ACT (PIIA) REPORTING

Per OMB requirements each Executive Branch agency must complete an Annual Data Call. The Annual Data Call fulfills reporting 

requirements under the Payment Integrity Information Act of 2019 (Public Law (P.L.) 116-117) (PIIA) and provides the public with 

comprehensive improper payment data and information. NASA’s response to the OMB Annual Data Call accomplishing PIIA 

reporting requirements can be found on www.PaymentAccuracy.gov.

NASA’S ANNUAL OIG AUDIT FOLLOW-UP ACTIVITY REPORT

Pursuant to the Inspector General Act of 1978 (P.L. 95-452), as amended, and codified at 5 U.S.C., Appendix, Section 5(b), the FY 

2022 NASA’s Annual OIG Audit Follow-up Activity Report is available online at: https://www.nasa.gov/msd/audit-liaison.
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OTHER INFORMATION OTHER INFORMATION —— OIG Report on NASA’s Top Management and Performance Challenges OIG Report on NASA’s Top Management and Performance Challenges

OIG REPORT ON NASA’S TOP MANAGEMENT AND 

PERFORMANCE CHALLENGES

MESSAGE FROM THE INSPECTOR GENERAL

As required by the Reports Consolidation Act of 2000, this annual report presents the Office of Inspector General’s independent 

assessment of the top management and performance challenges facing NASA1

. For 2022, we identified seven challenges and 

linked each to one or more of NASA’s strategic goals and objectives2.

Challenge 1: Returning Humans to the Moon

Challenge 2: Improving Management of Major Programs and Projects

Challenge 3: Sustaining a Human Presence in Low Earth Orbit

Challenge 4: Managing and Mitigating Cybersecurity Risks

Challenge 5: Improving Oversight of Contracts, Grants, and Cooperative Agreements

Challenge 6: Attracting and Retaining a Diverse and Highly Skilled Workforce

Challenge 7: Managing NASA’s Outdated Infrastructure and Facilities

NASA stands at the forefront of aeronautics, science, and space exploration and is responsible for numerous scientific discoveries 

and technological innovations. Since its creation in 1958, NASA has made extraordinary achievements in human space flight 

with missions such as Apollo, the Space Shuttle Program, and the International Space Station. The Agency seeks to continue this 

legacy with the Artemis program, which intends to establish a long-term human presence on the Moon as a prelude to crewed 

missions to Mars.

However, substantial cost growth and lengthy schedule delays continue to impact not only human space flight programs like the 

Artemis mission’s Space Launch System and Orion Multi-Purpose Crew Vehicle, but also other major science and exploratory 

programs, projects, and missions. In the next 5 years NASA anticipates launching 15 major projects and missions (see Figure 1).

1 The Reports Consolidation Act of 2000 (Pub. L. No. 106-531) requires NASA to include in its performance and accountability report a statement by the Inspector 

General summarizing the most significant management and performance challenges facing the Agency and the progress made in addressing them. 

2 NASA, NASA Strategic Plan 2022 (February 12, 2022).

FIGURE 1: AGENCY TIMELINE OF MAJOR PROJECTS AND MISSIONS

Source: NASA Office of Inspector General presentation of Agency information.

Note: Indian Space Research Organisation (ISRO).
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In addition, the International Space Station’s planned retirement at the end of the decade poses a challenge for the Agency as it 

seeks to maintain an active human presence in low Earth orbit. To address this issue, NASA has increased funding for commercial 

development in low Earth orbit — including commercial space stations — and pursued public-private partnerships to achieve 

its goals for a continual human presence both in low Earth orbit and on the Moon. Apart from its high-profile human exploration 

activities, the Agency also faces long-standing challenges with cybersecurity, contracts, workforce gaps, and aging infrastructure 

and facilities. As the Agency moves forward with key decisions on its major programs, projects, and missions, addressing the 

challenges discussed in this report will be paramount to its success.

In deciding whether to identify an issue as a “top challenge,” we consider its significance in relation to NASA’s overall mission; 

whether its underlying causes are systemic in nature; and its susceptibility to fraud, waste, and abuse. These seven highlighted 

challenges are not the only significant issues that confront NASA, and identification of an issue as a top challenge does not 

denote significant deficiencies or lack of attention on the Agency’s part. Rather, most of these issues are long-standing, difficult 

challenges central to NASA’s core missions and will likely remain top challenges for years to come. Consequently, they require 

consistent, focused attention from NASA leadership and ongoing engagement with Congress, the public, and other stakeholders. 

Each section in this report includes an explanation of why the particular issue is characterized as a top challenge, identifies 

NASA’s progress in addressing the challenge, and highlights additional efforts needed.

This year’s list includes many of the same challenges discussed in previous reports. However, we did not include the challenge 

related to COVID-19 added last year because of the strides made in treating the disease and NASA’s significant actions to 

address the issue. Specifically, the Agency sought to prioritize the health and productivity of employees by implementing a new 

operational model that increased off-site telework for much of its workforce while instituting protocols that enabled a more limited 

number of personnel to work on-site safely. Despite the challenges of the pandemic, these efforts contributed to NASA’s ability to 

pursue mission priorities and advance several large-scale projects, including the long-awaited launch of the James Webb Space 

Telescope.

The Office of Inspector General is committed to providing independent, objective, and comprehensive oversight of NASA 

programs, projects, and personnel with the singular goal of improving Agency outcomes. To that end, we plan to conduct audits 

and investigations in the coming year that focus on NASA’s continuing efforts to address these and other challenges. The Office 

of Inspector General’s 2022 report on the Agency’s top management and performance challenges is available on our website at 

https://oig.nasa.gov/challenges.html.

Paul K. Martin

Inspector General
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AGENCY RESPONSE TO OIG REPORT ON NASA’S TOP 

MANAGEMENT AND PERFORMANCE CHALLENGES

October 26, 2022 

TO: Inspector General

FROM: Administrator

SUBJECT: Agency Response to Office of Inspector General Report, “2022 Report on 

NASA’s Top Management and Performance Challenges” 

The National Aeronautics and Space Administration (NASA) appreciates the opportunity to 

review and comment on the Office of Inspector General (OIG) report entitled, “2022 Report on 

NASA’s Top Management and Performance Challenges,” (Q-22-04-AOQA) issued October 3, 

2022. 

The audits and investigations conducted by your office provide NASA’s leadership and 

management with valuable insight into NASA’s broad portfolio of programs, projects, and 

mission support activities. The efforts expended by your office during this past year have 

supported the cause of maximizing the value of taxpayer investments in NASA’s ambitious, 

wide-ranging, and challenging portfolio. As an Agency, we continue to address and remediate 

findings related to the audit recommendations issued by your office, including those cited in your 

2022 Report on NASA’s Top Management and Performance Challenges. 

While we fundamentally agree that the seven areas outlined in your 2022 report constitute 

significant challenges for the Agency, we would like to highlight the following efforts that have 

been taken or are underway to address your office’s recommendations. These efforts 

substantively demonstrate NASA’s commitment to addressing the management and performance 

challenges identified by the OIG: 

Challenge 1: Returning Humans to the Moon by 2024 

NASA has made significant strides in our efforts to return humans to the moon through the 

Artemis campaign. This includes significant progress by the programs contributing systems and 

functionality to the Artemis Missions, and by the overall management and integration 

organizations overseeing this campaign. The Artemis Campaign Development and Common 

Exploration Systems Development divisions within the Exploration Systems Development 

Mission Directorate (ESDMD) continue to partner and refine the roles, responsibilities, and 

authorities for the management of the Artemis missions. The collaborative work has included 

the creation of: joint risk and schedule reviews, joint boards for controlling technical and 

programmatic processes, common working groups, and technical integration forums to ensure 

the coordination and interoperability of the multiple systems that are needed to make up each 

National Aeronautics and Space Administration

Office of the Administrator

Mary W. Jackson NASA Headquarters

Washington, DC 20546-0001
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Artemis Mission. NASA is also implementing established programmatic processes to set 

Agency Baseline Commitments for the Artemis programs that are going through their 

development efforts. Furthermore, ESDMD is working closely with the Space Operations 

Mission Directorate to implement a novel services-based contract structure, Exploration 

Production and Operations Contract, which will reduce long-term costs in NASA’s human 

spaceflight programs. 

 

A key focus of the Agency over the past year has been preparation for the launch of the Artemis 

I mission, and the collection of valuable lessons learned from the first-time operations flow of 

the Space Launch System (SLS) Block 1 variant/Mobile Launcher (ML) at Kennedy Space 

Center (KSC). As learned from the Shuttle Program, each Wet Dress Rehearsal and launch 

attempt provides an excellent opportunity to simulate real-time issues. Over the course of four 

Wet Dress Rehearsals, NASA met all primary and secondary test objectives, including, among 

others: demonstrating cryogenic load operations, activating Launch Complex 39 and the KSC 

Launch Control Center (LCC) for Day of Launch terminal countdown operations, validating 

LCC interfaces and procedures for roll-out and roll-back, and collecting data on Orion, SLS, and 

ML launch configuration loads. Thereafter, two launch attempts occurred, each yielding 

important information. The first launch attempt, which took place on August 29, 2022, was 

ultimately scrubbed due to a pre-chill LCC violation; the second, which took place on September 

3, 2022, was scrubbed due to a liquid hydrogen leak in the Tail Service Mast Umbilical, which 

has since been resolved. The next launch attempt is planned to occur on November 14, 2022. 

