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Capability Portfolio Commitment Agreement (CPCA)

Space Environments Testing (SET) Management Office (SETMO)

________________________________ ___________

Melanie W. Saunders Date

Chair, Mission Support Council

_ _ ___________

Robert Gibbs Date

Associate Administrator, Mission Support Directorate

__ ___________

Eugene L. Tu Date

Director, Ames Research Center

_ _

David D. McBride Date

Director, Armstrong Flight Research Center

_ ____ ___________

Marla E. Perez-Davis Date

Director, Glenn Research Center

_ ___________

Dennis J. Andrucyk Date

Director, Goddard Space Flight Center

_ ___________

Mark S. Geyer Date

Director, Johnson Space Center

_ ___ ___________

Robert D. Cabana Date

Director, Kennedy Space Center
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___________

Clayton P. Turner Date

Director, Langley Research Center

_ 

Jody A. Singer Date

Director, Marshall Space Flight Center

_

Marcus A. Watkins Date

Director, NASA Management Office

_

Michael M. Watkins Date

Director, Jet Propulsion Laboratory

_ ___ ___________

Robert A. Pearce Date

Associate Administrator, Aeronautics Research Mission Directorate

___________ ___________

Kathryn L. Lueders Date

Associate Administrator, Human Exploration and Operations Mission Directorate

_ _ ___________

Thomas H. Zurbuchen Date

Associate Administrator, Science Mission Directorate

_ ___________

James L. Reuter Date

Associate Administrator,

Space Technology Mission Directorate

 
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Table of Contents 

INTRODUCTION .......................................................................................................................... 4

BACKGROUND ............................................................................................................................ 4

1.0 GOALS AND OBJECTIVES.............................................................................................. 5

2.0 SCOPE, PRODUCTS, AND SERVICES............................................................................ 5

3.0 STRATEGY......................................................................................................................... 7

3.1 Tier 1 and Tier 2 Capability Components........................................................................ 8

3.2 Customers, Stakeholders, and Partners............................................................................ 9

3.3 Constraints / Challenges................................................................................................... 9

3.4 Opportunities.................................................................................................................... 9

3.5 Strategic Themes or Focus Areas................................................................................... 10

3.6 SETMO Capability Portfolio Management Plan (CPMP)............................................. 10

4.0 AUTHORITY, GOVERNANCE, AND MANAGEMENT.............................................. 10

6.0 BUDGET AND FUNDING MODEL ............................................................................... 13

7.0 SOURCING STRATEGY AND SOURCING DECISIONS ............................................ 14

8.0 HIGH-RISK AREAS......................................................................................................... 15

9.0 INTERNAL DEPENDENCIES AND AGREEMENTS ................................................... 15

10.0 EXTERNAL DEPENDENCIES AND AGREEMENTS .................................................. 16

11.0 REVIEWS.......................................................................................................................... 16

12.0 WAIVERS ......................................................................................................................... 17

13.0 CPCA ACTIVITIES LOG................................................................................................. 17

Appendix A - Glossary ................................................................................................................. 18

Appendix B - Acronyms............................................................................................................... 21

Appendix C – SETMO Tier 1 and Tier 2 Capability Components............................................... 23

Appendix D - SETMO Budget Run Out....................................................................................... 30

Tables

Table 1. SETMO Capability Categories......................................................................................... 6

Table 2. Capability Portfolio Commitment Agreement Activities Log........................................ 17
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INTRODUCTION

This CPCA for the combined Strategic Capabilities Assets Program (SCAP) and SET capability 

portfolios managed by SETMO is an agreement between the Mission Support Council (MSC)

Chair and the Mission Support Directorate (MSD) Associate Administrator and includes 

concurrence from Center and Laboratory Directors with capability components at their Centers 

and Mission Directorate Associate Administrators (MDAAs). 

Approval of this CPCA:

• authorizes SETMO to transition from Establishment activities to Strategic Management

activities

• formally incorporates the larger group of Agency-owned SET capability components

identified per MSC decision in November 2015 into the existing SCAP capability 

portfolio to form the SETMO capability portfolio

• authorizes SETMO to preserve critical Agency SETMO capability components while 

simultaneously implementing a managed approach for reducing redundant and/or 

obsolete infrastructure that is no longer strategically aligned with NASA’s mission

BACKGROUND

In August 2005, the NASA Strategic Management Council (SMC) approved the creation of an 

Agency-level asset management program, SCAP, to preserve key NASA capabilities that met 

certain criteria (e.g., minimum size). SCAP evolved to include three distinct capability 

categories: High Enthalpy Testing, Flight Simulation, and SET.