NASA has also made tremendous progress toward the Artemis II launch and forward 

development for Artemis III missions and beyond. As is widely known, the Artemis II mission 

will require re-use of Artemis I non-core avionics. While this creates a dependency between the 

two missions, the Orion team has diligently performed parallel work to prepare both the Crew 

and Service Modules for integration. On the Crew Module, for example, all pressure vessel 

heater closeouts have been performed and wire harness connector mates continue in the forward 

section. Meanwhile, the team has also completed service module initial power on and several 

subsystem functional tests. Artemis III hardware development has similarly progressed. 

 

While progress and schedules were impacted due to the contract award protests, NASA 

continues to make progress with the Human Landing System (HLS) program. NASA has 

awarded a contract to SpaceX for the certification and demonstration of a lunar lander that will 

deliver the first crew to the lunar surface during the Artemis III mission. HLS has also 

accelerated the HLS services acquisition approach, and in a standalone procurement (Broad 

Agency Announcement Appendix N), HLS selected five companies to perform risk reduction 

activities to advance the industry’s proposed content for sustained lunar landing services. In 

September 2022, the HLS program posted the Broad Agency Announcement Appendix P 

solicitation. Through this solicitation, NASA is seeking proposals for the development and 

demonstration of a lunar lander that meets NASA’s HLS sustaining requirements for missions 

beyond Artemis III. In addition to developing a sustainable HLS, commercial and international 

partners will be able to leverage new capabilities developed through this initiative for the 

execution of multiple other missions over the coming decades. This includes the potential to 

participate in regularly recurring hardware and services procurements by NASA. 

 
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Development on the SLS Block 1B variant, set to fly on the Artemis IV mission, has continued 

in preparation for a recurring cadence of missions with increasingly complex needs; 

establishment of an Agency Baseline Commitment for this upgrade is imminent. In parallel, the 

Exploration Ground Systems program has worked diligently with its prime contractor to work 

through performance issues on the development of the Mobile Launcher 2. Two independent 

review teams have provided recommendations currently undergoing implementation. A 

commitment will be established upon resolution of outstanding issues and consensus with the 

prime contractor on a revised cost and schedule plan that meets the Agency’s exploration goals 

and needs. 

 

After conducting a Program-level Preliminary Design Review-informed Sync Review earlier in 

2022, the Gateway program is finalizing contractual updates as it transitions to the critical design 

and flight hardware production phase of the Gateway Initial Capability. The Gateway Initial 

Capability will provide the backbone of the multi-purpose outpost orbiting the Moon, made up of 

the Power and Propulsion Element (PPE) led by Maxar and the Habitation and Logistics Outpost 

led by Northrup Grumman. This outpost is planned to be expanded by international 

contributions that are currently in progress by the European Space Agency, Japan Aerospace 

Exploration Agency, and Canadian Space Agency. Gateway element-level Critical Design 

Reviews (CDR) are in progress and continue to refine and finalize requirements for PPE as it 

nears completion in expectation of an early 2023 PPE CDR. 

 

NASA formulated the Extravehicular Activity and Human Surface Mobility Program (EHP) to 

lead the efforts needed to explore the surface of the moon. This new program has taken the lead 

for managing the development of lunar surface suits, tools, and vehicles that lunar astronauts will 

need to explore and conduct science outside of the lander and habitats on the lunar surface. EHP 

has awarded contracts to both Axiom and Collins for the development of Exploration 

Extravehicular Activity (xEVA) suits and systems that will be provided through the xEVA 

Services (xEVAS) contract in support of Artemis and the International Space Station (ISS). 

Axiom has further been awarded the initial task order for the Artemis suit development, which 

represents the completion of all major acquisition work needed to support the Artemis III 

mission. The accelerated development of the xEVAS systems has been enabled by the sharing of 

NASA’s reference design information, including sharing of design verification test reports and 

integrated performance data from years of NASA-led research and development.

Challenge 2: Improving Management of Major Projects and Projects

NASA’s major project portfolio spans five Mission Directorates and all NASA Centers. Further,

NASA’s program management discipline includes rigorous processes that encompass program 

formulation, approval, implementation, and ongoing evaluation. Recognizing that NASA 

develops unique hardware and new technologies to make new discoveries and expand the realm 

of the possible, challenges are inherent in the management of NASA’s programs and projects. 

NASA has implemented a culture of continuous improvement and is committed to pursuing 

innovative policies and methods that enable effective technical and risk management, mature 

program planning and control practices, and ultimately successful missions that meet cost and 

schedule commitments. 
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In the past four years, NASA has fully implemented 11 new initiatives geared toward improving 

acquisition and project management. This includes the six implemented initiatives from the 

2018 Corrective Action Plan and five of six initiatives from the 2020 Corrective Action Plan 

with the sixth initiative on path to closure. Moreover, NASA approved the new 2022 Corrective 

Action Plan that introduces five new initiatives addressing Government Accountability Office 

acquisition management concerns. These initiatives will: 1) improve NASA’s capacity for 

program planning and control (PP&C) insight and analysis through greater capability and 

expanded civil servant workforce; 2) achieve more rigorous independent review of major 

projects at major life cycle reviews; 3) sustain insight into major project programmatic data; and 

4) test innovative approaches to streamline and enhance major contract proposals and reviews. 

These initiatives are addressing critical needs as identified by subject matter experts both internal 

and external to the Agency and demonstrate a sustained commitment from NASA leadership to 

the improvement of the challenges highlighted by the OIG and others. As NASA’s major project 

development timelines are long term in nature, these benefits are expected to take time to 

be realized.

NASA is fully compliant with Title 51 by having all major development activities be subject to 

Congressional reporting and performance thresholds. For programs and projects that plan 

continuing operations and production, including integration of capability upgrades with an 

unspecified Phase E end point, the initial capability cost estimate and other parameters become 

the Agency Baseline Commitment. In addition, NASA establishes Agency Baseline 

Commitments for all future major development activities and communicates a five-year, Phase E 

operations cost estimate prior to entering Phase E Operations and Sustainment. The Phase E 

operations cost estimate is updated annually. NASA’s approach is in compliance with Title 51 

and ensures the Agency is consistently and effectively communicating estimates of Phase E 

operations as the mission cadence matures. 

Furthermore, NASA does not consider ongoing production activities beyond the initial capability 

commitment to be development activities. Title 51 clearly defines “development” within Section 

103f (1) as the beginning of approval to proceed to implementation – “as defined in NASA’s 

Procedural Requirements 7120.5.” NASA Procedural Requirements (NPR) 7120.5F 

communicates that additional production units are considered part of Phase E Operations and 

Sustainment (Figures 2-4, 2-5; Sections 2.4.3, 2.4.4). The Agency has maintained and expanded 

expectations that any major development upgrades, as defined by the monetary threshold set 

forth in the “major program” definition within Title 51 and conducted in Phase E, will: 1) be 

considered a development effort; and 2) be reported consistent with Title 51. 

With respect to updating NPR 7120.8, “NASA Research and Technology Program and Project 

Management Requirements” to require major acquisition projects that cost over $250 million to 

complete a Joint Cost and Schedule Confidence Level (JCL) analysis and implement Earned 

Value Management (EVM), NASA does not concur with the recommendation to include a JCL 

analysis for activities covered in this NPR. NPR 7120.8 policy follows a different philosophy 

than NPR 7120.5, which compiles a comprehensive set of requirements for space flight that may 

need to be tailored down for smaller scale efforts that are not crewed. NPR 7120.8 applies the 

principle of a minimum set of essential requirements and maximum flexibility for Research and 

Technology (R&T) development activities, and these projects are exploratory, requiring more 

management flexibility and have a higher risk acceptance by the Agency. Rather than tailoring 
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5 

down from the directive’s requirements, R&T projects may need to pull in additional 

requirements from NPR 7120.5 for more robust or structured project management, particularly 

on larger projects that may transition to flight. Specifically, concerning cost and schedule 

requirements, NPR 7120.8 does not specify any required probabilistic analysis technique. The 

recently established Chief Program Management Officer advises the Decision Authority (DA) on 

applicability of projects following NPR 7120.5 or NPR 7120.8, and the Office of the Chief 

Financial Officer advises the DA on whether JCL or EVM requirements should be applied. 

The missions that the Nation entrusts NASA to accomplish are difficult and mission success is 

never guaranteed. As OIG recognizes in its report, overcoming the incredible challenges before 

us as we design, develop, and operate our mission portfolio requires consistent, focused attention 

from NASA leadership. NASA has made a number of advances in its governance and 

programmatic discipline in recent years, including: overhauling the monthly Baseline 

Performance Review; shifting the role of the Chief Acquisition Officer to the Deputy 

Administrator; adding several new requirements to the early acquisition decision process; 

advancing the analytical capability of the PP&C workforce at every phase of the mission 

lifecycle; expanding the implementation of EVM across the Agency; and generating new training 

curricula and fora for community exchange of ideas. The COVID-19 global pandemic added 

significant unanticipated pressure on project cost and schedule resources, through which the 

Agency achieved notable mission successes. During the pandemic, NASA successfully: landed

the Perseverance rover on Mars; conducted the first launch of crew from United States soil with 

a U.S. commercial service provider; demonstrated controlled atmospheric flight on another 

planet; peered into the universe with the fully operational James Webb Space Telescope; 

impacted a small asteroid seven million miles from Earth to redirect its orbit; collected a sample 

from an asteroid and began returning it to Earth; took in-situ measurement from the surface of 

the Sun; and prepared to fly the X-57 to test an all-electric propulsion aircraft and the X-59 to 

test quiet supersonic flight. On the precipice of launching the first mission of the Artemis 

campaign, NASA will continue to pursue intelligent, efficient, and effective solutions to improve 

project management and ensure mission success.

Challenge 3: Sustaining a Human Presence in Low Earth Orbit (LEO)

NASA has made considerable progress on each of the Commercial LEO-related challenges 

identified in IG-22-005, “NASA’s Management of the International Space Station and Efforts to 

Commercialize Low Earth Orbit,” November 30, 2021. Specifically: 

#1: Robust Market for Low Earth Orbit Yet to Materialize: SpaceX completed the Inspiration4 

mission in September 2021, the first all civilian orbital spaceflight. Jared Isaacman and SpaceX 

announced plans for three additional crewed flights, dubbed the Polaris Program, slated for 

launch in 2022 and 2023. The Ax-1 private astronaut mission successfully launched, docked 

with the ISS, and safely returned to Earth in April 2022. NASA selected Axiom Space for the 

second private astronaut mission, targeted to launch in 2023, and the solicitation for a third and 

fourth private astronaut mission was released in September 2022. NASA selected eight In-Space 

Production Application flight demonstrations to help stimulate demand for microgravity. NASA 

continues to receive proposals for commercial and marketing activities on the ISS. Four such 

activities have successfully flown to the station. NASA has also contracted with BryceTech to 

refine the forecast for non-NASA market demand for microgravity services.
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#2: Funding for Destination Platform is Inadequate for NASA to Meet 2028 Goal: The Fiscal 

Year (FY) 2022 NASA Appropriations ($101.1 million for Commercial LEO Development) 

fully supported NASA’s near-term strategy to develop a human spaceflight economy enabled by 

a commercial market. The FY 2023 President’s Budget Request included $224.3 million for the 

Commercial LEO Development Program (a 120 percent increase). The House Committee on 

Appropriations FY 2023 report fully supported the budget request and NASA continues to refine 

its out-year budget requirements. 

#3: Unreliable Cost Estimates: Prior cost estimates primarily had to use parametric cost models 

assuming “generic” commercial LEO destination designs. Now, NASA is partnered with four 

industry partners (Axiom Space, Blue Origin, Nanoracks, and Northrop Grumman) to develop 

specific commercial LEO destination designs. The industry partners are maturing their designs, 

meeting their milestones, and maturing their cost estimates. NASA has extensive insight into all 

these activities.

#4: Optimistic Development Schedules: NASA’s four industry partners for Commercial LEO 

Destinations are on track executing their milestones, maturing their concepts, and refining their 

schedule estimates. Some flight hardware has already begun fabrication. NASA has quarterly 

meetings with our industry partners to assess their progress and gain additional insight into their 

development schedule. The Commercial LEO Destinations partners are strongly incentivized to 

be first-to-market, particularly for their commercial customers. NASA continues to refine its 

acquisition strategy for the eventual certification and services purchases for Commercial LEO 

Destinations.

#5: Evolving Requirements: NASA has established a Commercial LEO Destinations Services 

Requirements Working Group to develop utilization requirements. NASA has also established a 

Commercial LEO Destinations Utilization Forum for science and research subject matter experts 

to share information and enable communication with Commercial LEO Destination partners. 

NASA released the first of several Request for Information (RFI) documents in May 2022 that 

contain draft crew certification requirements, and a white paper documenting the Agency’s 

current assumptions and expectations on commercial destinations. NASA received 300 

comments from industry and we are currently assessing the input. NASA plans to release future 

RFIs quarterly to include: draft Commercial LEO Destination System, Crew, and Utilization 

Services Requirements; Commercial LEO Destination Certification Strategy White Paper; draft 

Technical Management and Standards Requirements; and draft Concept of Operations. 

NASA continues to work with its International Partners to extend ISS operations to 2030. All 

partner governments continue to indicate their intention to support operation ISS beyond 2024 as 

they work through their respective governments’ processes. 

NASA also continues to work with Roscosmos to identify and repair leaks in the transfer tunnel

section of the Russian Service Module. Three locations have been sealed resulting in a total ISS 

leak rate of 1.2 lbm/day. Strain gauges were installed at the location of the first crack, and the 

results are consistent with accelerometer data and are well below the levels of concern for 

structural fatigue. Additional diagnostic devices including ultrasound and high definition 

borescopes will be delivered in early 2023. Materials testing to date does not indicate cracking 
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7 

due to stress corrosion. As indicated in the response to OIG report A-21-003-00, “NASA’s 

Utilization of the International Space Station and Commercialization of Low Earth Orbit”, 

NASA remains confident in moving forward with plans to extend the ISS, noting that we will 

continue to monitor and evaluate ISS health moving forward. 

Challenge 4: Managing and Mitigating Cybersecurity Risk 

NASA has made significant progress in managing and mitigating cybersecurity risk. The Office 

of the Chief Information Officer (OCIO) consolidated Center Chief Information Officer (CIO)-

managed cybersecurity resources into an enterprise-wide Cybersecurity Service Line that will 

support integrated cyber solutions across Centers and mission programs. The Cybersecurity 

Service Line will enable OCIO to proactively manage and mitigate cybersecurity risks. Over the 

past year, in partnerships with the NASA Office of Communication and the Science Mission 

Directorate, the NASA CIO has been leading an effort to modernize NASA’s website presence, 

including reducing NASA’s digital footprint, with results expected in FY 2023. As part of 

OCIO’s restructuring, Agency Level Offices were established that will, among other things, 

bring an Agency-wide focus to issues of Information Technology (IT) Strategy, enterprise 

architecture, and technology roadmaps. 

The NASA CIO established an Agency-level IT Strategy and Architecture Office (SAO), led by 

a newly appointed NASA Chief Enterprise Architect, comprised of enterprise-level architects 

across business and technology domains (including cybersecurity). The SAO will define and 

mature processes, procedures, and relationships across OCIO, Mission Directorates, and Mission 

Support organizations to ensure that a holistic and integrated Enterprise Architecture program 

exists across organizational boundaries. Finally, the NASA CIO and Office of Protective 

Services have established a strong partnership in implementing NASA’s existing insider threat 

efforts and will continue to mature these efforts to address insider threats to unclassified 

networks, including strengthening partnership with other offices to support this work. 

Challenge 5: Improving Oversight of Contracts, Grants, and Cooperative Agreements 

NASA is making meaningful progress in addressing contracts, grants, and cooperative agreement 

oversight challenges, and continues to strengthen its overall procurement processes and policy. 

NASA’s Office of Procurement (OP) has implemented the following improvements: OP 

established the Enterprise Service and Analysis Division (ESAD). Under ESAD, the E-Business 

Systems Office (ESBO) and the Enterprise Pricing Office (EPO) were established. Within 

ESBO, an Enterprise Procurement Data Architect will oversee all efforts to define and govern 

data (standardization and analysis) that will be used to manage OP services and create a 

Procurement Dashboard and other analytical data tools that will provide greater insight into the 

procurement function across the enterprise. Within EPO, the cost price function is centralized 

and will streamline pricing policies, processes, the cross utilization of pricing resources and 

training across the enterprise. In FY 2022, OP resumed Procurement Management Reviews 

annually to ensure Centers’ compliance with procurement laws and regulations; to provide 

oversight over procurement practices; and to improve the operational effectiveness and 

efficiency of Centers procurements. Additionally, OP Grants Policy and Compliance has 

developed and implemented a Routine Monitoring Plan to enhance oversight of grants and 

cooperative agreements.
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OTHER INFORMATION — Agency Response to OIG Report on NASA’s Top Management and Performance Challenges

8 

Challenge 6: Attracting and Retaining a Highly Skilled and Diverse Workforce

Competing for talent in today’s increasingly fierce labor market requires a coordinated and 

strategic approach to attract and develop a pipeline of skilled and diverse science, technology, 

engineering, and mathematics workers to meet NASA’s mission needs. To that end, NASA has 

implemented a workforce planning process that includes all NASA Centers and Mission Support 

Enterprise Organizations and incorporates known programmatic requirements such as our 

Artemis missions. NASA Mission Directorates are developing guidance that provides clarity on 

future work content and enhances the strategic planning process for Mission workforce to ensure 

success in all Mission areas. The guidance will establish the vector for work in the planning and 

budgeting horizon and beyond (for year five+) to prepare for the work demand in the long-term

including enduring capabilities and disciplines. Guidance will be consistent with established 

Center roles and aligned with Mission Directorate acquisition strategies, major program/project 

initiation, and the completion of key milestones. This guidance integrates Mission work 

requirements with Center workforce planning efforts to drive the Agency continuously forward 

with a demand-driven approach to meet future program content. NASA Centers will respond to 

Mission Directorate guidance in their annual workforce plans. 