From 2008 to 2015, the Agency completed several studies to assess NASA’s ability to meet its 

long-range mission requirements. Most notable were the Technical Capabilities Assessment 

Team (TCAT) deep dive of the SET domain across Mission Directorates and Centers and the 

subsequent SET Tiger Team deep dive which led to the identification of the SET assets

recommended for corporate management.

In November 2015, the MSC decided to apply a centralized management model to SET

capabilities. Specifics of this MSC decision are as follows:

• Establish SET capability management model under MSD to include SET assets within 

SCAP and assets identified in decision package MSC-2015-10-01.

• Centralized management areas for test [to include Rocket Propulsion Test Program 

(RPT), SCAP, Aeronautics Evaluation and Test Capabilities (AETC), and High-End 

Computing Capability (HEC)] will adopt consistent management roles as applicable.

• Funding model will be the existing funding model, where funding for the portfolio will 

remain where it is today. SET manager can propose a new funding model to the Agency 

through the MSC if the current funding model is driving issues and/or inefficiencies.

In September 2016, SETMO was established within MSD’s Office of Strategic Infrastructure 

(OSI) to manage the combined SCAP/SET capability portfolio. As part of the Planning,
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Programming, Budgeting, and Execution (PPBE) for Fiscal Year (FY) 2020, a fourth capability 

category, External Radiation, was added to SETMO. 

1.0 GOALS AND OBJECTIVES 

NASA's vision is realized through the successful execution of its missions. SETMO indirectly 

enables mission success by achieving best value for the Agency and its customers by 

strategically and centrally managing the SETMO capability portfolio and leveraging external 

capabilities when in the best interest of the Agency.

To meet capability portfolio objectives, SETMO is focused on the achieving following goals:

1. Continually Increase Value Delivery as measured through:

a. Timeliness and reliability of support for prioritized Agency testing requirements

b. Increased alignment of capability components (and their capacities) with projected 

test demand

c. Effective risk identification and realized risk reductions

d. Continued relevance of the capability portfolio and enhancements in test capabilities

e. Satisfied test customers through operational professionalism and efficiency

2. Strategically Reduce Budget Requirements and Threats as measured through:

a. Common testing practices and cross-Center synergies

b. Expanded level of less-costly testing alternatives to meet Agency requirements

c. Realized efficiencies, consolidations, or operational savings including divestiture or 

reduction in the operational readiness levels for capabilities where return on 

investment is inadequate

SETMO capabilities support the 2018 NASA Strategic Plan's goals and objectives with the 

primary focus on Strategic Goal 4: Optimize Capabilities and Operations. 

• Strategic Objective 4.2: Enable Space Access and Services. Support the strategic 

capabilities needs of NASA's programs.

• Strategic Objective 4.6: Sustain Infrastructure Capabilities and Operations. Enable 

NASA's Mission by providing the facilities, tools, and services required to efficiently

manage, operate, and sustain the infrastructure necessary to meet mission objectives. 

SETMO aligns with and supports the MSC decision (MSC-2017-06-002) to adopt an Agency 

goal of 25% reduction in infrastructure assets over 20 years for strategic rightsizing/alignment of 

NASA's infrastructure. 

2.0 SCOPE, PRODUCTS, AND SERVICES 

The SETMO capability portfolio (Tier 1 and Tier 2) comprise approximately 175 ground test 

capability components across nine NASA Centers and external sources. Each capability 

component is a system comprising workforce (i.e., FTE/WYE), equipment, facilities, processes, 

resources, competencies, and technologies that delivers products and services. Some capability 

components directly and/or indirectly support other listed SETMO capabilities as part of an 

existing consolidation at a Center to allow for integrated testing services. Also, at some Centers, 
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there are similar assets, such as cleanrooms used for integration and/or build-up that are not 

within the scope of SETMO.

SETMO capability components fall into four major categories as shown in Table 1.

Table 1. SETMO Capability Categories

Capability Category Description

High Enthalpy Testing Large arc jet test facilities, recognized strategic capability 

components

Flight Simulation Motion based and stationary aeronautics flight simulation test 

facilities

Space Environments 

Testing

Facilities whose primary use is related to spacecraft and instrument 

development and qualification, space technology development, 

human rated space environments, and launch environments.