NASA’s Office of the Chief Human Capital Office modernized the recruiting process and 

developed a coordinated recruitment strategy using a standardized approach and leveraging 

digital platforms to engage with prospective candidates. A critical piece of the recruitment 

strategy focuses on increasing workforce diversity by reaching new talent communities and 

establishing NASA as an employer that celebrates diversity and inclusion as keys to success. 

NASA continually measures efforts and iterates on its recruitment strategy to ensure 

success. Multiple hiring authorities are utilized to quickly fill positions as well as pay incentives 

to recruit the right skills into the Agency. 

NASA acknowledges the need to consolidate demographic representation and trend data into a 

single data set. The Enterprise Data Platform (EDP) elevates the Agency’s ability to seamlessly 

find, harness, and translate data into actionable insights. The EDP will provide all NASA data 

stakeholders with a platform of easily searchable and usable data assets and a centralized data 

store for simple access to standardized and trustworthy data sets on a single platform. 

Since the most recent OIG audit of the Astronaut Office, demographic information for the entire 

corps, including civilians and military personnel, has been centralized. Additionally, the Master 

Assessment and Qualifications History tool is currently undergoing software updates and will be 

used as the primary database for detailed astronaut data regarding skills, certifications, and 

training. While this data has historically been available and utilized to help inform the selection 

of astronaut candidates, maintaining this information comprehensively in centralized and secure 

locations better supports future recruitment and selection goals related to acquiring key skills for 

NASA missions and expanding the diversity of the astronaut corps. 

The Agency remains committed to tackling workforce issues and to building an even stronger 

talent pipeline to accomplish NASA missions.

Challenge 7: Managing NASA’s Outdated Infrastructure and Facilities
nasa.gov NASA FY 2022 / Agency Financial Report / 102

OTHER INFORMATION — Agency Response to OIG Report on NASA’s Top Management and Performance Challenges

9 

To address the challenges with aging infrastructure and facilities, NASA is implementing a topdown, mission-driven Agency Master Plan (AMP). This plan ensures that the required 

infrastructure is available and affordable, guides Agency investments to prioritize mission 

critical assets, reduces the risk of unplanned failures, and guides divestment of assets not needed 

for the Agency’s missions. The AMP will establish a 20-year vision for physical infrastructure 

and real property assets that aligns with current, evolving, and future mission requirements. 

NASA will use this process to identify critical capabilities and areas for asset sustainment, 

investment, repurposing/out granting, or divestment of infrastructure. To alleviate the 

maintenance burden, NASA’s Office of Strategic Infrastructure (OSI) will continue to strongly 

advocate to increase its funding for demolition of unneeded facilities. 

NASA released NPR 8820.2 Revision H, “Facility Project Requirements”, on September 27, 

2022. This revision includes parameters for the assignment and use of institutional and 

programmatic Construction of Facilities (CoF) funds, the ability to identify cost-sharing as a 

funding method, a requirement for energy savings projects to conduct life cycle cost analyses, 

requirements to reduce and consolidate the Agency’s footprint, tools to assist in the development 

of project requirements, and definition of new Headquarters roles that will improve oversight of 

the implementation of CoF projects.

OSI concurs with the challenges identified that are associated with leasing NASA facilities to 

non-NASA entities. In 2019, OSI began to conduct an analysis on the Agency’s leasing policies, 

procedures, and practices. As a result of this analysis, in 2020, NASA decided to centralize real 

estate functions across all Centers to OSI-FRED (OSI-Facilities and Real Estate 

Division). Additionally, OSI-FRED is in the process of updating the NPR 8800.15, “Real Estate 

Management Program” and is conducting a complete analysis of the Agency’s Enhanced Use 

Lease Program to ensure that internal controls are established, real estate agreements are 

properly coordinated with all stakeholders, and are compliant with all rules, regulations, and 

laws. 

NASA has also identified investment strategies using Reliability Centered Maintenance (RCM) 

principles to stave off the increasing deferred maintenance liability within the Agency. OSIFRED is implementing a Tiered Maintenance approach with foundations of Condition Based 

Maintenance principles for relevant and critical assets. These efforts will lead to optimized 

maintenance programs and prioritization of available operations and maintenance resources. OSI 

leadership continues to inform and carry forward advocacy for additional investments necessary 

to improve the condition of important building systems and facilities across the Agency. 

Ultimately, this will increase the availability and reliability of these critical assets to meet 

current, emerging, and future mission needs. Implementation of these RCM principles ensures 

that the right type of maintenance is performed on the most critical assets, at the right time, and 

for the right reasons. RCM, paired with immediate investments in the replacement of obsolete 

items associated with the Agency’s higher-criticality assets, can provide near-term corrective 

mitigation for known risks, and avoid mission/schedule impacts. These maintenance strategies 

focus on increasing equipment availability and avoiding disruptive failures and unplanned repair 

costs. 
nasa.gov NASA FY 2022 / Agency Financial Report / 103

OTHER INFORMATION — Agency Response to OIG Report on NASA’s Top Management and Performance Challenges

10

These initiatives will mitigate the Agency’s ongoing challenge of aging and outdated 

infrastructure and facilities. Through the implementation of the AMP and the ongoing 

investments in maintenance, demolition, repair, recapitalization, and out-granting, NASA 

continually strives to right-size the Agency’s infrastructure toward more modern and efficient 

facilities that will continue to provide a robust real property asset portfolio for NASA mission 

objectives.

If you have any questions regarding NASA’s response to the 2022 Top Management and 

Performance Challenges, please contact Anthony Mitchell, Audit Liaison Project Manager at

(202) 358-1758. 

cc:

Chief Financial Officer/Ms. Vo Schaus 

Chief Information Officer/Mr. Seaton

Associate Administrator Space Operations Mission Directorate/Ms. Lueders 

Assistant Administrator for Procurement/Ms. Smith Jackson

Assistant Administrator for Strategic Infrastructure/Mr. Carney

Assistant Administrator for the Office of Human Capital Management/Ms. Datta
This page has been left blank intentionally.
nasa.gov NASA FY 2022 / Agency Financial Report / 105

OTHER INFORMATION OTHER INFORMATION —— Payment Integrity Information Act (PIIA) Reporting Civil Monetary Penalty Adjustment For Inflation

CIVIL MONETARY PENALTY ADJUSTMENT FOR INFLATION

FOR THE FISCAL YEAR ENDED SEPTEMBER 30, 2022

The Federal Civil Penalties Inflation Adjustment Act Improvements Act of 2015, requires agencies to make annual inflation 

adjustments to civil monetary penalties and report on these adjustments in their AFR.

Agencies must include, as Other Information, information about civil monetary penalties within their jurisdiction and the annual 

inflation adjustments made under the Act and are encouraged to include a table providing this information.

NASA reviewed each of the penalty amounts under its statutes and penalty amounts for inflation when required under law. 

The following table reflects the authorities imposing the penalties, the civil penalties, the adjustment years, the current penalty 

amounts, and location for penalty updates.

Authority (Statute) Penalty (Name or 

Description)

Year

Enacted

Latest Year 

Adjustment

Penalty Level

($ Amount) Location

Program Fraud Civil Remedies 

Act of 1986

Penalty for False 

Claims

1986 2022

Maximum

$12,537

Federal Register Vol. 87, No. 

75 (19 April 2022)

Rules and Regulations

www.federalregister.gov

Department of the Interior and 

Related Agencies Penalty for use of 

appropriated funds 

to lobby or influence 

certain contracts.

1989 2022

Minimum

$22,021

Federal Register Vol. 87, No. 

75 (19 April 2022)

Appropriations Act of 1989, Rules and Regulations

Public Law 101-121, sec. 319 www.federalregister.gov

Department of the Interior and 

Related Agencies Penalty for use of 

appropriated funds 

to lobby or influence 

certain contracts.

1989 2022

Maximum

$220,213

Federal Register Vol. 87, No. 

75 (19 April 2022)

Appropriations Act of 1989, Rules and Regulations

Public Law 101-121, sec. 319 www.federalregister.gov

Department of the Interior and 

Related Agencies Penalty for 

failure to report 

certain lobbying 

transactions.

1989 2022

Minimum

$22,021

Federal Register Vol. 87, No. 

75 (19 April 2022)

Appropriations Act of 1989, Rules and Regulations

Public Law 101-121, sec. 319 www.federalregister.gov

Department of the Interior and 

Related Agencies Penalty for 

failure to report 

certain lobbying 

transactions.