Capability component types include vacuum, thermal/vacuum, and 

thermal chambers; vibration tables; acoustic labs; cleanrooms; and 

electromagnetic interference (EMI)/electromagnetic compatibility

(EMC), magnetic, optical, X-ray, solar spectrum, and ionizing 

radiation facilities.

External Radiation Services procured from external sources to meet the Agency 

requirements for high-energy radiation testing. 

The SETMO Tier 1 is the collection of those capability components approved by the Agency 

SMC in August 2005 for SCAP sustainment funding. The SETMO Tier 2 is the collection of 

those capability components approved by the Agency SMC in August 2005 that were not 

provided SCAP sustainment funding and those capability components added through the 

November 2015 MSC decision that created SETMO. SETMO Tier 1 and Tier 2 capability 

components are listed in Appendix C - NASA SETMO Tier 1 and Tier 2 Capability 

Components.

Testing services provided to SETMO customers vary and are dependent on customer 

requirements. These services include test planning and set-up; test article installation; test article

modification; data acquisition, reduction, and analysis; qualification test services; and test 

imaging. These services are Center-managed and the specific service levels provided are 

negotiated between the test customer and the Center capability component manager per Center 

procedures.

Performance/operational thresholds are used to determine if/when SETMO Director concurrence 

or notification is required for the acquisition of new capability components or the use of existing 

capability components. These thresholds are defined in the SETMO Capability Portfolio 

Management Plan (CPMP).

SETMO recognizes that decision processes need to consider Center end-to-end capabilities. 

Some of the components included in these end-to-end capabilities might not be in the SETMO

capability portfolio.
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In addition, SETMO recognizes there is enabling infrastructure required by each capability 

component, and further identification of infrastructure interfaces will be accomplished by 

SETMO and the Centers during the first year of Strategic Management of the SETMO capability 

portfolio.

SETMO also maintains cognizance of external capabilities and services that fall within the 

capability portfolio scope.

3.0 STRATEGY

SETMO capability components are key enablers for accomplishing the Agency’s Aeronautics, 

Human Exploration and Operations, Science, and Space Technology mission objectives. The 

SETMO strategy effectively and proactively:

1. Manages the capability portfolio as a strategic Agency resource, giving consideration to 

Agency-defined center roles and responsibilities to sustain, maintain, modernize, enhance, 

and develop infrastructure and a skilled workforce at a level based on current and projected 

test requirements and available funding. The lack of requirements or constraints in funding 

result in prioritization decisions that change the planned capacity or operational readiness 

level of capability components or increase costs to customers.

2. Ensures sustained capability components have mission requirements, strategic stakeholder 

requirements, or have been identified as potentially required for future missions and are 

being sustained for risk mitigation purposes pending mission requirement maturation.

3. Provides program management (cost, schedule, technical) for all sustained capability 

components and monitor and report how capability components contribute to the Agency's 

mission. As an element of management, the SETMO will integrate risks from and mitigations 

for the capability components within the Risk Management Plan.

4. Provides annual review of business practices, including the offset of customer charging 

through the use of sustainment funding, to ensure consistency with Agency policy.

5. Ensures continued relevance of the capability portfolio by developing short- and long-range 

plans for capability components.

6. Evaluates and provides decisions to Agency and Center leadership on assessments that 

involve changes to the capability portfolio in accordance with requirements and strategic 

guidance included in NPD/R 8600.1, this CPCA, and the CPMP.

7. Implements actionable decision management. SETMO conducts strategic alignment 

assessments of all capability components through an established analytical decision 

framework with guidance and review from the Space Environments Testing Control Board 

(SETCB).

8. Develops financial management proposals. Potential changes in SETMO budgets are 

achieved after strategic alignment assessments through a budget rationalization review that 

incorporates requirements for sustainment, maintenance, and modernization and 

advancement.

9. Advises customers with respect to capabilities to inform the development of realistic test 

campaigns.

10. Provides a concur or non-concur for investments, divestments, acquisition strategies, 

procurements, agreements, and changes to capability portfolio capability components in 
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accordance with requirements and strategic guidance included in NPD/R 8600, this CPCA, 

and the CPMP.

11. Provides a concur or non-concur on waivers from CPM requirements as described in NPR

8600.1, Section 5.2. A written explanation for a non-concurrence is provided.