1989 2022

Maximum

$220,213

Federal Register Vol. 87, No. 

75 (19 April 2022)

Appropriations Act of 1989, Rules and Regulations

Public Law 101-121, sec. 319 www.federalregister.gov
nasa.gov NASA FY 2022 / Agency Financial Report / 106

OTHER INFORMATION — Payment Integrity Information Act (PIIA) Reporting

FISCAL

YEAR

TOTAL NUMBER OF EXPIRED

GRANTS WITH UNDISBURSED 

BALANCES

TOTAL AMOUNT OF UNDISBURSED 

BALANCES FOR EXPIRED GRANTS

(IN DOLLARS)

2021 23 $432,864

2020 3 $2,075

2019 0 $ —

OTHER INFORMATION — Undisbursed Balances in Expired Grant Accounts

UNDISBURSED BALANCES IN EXPIRED GRANT ACCOUNTS

In December 2015, Congress passed the Commerce, Justice, Science, and Related Agencies Appropriations Act, 2016 (Division B 

of the Consolidated Appropriations Act, 2016, P.L. 114-113), which required NASA to report undisbursed balances in expired grant 

accounts. OMB Memorandum M-16-18, Financial and Performance Reporting on Undisbursed Balances in Expired Grant Accounts, 

requires this information to be included each year until instructed, otherwise if the requirement is included in subsequent fiscal 

year’s appropriations acts. NASA monitors and tracks grants’ undisbursed balances in expired accounts through a monthly review 

of internal control activities designed to identify undisbursed balances in expired accounts. 

NASA generates financial management reports to aid in the tracking and monitoring of undisbursed amounts. An aging report of 

open obligations is generated monthly to determine the last day activity occurred. For open obligations in which no activity has 

occurred in a six-month period and/or there is no supporting documentation, further review is performed to determine the validity 

of obligation balances and the existence of valid source documentation. Additionally, further analysis is performed to determine if 

funds can be de-obligated. If obligations are valid, the aging reports are updated to reflect that obligations have been confirmed 

with procurement as valid. 

NASA will continue to track undisbursed balances in expired grant accounts through its monthly review of internal control 

activities designed to identify funds for de-obligation. This involves the continuous monitoring of undisbursed balances, identifying 

balances that should be de-obligated, and performing timely closeout of grants and other activities. Additionally, NASA’s financial 

management and procurement offices will continue to collaborate in monitoring and tracking undisbursed balances. 

Currently, NASA does not have undisbursed balances in expired accounts that may be returned to the Treasury of the United 

States. The following chart reflects the total number and dollar amount of undisbursed grants in expired appropriations. All 

amounts have been obligated to a specific project. 
nasa.gov NASA FY 2022 / Agency Financial Report / 107

OTHER INFORMATION — Payment Integrity Information Act (PIIA) Reporting

CATEGORY 2-3 YEARS 3-5 YEARS MORE THAN 5 YEARS

Number of Grants/Cooperative Agreements with 

Zero Dollar Balances

7 4 0

Number of Grants/Cooperative Agreements with 

Undisbursed Balances

3 0 2

Total Amount of Undisbursed Balances $2,075 $ — $112

OTHER INFORMATION — Grants Programs Information

GRANTS PROGRAMS INFORMATION

The Grants Oversight and New Efficiency (GONE) Act (P.L. 114-117) reporting requirements have expired. Nevertheless, to promote 

the efficient administration of grants programs, all reporting entities with Federal grants programs must submit a brief high-level 

summary of expired, but not closed, Federal grants and cooperative agreements (awards). NASA continues to ensure its grants 

programs operate efficiently with the timely processing of expired, but not closed, Federal grants and cooperative agreements 

(awards) for closeout. 

The Continuous Monitoring Program ensures ongoing review and validation of financial data and the effectiveness of internal 

controls over the entire financial management process, including grants. When grants undisbursed balances in expired accounts 

are identified, appropriate action is taken to ensure optimum use of grant resources. 

In FY 2022, the number of grants expired 2 or more years was reduced from 190 to 16. The total amount of undisbursed 

balances in this population was reduced from $1,031,013 to $2,187. The NASA Shared Services Center (NSSC) closeout team fully 

implemented unilateral closeout procedures outlined in the NASA Grant and Cooperative Agreement Manual (GCAM) 9.1.4. The 

closeout team will work with other NASA Centers to encourage implementation of these procedures and strive to fully eliminate 

aged grants and undisbursed balances in FY 2023. 

NASA has implemented an automated process which sends expired grants to closeout on a weekly basis. This process 

improvement will continue to ensure that the Agency operates with efficiency when managing and monitoring the grant closeout 

process. This enhancement will also assist to make certain that there is no challenge of awards being transferred to closeout 

within a timely manner. 
nasa.gov NASA FY 2022 / Agency Financial Report / 108

OTHER INFORMATION OTHER INFORMATION —— Payment Integrity Information Act (PIIA) Reporting Climate-Related Financial Risk 

CLIMATE-RELATED FINANCIAL RISK

US-European Satellite Will Make World’s First Global Freshwater Survey: Once in orbit, the Surface Water and Ocean Topography (SWOT) mission 

will regularly monitor not only mighty rivers like Oregon’s Willamette, pictured, but also smaller waterways that are at least 330 feet (100 meters) 

across. Click here to learn more about SWOT.

PHOTO CREDIT — U.S. Department of Energy

FY 2021 NASA Climate Action Plan https://www.sustainability.gov/pdfs/nasa-2021-cap.pdf

FY 2020 Sustainability Report and Implementation Plan https://www.sustainability.gov/pdfs/nasa-2020-sustainability-plan.pdf

CLIMATE ACTION PLAN AND SUSTAINABILITY REPORT AND IMPLEMENTATION PLAN
nasa.gov NASA FY 2022 / Agency Financial Report / 109

NASA’s Space Launch System (SLS) rocket with the Orion spacecraft aboard is seen atop a mobile launcher at Launch Complex 

39B, Thursday, April 7, 2022, as the Artemis I launch team prepares for the next attempt of the wet dress rehearsal test at NASA’s 

Kennedy Space Center in Florida. Ahead of NASA’s Artemis I flight test, the wet dress rehearsal will run the Artemis I launch team 

through operations to load propellant, conduct a full launch countdown, demonstrate the ability to recycle the countdown clock, 

and drain the tanks to practice timelines and procedures for launch. 

PHOTO CREDIT — Joel Kowsky

APPENDIX

SECTION 4

nasa.gov NASA FY 2022 / Agency Financial Report / 109
nasa.gov NASA FY 2022 / Agency Financial Report / 110

APPENDIX — Glossary of Acronyms

Me complace presentar el Informe Financiero de Agencia (AFR) para el Año Fiscal (FY) 2022 de la Administración Nacional 

de Aeronáutica y el Espacio (NASA). Este informe proporciona transparencia en nuestra posición estratégica y operativa y en 

nuestros resultados al hacer una presentación completa de nuestras finanzas de acuerdo con los Principios de Contabilidad 

Generalmente Aceptados. Bajo la dirección de la Oficina del Director de Finanzas, durante 12 años consecutivos la NASA ha 

recibido el dictamen de que ha sido una gestión “limpia” sin salvedades sobre sus estados financieros, sin que se haya informado 

de deficiencias materiales.

La visión de la NASA es explorar los secretos del universo para el beneficio de todos. El 25 de diciembre de 2021, el telescopio 

espacial James Webb (JWST, por sus siglas en inglés) fue lanzado en órbita, equipado con las capacidades de observación del 

espacio profundo más avanzadas que jamás se hayan ensamblado. JWST ahora está capturando las imágenes en infrarrojo más 

profundas y nítidas del universo distante hasta la fecha, empujando ampliando aún más los límites del conocimiento humano, 

hasta la formación de las primeras galaxias y los horizontes de otros mundos. Publicamos un “Plan para nuestra exploración 

futura del sistema solar” — los objetivos de la NASA para ir de Luna a Marte — que ayudará a la NASA y a nuestros socios a 

trazar el curso de nuestro futuro juntos en el espacio profundo. La clave de ese esfuerzo es el programala campaña Artemis; y el 

lanzamiento de Artemis I, que allanará el camino para el regreso de la humanidad a la Luna, preparará el escenario para nuestro 

ambicioso viaje a Marte e inspirará a una nueva generación de exploradores.

Por otro lado, la NASA desempeña un papel crucial en el avance de la comprensión de nuestro planeta y de cómo el cambio 

climático afecta nuestras vidas aquí, y proporciona datos a los científicos, los legisladores y el público. Por ser uno de los expertos 

mundiales en ciencias del clima, la NASA participa en una amplia gama de actividades para rastrear y mitigar los efectos del 

cambio climático en colaboración con empresas comerciales y socios internacionales. Para abordar las preguntas más urgentes 

sobre nuestro planeta cambiante, la NASA estableció el Observatorio del Sistema Terrestre, que incluye cinco misiones de 

satélites que proporcionan datos cruciales sobre el cambio climático, los fenómenos meteorológicos intensos y otros peligros 

naturales, los incendios forestales y la producción mundial de alimentos. Además, la NASA desarrolló el Centro de Información de 

la Tierra (EIC, por sus siglas en inglés) para mejorar la accesibilidad y la comprensión de los datos a medida que los gobiernos y 

las personas planean el futuro frente al cambio climático. El EIC proporcionará una visión completa de la Tierra que incorporará 

grandes visualizaciones, medios interactivos, historias y narrativas, para inspirar la acción en respuesta al cambio climático. 