12. Maintains cognizance and insight into external capabilities that fall within the capability 

portfolio.

13. Serves as the Agency's principal advocate and authority for the capability portfolio and its 

components both internal to the Agency and with external partners.

The SETMO CPMP defines the implementation details for the SETMO strategy. The SETMO 

Capability Portfolio Strategic Plan defines the implementation details for specific alignment

assessments.

3.1 Tier 1 and Tier 2 Capability Components

Tier 1 capability components are provided sustainment funding but must rely on customer 

revenue and funding from CM&O to fully recover the costs necessary to operate at planned 

capacity. Tier 2 capability components are not provided sustainment funding and rely on 

customer revenue and funding from CM&O to fully recover the costs necessary to operate at 

planned capacity. 

SETMO is responsible for continually monitoring conditions associated with the Tier 1 and Tier 

2 capability components. This includes strategic testing needs from the Agency and testing 

capabilities external to NASA. SETMO manages its budget to best meet the needs of 

stakeholders, and changes in Tier 1 funding are based on strategic need and risk. SETMO 

advises Agency leadership on the state and disposition of the capability components. Changes in 

Tier 1 and Tier 2 capability components are expected due to changing Agency programs and 

projects and the Agency’s goal of a 25% reduction in infrastructure assets over 20 years. 

SETMO conducts strategic alignment assessments of Tier 1 and Tier 2 capability components 

with guidance and review from the SETCB. These alignment assessments evaluate each subcomponent category to optimize the value capability components and resources provide to the 

Agency by:

• Gaining situational understanding of sub-capability portfolio elements, their capacities, 

costs, and risks, and identifying the criteria that informs element value in meeting 

requirements.

• Providing pairwise ranking of each element with prioritization conducted to the level 

where it is relevant.

• Developing decisional scenarios/options, to produce a limited number of practical 

alternatives, and identifying criteria for evaluating those options. For situations where 

there is insufficient data for analytical evaluation, relevant good enough data 

requirements are defined to support the evaluation of Agency intent to align supply with 

demand.

• Developing an action plan for improving resource allocation and or capability portfolio 

investment or divestment and rationalizing any increase in operational readiness levels, 

strategic investment requirements, and any increased funding requirement.
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Alignment assessment methodology and details are documented in the SETMO CPMP and 

SETMO Capability Portfolio Strategic Plan. An integrated plan will be developed within three

months of MSC approval of the SETMO transition to Strategic Management. The integrated plan 

will prioritize sub-capability alignment assessments and will identify the milestones associated 

with the completion of assessments to support PPBE23 and those that will support PPBE24.

3.2 Customers, Stakeholders, and Partners

The predominate customers of SETMO products and services are the programs and projects 

sponsored by NASA Mission Directorates (~ 90%). SETMO capability components also 

supports other government agencies (e.g., Department of Defense (DoD), Federal Aviation 

Administration) and commercial space vendors (e.g., Boeing, SpaceX).

SETMO stakeholders include internal and external customers, Mission Directorates, Centers 

with SETMO capability components, capability leadership teams, and the SETCB.

3.3 Constraints / Challenges

The constraints and challenges capability components include: 

• Funding Levels. Flat or decreasing funding for SETMO capability components results in 

fewer investments in maintenance and modernization, more run-to-fail situations, and 

more costs being passed to testing customers, which might result in missed mission 

milestones.

• Location. The SETMO capability components are geographically dispersed, which 

creates a challenge to sharing workforce and capabilities.

• Changing Requirements. The technical capabilities and the capability components 

contained within SETMO are dynamic and evolve as NASA missions and Agency 

requirements change. 

• Agency Culture. Centralized management requires Agency-level decision making, 

funding, planning, strategic management, standardization, and controls to shape and 

evolve the tiers.

3.4 Opportunities

The opportunities for capability components include: 

• Knowledge Sharing. The sharing of best practices across the SETMO capability 

components makes it possible for all personnel to perform their jobs better. 

• Standardization. Common business practices and standardized hardware, software, 

technology, training, and reporting across similar capability components can:

o Lower the cost of capability component operations and maintenance.

o Provide customers with greater options for needed products and services.

o Lower customer and capability portfolio risks.

o Enable hardware and software to move between capability components when needed. 
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• Skill Retention. Centralized management provides ongoing Agency-level awareness of 

the skilled personnel (FTE/WYE) that are available and retained. As the number of 

skilled personnel changes at different Centers, SETMO can work with Centers to retain 

skilled personnel to the greatest extent possible through periods of low utilization.