También hemos desarrollado un sólido “Plan de acción climática” que establece la visión de la NASA para adaptarnos a los 

efectos del cambio climático en nuestra misión, instalaciones, infraestructura, tierras naturales y otros activos, ahora y en el futuro. 

Otra prioridad climática clave es promover la aviación sostenible mediante la investigación y el desarrollo tecnológico, junto 

con la transferencia de tecnología para beneficio directo del público. Tenemos planes para hacer que la aviación sea sostenible 

mediante una tecnología aeronáutica eficiente, combustible de aviación sostenible y operaciones e infraestructura de apoyo.

La NASA se enorgullece de desempeñar un papel fundamental en el fomento del crecimiento y la prosperidad compartidos para 

generaciones de todos los estadounidenses. Los dólares invertidos en la exploración espacial inspiran a las nuevas generaciones 

de exploradores, crean empleos, impulsan negocios y hacen crecer la economía. Las inversiones en la NASA generan 

rendimientos descomunales para la nación: solamente en el año fiscal 2021, las inversiones de la NASA apoyaron 71.200 millones 

de dólares en producción económica total y más de 339.000 empleos en todo el país. Esto incluye más de 7.000 millones 

de dólares en producción económica y más de 37.000 puestos de trabajo para la investigación climática y las inversiones 

tecnológicas de la NASA solamente. Una de nuestras principales prioridades en esta esfera es la industria espacial comercial 

de Estados Unidos. Estamos llevando a cabo investigaciones y desarrollos significativos para apoyar nuevas tecnologías que 

ayuden a la industria espacial comercial de Estados Unidos a crecer, mejorar las capacidades de las misiones, crear empleos 

bien remunerados y reducir los costos. La asociación de la NASA con la industria mediante los programas de tripulación y carga 

comercial está facilitando el desarrollo de una capacidad segura, confiable y rentable de transporte espacial comercial de 

APÉNDICE — 15 de Noviembre de 2022

MENSAJE DEL ADMINISTRADOR
nasa.gov NASA FY 2022 / Agency Financial Report / 111

APPENDIX APÉNDICE — — 

15 de Noviembre de 2022 Glossary of Acronyms

Estados Unidos hacia la Estación Espacial Internacional (EEI) y a la órbita terrestre baja. Precisamente este año, se llevó a cabo 

con éxito la primera misión totalmente privada de astronautas a la EEI a bordo de la nave espacial Dragon y el cohete Falcon 

9 de SpaceX, y están en marcha los preparativos para el lanzamiento del vuelo de prueba de la tripulación de Boeing de la 

NASA. Además, las nuevas formas de aeronaves de Movilidad Aérea Avanzada altamente automatizadas podrían transformar el 

transporte de pasajeros, la entrega de carga y una variedad de servicios públicos. La NASA ya está realizando vuelos de prueba 

para esta investigación con nuestros socios de la industria con el fin de poner a prueba y refinar los conceptos que asegurarán 

que este nuevo tipo de tecnología sea incorporado al Sistema Nacional del Espacio Aéreo de una manera segura y sostenible. 

La NASA continuará apoyando el desarrollo de una industria espacial próspera, innovadora y en crecimiento, en la que Estados 

Unidos lidere el camino.

Para cumplir con estos importantes objetivos, la NASA se enorgullece de desarrollar y apoyar a nuestra fuerza laboral y a la 

nueva generación de científicos y visionarios. La NASA liderará la promoción de una mayor diversidad, equidad, inclusión y 

accesibilidad (DEIA, por sus siglas en inglés) dentro de nuestra organización y con nuestros socios y partes interesadas. Con la 

emisión de las ordenes ejecutivas 14035: Diversidad, equidad, inclusión y accesibilidad en la fuerza laboral federal, y 13985: 

Fomento de la equidad racial y apoyo a las comunidades desatendidas por medio del gobierno federal, se ha vuelto aún más 

evidente la importancia de acciones estratégicas, deliberadas y bien diseñadas para apoyar a las comunidades subrepresentadas 

y desatendidas. En su apoyo, la NASA lanzó su Plan estratégico de la DEIA 2022 que se centra en la diversidad de la fuerza 

laboral, la experiencia, accesibilidad y acomodaciones de los empleados, y la integración de la DEIA en la misión de la NASA. 

Para hacer seguimiento del progreso hacia una mejor DEIA, tanto en las áreas internas como externas, lanzamos nuestro primer 

Plan de acción para la equidad (EAP, por sus siglas en inglés). El EAP describe y reafirma la estrategia de la agencia para mitigar 

las barreras sistemáticas y ampliar la equidad en los procesos de contratación pública para permitir la representación y el acceso 

justos e imparciales para todos aquellas personas que buscan contribuir al gran trabajo de nuestra nación en el espacio. Nuestros 

logros solo son posibles gracias a nuestra fuerza de trabajo diversa, dedicada y fuerte; y estamos orgullosos de que la NASA 

haya sido nombrada, por décimo año consecutivo, como el mejor lugar para trabajar en el gobierno federal entre las grandes 

agencias.

La NASA está comprometida a proporcionar datos financieros confiables, precisos y completos y a tener transparencia con 

respecto a las operaciones fiscales de la agencia. Seguimos prácticas de información financiera de alta calidad, asegurando 

la aplicación de los controles apropiados con una gestión eficiente y eficaz de los fondos apropiados y reembolsables de la 

agencia. Los datos financieros y de rendimiento presentados en este informe son completos y confiables.

Estoy impresionado por el espíritu incansable de las mujeres y los hombres de la NASA para lograr misiones que antes se creían 

imposibles. Continuaremos derribando las barreras, tanto visibles como invisibles, que obstaculizan la equidad, para asegurar el 

acceso de las comunidades desatendidas a las oportunidades y para avanzar con confianza hacia una nueva era de exploración, 

llena de avances y descubrimientos que nos llevarán más lejos que antes: llevaremos a la primera mujer y a la primera persona 

de color a la Luna, y continuaremos hacia Marte y más allá, mientras expandimos la ciencia, el crecimiento económico y la 

prosperidad.

15 DE NOVIEMBRE DE 2022

MENSAJE DEL ADMINISTRADOR(CONTINUACIÓN)

Atentamente,

Bill Nelson
nasa.gov NASA FY 2022 / Agency Financial Report / 112

APPENDIX — Glossary of Acronyms

Tengo el orgullo de acompañar al Administrador Nelson en la presentación del Informe Financiero de la Agencia NASA (AFR, 

por sus siglas en inglés) para el año fiscal 2022. Los estados financieros del año fiscal 2022 y la información que los acompaña 

reflejan nuestro compromiso con el avance de la misión de la NASA, y las prioridades de la Administración Biden-Harris de: 

combatir la crisis climática; avanzar el liderazgo estadounidense en la aeronáutica y el espacio; promover la diversidad, la 

equidad, la inclusión y la accesibilidad (DEIA, por sus siglas en inglés), e impulsar el crecimiento económico.

Una buena gestión financiera es la piedra angular de una gestión eficaz y prudente de los recursos de los contribuyentes. La 

Oficina del Director de Finanzas (OCFO, por sus siglas en inglés) tiene la responsabilidad de demostrar transparencia y de 

rendir cuentas mediante el desempeño operativo y los resultados de la gestión de recursos de la NASA que se resumen en este 

informe. Estoy orgulloso del arduo trabajo, la pericia y la dedicación del equipo de OCFO durante el año pasado para cumplir con 

los más altos estándares de desempeño presupuestario, gestión de riesgos, implementación de controles internos e informes 

financieros. Este estándar de excelencia ha sido reconocido y destacado una vez más, en nuestro informe de auditores para el 

año fiscal 2022, lo que refleja un dictamen de auditoría “limpia” sin modificaciones ni debilidades materiales de control interno 

por duodécimo año consecutivo. Esto confirma que los estados financieros de la NASA no tienen errores materiales y han sido 

preparados de acuerdo con los Principios de Contabilidad Generalmente Aceptados (PCGA) de Estados Unidos, y que nuestro 

sistema de controles internos está funcionando de manera eficaz. Quiero ofrecer mi más sincero agradecimiento a todo el equipo 

de OCFO y a nuestros socios en la organización por sus contribuciones al éxito del AFR.

Actividades de auditoría y cumplimiento de normas

Este año, el equipo de OCFO dedicó tiempo y recursos significativos para modificar el proceso de presentación de informes de 

Asociaciones Públicos-Privadas (P3) de la NASA. Nuestros auditores independientes identificaron una deficiencia significativa en 

el año fiscal 2021, donde se determinó que era necesario mejorar la evaluación de P3 de la NASA para cumplir con los requisitos 

de divulgación de la Declaración de Normas Federales de Contabilidad Financiera (SFFAS, por sus siglas en inglés) número 49 

Junta Asesora de Normas Federales de Contabilidad (FASAB, por sus siglas en inglés): Asociaciones público-privadas: Requisitos 

de divulgación, y los Requisitos para informes financieros de la Circular A-136 de la Oficina de Gestión y Presupuesto (OMB, 

por sus siglas en inglés). La NASA implementó con éxito las recomendaciones y corrigió esta deficiencia durante el año fiscal 

2022 mediante colaboraciones efectivas entre nuestras sedes y nuestros centros de la NASA para refinar y estandarizar nuestro 

proceso de evaluación y divulgación de P3.

Me complace informar que los auditores independientes no identificaron debilidades materiales o deficiencias significativas en su 

auditoría financiera para el año fiscal 2022. El dictamen de auditoría “limpia” sin modificaciones de la NASA muestra que nuestros 

estados financieros del año fiscal 2022 se presentan de manera justa y conforme a los PCGA. Además, los auditores no revelaron 

ningún caso de incumplimiento de las disposiciones aplicables de la Ley Federal de Mejora de la Gestión Financiera (FFMIA, por 

sus siglas en inglés) en los sistemas de gestión financiera de la NASA.

Logros clave de OCFO

El equipo de OCFO logró avances en nuestros esfuerzos por el Futuro del Trabajo y realizó una transición completa a un entorno 

de trabajo híbrido, que seguimos refinando y mejorando para permitir flexibilidad, al tiempo que cumplimos con los exigentes 

requisitos de nuestra oficina a fin de cumplir con nuestros objetivos. La NASA fue nuevamente reconocida y galardonada, por 

octavo año consecutivo, con el Certificado de Excelencia en Informes de Rendición de Cuentas (CEAR, por sus siglas en inglés) 

de la AGA. El comité de selección de CEAR también reconoció a la NASA con el Premio al Mejor de su Clase por su presentación 

visual en nuestro AFR, que nos permite interactuar de manera convincente con los lectores y destacar la importancia de la misión 

y los logros de la NASA.

APÉNDICE — 15 de Noviembre de 2022

MENSAJE DEL DIRECTOR FINANCIERO
nasa.gov NASA FY 2022 / Agency Financial Report / 113

APPENDIX APÉNDICE — — 

15 de Noviembre de 2022 Glossary of Acronyms

Por otra parte, seguimos comprometidos a fomentar una cultura y una fuerza laboral que sean innovadoras, inclusivas, diversas y 

que tengan el compromiso de utilizar las habilidades e ideas de todos para cumplir nuestras metas y objetivos comunes. Estamos 

logrando esta visión, en parte, centrándonos en nuestra estructura organizativa e integrando mejor nuestra fuerza laboral. Estamos 

reforzando la resiliencia empresarial mediante el fortalecimiento de la integración entre nuestras sedes y centros. Además, hemos 

establecido un nuevo cargo de Director de Finanzas Adjunto para mejorar y fortalecer la gestión financiera de la NASA. Estoy 

increíblemente orgulloso de las muchas colaboraciones excepcionales, bajo el liderazgo de los destacados directores financieros 

de nuestros centros y los directores financieros adjuntos de nuestras sedes, que son tan cruciales para lograr nuestros objetivos 

empresariales.

Felicitaciones al equipo de OCFO y a toda la fuerza laboral de la NASA por sus increíbles logros durante el año pasado. Estoy 

aún más entusiasmado con lo que lograremos colectivamente en los próximos años a medida que buscamos liderar y avanzar 

en la comprensión científica y tecnológica global, mejorar la accesibilidad y la inclusión, abordar los apremiantes desafíos del 

cambio climático y de una infraestructura sostenible, expandir el ámbito de lo que es posible en aeronáutica y espacio, y apoyar 

a esta sobresaliente fuerza laboral. Tengo plena confianza en nuestra talentosa fuerza laboral y sé que continuaremos brindando 

un administración financiera, un rigor en las adquisiciones y una gestión superiores para permitir estos logros y proporcionar el 

necesario rendimiento de cuentas al público.

15 DE NOVIEMBRE DE 2022

MENSAJE DEL DIRECTOR FINANCIERO(CONTINUACIÓN)

Atentamente,

Margaret Vo Schaus
nasa.gov NASA FY 2022 / Agency Financial Report / 114

APPENDIX APPENDIX — — Certificate of Excellence in Accountability Reporting Award Glossary of Acronyms

CERTIFICATE OF EXCELLENCE IN 

ACCOUNTABILITY REPORTING AWARD

On June 2, 2022, the AGA awarded NASA its prestigious Certificate of Excellence in Accountability Reporting (CEAR) award. This 

marks the 8th consecutive year NASA has been recognized for its excellency in financial reporting. NASA was also acknowledged for 

inspiring photographs and their captions throughout the AFR document. This recognition was awarded with a Best-In-Class Award.

“

Inspiring photographs and their captions, 

throughout, which encourage the reader to learn 

more about NASA and to read the AFR. These 

pictures also bring to life the narratives described, 

demonstrate the importance of NASA’s mission, 

and allow the reader to conceptualize some of 

the more technical information.”

AGA CEAR BOARD

Certificate of Excellence in

Accountability Reporting®

in recognition of outstanding effort in preparing the 

Agency Financial Report for fiscal year 2021

presented to the

Ann M. Ebberts, MS, PMP

Chief Executive Officer, AGA

Diane L. Dudley, CGFM, CPA

Chair, CEAR Board

National Aeronautics and 

Space Administration

Certificate of Excellence in

Accountability Reporting®

BEST-IN-CLASS AWARD

in the Agency Financial Report for fiscal year 2021

in recognition of

presented to the

Ann M. Ebberts, MS, PMP

Chief Executive Officer, AGA

Diane L. Dudley, CGFM, CPA

Chair, CEAR Board

National Aeronautics and 

Space Administration

inspiring photographs with captions
nasa.gov NASA FY 2022 / Agency Financial Report / 115

APPENDIX APPENDIX — — Glossary of Acronyms Glossary of Acronyms

GLOSSARY OF ACRONYMS

continued on the next page →

A

ACO Announcement of Collaboration Opportunity

AFR Agency Financial Report

AFRC Armstrong Flight Research Center

AICPA American Institute of Certified Public Accountants

AMP Agency Master Plan

ARC Ames Research Center

ARMWG Agency Risk Management Working Group

ASAP Aerospace Safety Advisory Panel

ASC Accounting Standards Codification

ATV Automated Transfer Vehicle

B

BPR Baseline Performance Review

BAA Broad Area Announcement

C

Caltech California Institute of Technology

CAPSTONE Cislunar Autonomous Positioning System Technology Operations and Navigation

CARES Act Coronavirus Aid, Relief, and Economic Security Act

CDR Critical Design Reviews

CEAR Certificate of Excellence in Accountability Reporting

CFO Chief Financial Officer

CFO Act Chief Financial Officers Act of 1990

Challenger Trust Fund Science, Space, and Technology Education Trust Fund

CIO Chief Information Officer

CLPS Commercial Lunar Payload Services

CoF Construction of Facilities

CRV Current Replacement Value

CSA Canadian Space Agency

CSRS Civil Service Retirement System

D

DA Decision Authority

DATA Act Digital Accountability and Transparency Act of 2014

DART Double Asteroid Redirection Test
nasa.gov NASA FY 2022 / Agency Financial Report / 116

APPENDIX — Glossary of Acronyms

continued on the next page →

DCIA Debt Collection Improvement Act

DEIA Diversity, Equity, Inclusion, and Accessibility

DM Method Deferred Maintenance Parametric Estimating Method

DM&R Deferred Maintenance and Repairs

DT Digital Transformation

E

EAP Equity Action Plan

EC Executive Council

ECC Enterprise Central Component

EDP Enterprise Data Platform

EEJ Equity and Environmental Justice

EGS Exploration Ground Systems

EHP Extravehicular Activity and Human Surface Mobility Program

EIC Earth Information Center

Endeavor Trust Fund Endeavor Teacher Fellowship Trust Fund

EPO Enterprise Pricing Office

ERM Enterprise Risk Management

ERMWG Enterprise Risk Management Working Group

ESA European Space Agency

ESAD Enterprise Service and Analysis Division

ESBO E-Business Systems Office

ESM European-built Service Module

ESCO Energy Service Company

ESDMD Exploration Systems Development Mission Directorate

ESO Earth System Observatory

ESPC Energy Savings Performance Contract

EUL Enhance Use Lease

Evidence Act Foundations for Evidence-Based Policymaking Act of 2018

EVM Earned Value Management

xEVA Exploration Extravehicular Activity

xEVAS Exploration Extravehicular Activity Services

EY Ernst & Young LLP

F

FAR Federal Acquisition Regulation

FASAB Federal Accounting Standards Advisory Board

FASB Financial Accounting Standards Board

FBWT Fund Balance with Treasury

FCI Facility Condition Index
nasa.gov NASA FY 2022 / Agency Financial Report / 117

APPENDIX — Glossary of Acronyms

continued on the next page →

FECA Federal Employees' Compensation Act

FEGLI Federal Employees Group Life Insurance

FEHB Federal Employee Health Benefits

FERS Federal Employees Retirement System

FFMIA Federal Financial Management Improvement Act

FFP Firm Fixed Price

FFRDC Federally Funded Research and Development Center

FMFIA Federal Managers' Financial Integrity Act

FPA Federal Program Agencies

FR Financial Report of the U.S. Government

FY Fiscal Year

G

GAAS Generally Accepted Auditing Standards

GAAP Generally Accepted Accounting Principles

GAO Government Accountability Office

GCAM Grant and Cooperative Agreement Manual

GISS Goddard Institute for Space Studies

GONE Grants Oversight and New Efficiency

GPRAMA Government Performance and Results Modernization Act of 2010

GRC Glenn Research Center

Green Book GAO Standards of Internal Control in the Federal Government

GSFC Goddard Space Flight Center

GTA Government Task Agreements

GTAS Government-wide Treasury Account Symbol Adjusted Trial Balance System

G-PP&E General Property, Plant and Equipment

H

HALO Habitation and Logistics Outpost

HiCAM Hi-Rate Composite Aircraft Manufacturing

HLS Human Landing Systems

HQ NASA Headquarters

HTV H-II Transfer Vehicle

HVA High-Value Asset

HVAC Heating, Ventilating, and Air Conditioning

I

IBNR Incurred But Not Reported

IGT Intragovernmental

IRB Independent Review Board
nasa.gov NASA FY 2022 / Agency Financial Report / 118

APPENDIX — Glossary of Acronyms

continued on the next page →

ISRO Indian Space Research Organisation

ISS International Space Station

IT Information Technology

J

JAXA Japan Aerospace Exploration Agency

JCL Joint Cost and Schedule Confidence Level

JPL Jet Propulsion Laboratory

JSC Johnson Space Center

JWST James Webb Space Telescope

K

KSC Kennedy Space Center

L

LaRC Langley Research Center

LCC Launch Control Center

LEED Leadership in Energy and Environmental Design

LEO Low Earth Orbit

M

MAF Michoud Assembly Facility

MARE Matroshka AstroRad Radiation Experiment

ML Mobile Launcher

MSC Mission Support Council

MSFC Marshall Space Flight Center

MSWG Management System Working Group

M&R Maintenance and Repairs

N

NAC NASA Advisory Council

NACA National Advisory Committee for Aeronautics

NASA National Aeronautics and Space Administration

NBL Neutral Buoyancy Laboratory

NextSTEP Next Space Technologies for Exploration Partnerships

NFS NASA FAR Supplement

NHPA National Historic Preservation Act

NISAR NASA-ISRO Synthetic Aperture Radar

NMAAHC National Museum of African American History and Culture
nasa.gov NASA FY 2022 / Agency Financial Report / 119

APPENDIX — Glossary of Acronyms

NPR NASA Procedural Requirements

NSSC NASA Shared Services Center

O

OCE Office of the Chief Engineer

OCFO Office of the Chief Financial Officer

OCHCO Office of Chief Human Capital Officer

OCHMO Office of the Chief Health and Medical Officer

OCIO Office of the Chief Information Officer

OIG Office of Inspector General

OMB Office of Management and Budget

OP Office of Procurement

OPM Office of Personnel Management

OSI Office of Strategic Infrastructure

OSI-FRED OSI-Facilities and Real Estate Division

OSMA Office of Safety and Mission Assurance

P

P3 Public-Private Partnerships

PIIA Payment Integrity Information Act

P.L. Public Law

PMA President’s Management Agenda

PMC Program Management Council

PP&C Program Planning and Control

PPE Power and Propulsion Element

President's Budget Budget of the United States Government

PRIME Polar Resources Ice Mining Experiment

PSE Program Support Equipment

Q

QAD Quality Assurance Division

R

R&D Research and Development 

R&T Research and Technology

RCM Reliability Centered Maintenance

RFI Request for Information

RFP Request for Proposal
nasa.gov NASA FY 2022 / Agency Financial Report / 120

APPENDIX — Glossary of Acronyms

S

SAO Strategy and Architecture Office

SAP Systems, Applications, and Products

SAT Senior Assessment Team

SBR Statement of Budgetary Resources

SCIC Supply Chain Insight Center

SDA Software Defined Access

SFFAS Statement of Federal Financial Accounting Standards

SLS Space Launch System

SMC Senior Management Council

SNC Statement of Net Cost

SO Strategic Objective

SoA Statement of Assurance

SSMS Safety, Security, and Mission Services

STEM Science, Technology, Engineering, and Mathematics

STS-1 Space Transportation System-1 

STScI Space Telescope Science Institute

SWOT Surface Water and Ocean Topography

T

Treasury U.S. Department of the Treasury

U

U.S. United States

U.S.C. U.S. Code

UESC Utility Energy Service Contract

UNICORN Unified Comprehensive Operational Risk Network

V

VAB Vehicle Assembly Building

VIPer Volume of Integrated Performance

W

Webb James Webb Space Telescope
nasa.gov NASA FY 2022 / Agency Financial Report / 121

OFFICE OF THE CHIEF FINANCIAL OFFICER

Margaret Vo Schaus, CFO

Zeb Agbanyim Jessica Davis Courtney Mason Joi Salisbury

Carlos Aguirre John Dillon John Mathai Tierra Sawe

Terrance Alfred Kristian Dixon Jonathan “Craig” McArthur Desiree Seaward

Cherisse Aquil Henri Edmond Teferi Mekonnene Sunita Sharma

Larisa Aranbayeva Eileen Eley Letha Meyers Jamell Sharpe

Kelly Barnes John Emery Hakim Muhammad Anne Simmons

Irvin Bigay Kevin Gilligan Pishoy Nashed Jana Sjoquist

Walter Bland Monique Gregory Chidilim Okonkwo Camelia Spence

Sharon Bryant Laurese Hale Ignatius Okonkwo Martin Tran

Michelle Butler Sonja Hill Omar Palmer Tien Tran

Kim Butler Terry Jackson Eric Peters Tiffany Tran

Cheryl Carrington Gatrie Johnson Frank Petersen Eugene Walker

Jared Canubas Purnell Johnson Brian Petrone Nina Wang

Tamara Chapman Jin Kim Amberly Plummer Derek Wells

Wendy Cheung Jui-Ting “Tina” Liu Rodney Rodriguez Charlene Williams

Haideh Chubin Andre Long Jenny Russell Ryan Willing

The AFR was produced with the energies, time, and talents of the National Aeronautics and Space Administration 

employees in Washington, D.C. We offer our sincerest thanks and acknowledgments. In particular, we recognize 

the following individuals and organizations.

We would also like to acknowledge Deloitte & Touche LLP for their objective review of the Agency’s Financial Report and Ernst & 

Young LLP for the professional manner in which they conducted the audit of the FY 2022 financial statements. We would like to 

send a special thank you to the Office of the Chief Human Capital Officer (OCHCO) and Office of Communications. 

We offer special thanks to our graphic designer, Darren Fuller.

APPENDIX — Acknowledgments

THANK YOU

OFFICE OF STRATEGIC INFRASTRUCTURE

Jim Durham

Kristy Hopewell

OFFICE OF INSPECTOR GENERAL

Deirdre Alexander

Andrada Cornea

Regina Dull

Mark Jenson

MISSION SUPPORT DIRECTORATE

Anthony Mitchell

Jeanne Tran
The SpaceX Falcon 9 rocket is seen in this 30-second exposure photograph as it 

launches with the Double Asteroid Redirection Test, or DART, spacecraft onboard, 

Tuesday, Nov. 23, 2021, Pacific time (Nov. 24 Eastern time) from Space Launch Complex 

4E at Vandenberg Space Force Base in California. DART is the world’s first full-scale 

planetary defense test, demonstrating one method of asteroid deflection technology. 

The mission was built and is managed by Johns Hopkins APL for NASA’s Planetary 

Defense Coordination Office. 

PHOTO CREDIT — NASA/Bill Ingalls

Mary W. Jackson NASA Headquarters

300 E Street SW (Hidden Figures Way)

Washington, DC 20546

(202) 358 - 0001 (Office)

(202) 358 - 4338 (Fax)

Stay connected with NASA via the 

following social media sites:

Facebook.com/NASA

Twitter.com/NASA

Instagram.com/NASA

Youtube.com/NASA

Flickr.com/photos/nasahqphoto

Linkedin.com/company/nasa/

Thank you for interest in NASA’s FY 2022 AFR.

We welcome your comments on how we can make 

this report more informative for our readers. Electronic 

copies of this report and prior years’ reports are available 

through the Agency’s website. Please send your 

comments to: hq-ocfo-afrfeedback@mail.nasa.gov

National Aeronautics and

Space Administration