3.5 Strategic Themes or Focus Areas

SETMO is focused on the following areas:

• Maturing central and strategic management processes. This includes:

o Understanding the capability, condition, current capacity, costs to own, and the 

products and services delivered;

o Recurring assessment of utilization trends and current and future mission 

requirements; and 

o Developing recommendations for NASA leadership regarding the SETMO capability 

components.

• Enhancing Agency-level perspective and decisions. 

• Identifying and leveraging external capabilities when benefit and risk evaluations are 

favorable to the Agency.

• Conducting alignment assessments

• Developing the SETMO Capability Portfolio Strategic Plan.

3.6 SETMO Capability Portfolio Management Plan (CPMP)

The SETMO CPMP has been developed in parallel with the CPCA and is being routed for 

approval at the time of CPCA final signature. The CPMP provides further definition concerning 

the management approach that will be used. In instances where contradiction to the CPCA and 

CPMP are noted, the CPCA takes precedence.

Final CPMP approval is anticipated several months after CPCA approval. Further updates to the 

CPCA and CPMP will be published as a result of changes to the listing of capability components 

in Appendix C and/or as a result of changes to the charter and scope of SETMO.

4.0 AUTHORITY, GOVERNANCE, AND MANAGEMENT

The authorization to establish the SETMO capability portfolio is documented in NASA MSC 

decision MSC-2015-10-001 (November 2015). The authorization to transition the SETMO 

capability portfolio to strategic management is documented in NASA MSC decision MSC-2020-

08-0021 (August 2020). The SETMO capability portfolio is governed by NPD 8600.1, 

Capability Portfolio Management and NPR 8600.1, NASA Capability Portfolio Management 

Requirements.

MSD is the sponsoring Mission Directorate for the SETMO capability portfolio, and SETMO is 

aligned with the MSD Program Management Council (MSPMC). The line of responsibility, 

authority, and accountability is from the NASA Administrator to the MSD Associate 

Administrator, to the OSI Assistant Administrator, to the SETMO Director. The SETMO 

Director, who serves as the SETMO capability portfolio manager, leads a team that includes the 
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Deputy Director, Chief Engineer, Chief Strategist, Capability Component Manager, and Business 

Manager. 

Each NASA Center with SETMO capability components assigns a point of contact (POC) who 

serves as the primary interface for SETMO-sponsored activities. The Center POC should have 

sufficient authority, insight, and ability to verify that investments and divestments support Center 

goals and commitments. The POC for External Radiation is the Agency Electronic Parts 

Manager. The MSD/SETMO organizational hierarchy is shown in Figure 1.

 

Figure 1. MSD/SETMO Organizational Hierarchy

The SETCB provides Agency input, guidance, and decisions on utilization, strategic investments 

and divestments, and scalability (capacities and/or capabilities) for the SETMO capability 

portfolio. SETCB includes Mission Directorate and Center representatives. Centers are invited to 

SETCB meetings and engage in ad hoc SETCB activities. Additional SETCB details are 

contained in the CPMP.

Center POCs and SETCB members advise SETMO of Center, program, project, and Mission 

Directorate intentions to make investments that may impact the SETMO capability portfolio.

Per MSC decision MSC-2020-08-0021 (August 2020), the SETMO Director is the Decision 

Authority for all decisions except Tier 1 divestments. The MSC Chair retains Decision Authority 

for Tier 1 divestments. The SETMO Director is responsible for the execution of the goals and 

objectives defined in Section 1.0. This includes assessment of capability components regardless 

of their tier and disposition of Tier 2 capability components. Tier 2 divestments are made only 

after completion of alignment assessments for capability category sub-capabilities (e.g., the 

vibration sub-capability within the SET capability category). A combination of decisional 

reviews in accordance with NPD/R 8600.1 are used for the strategic management of the 

capability portfolio. These are outlined in the CPMP and include:

• Additions or deletions of capability components in the SETMO capability portfolio.
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• Construction of new SETMO capability components when the value of the new 

capability component exceeds $1 million regardless of the funding source.

• Large modifications to existing SETMO capability components when the value of the 

modification exceeds $1 million regardless of the funding source.

• Divestment of a Tier 2 capability component.

• Changes to the SETMO funding model.

• Changes to the role of the SETCB.

In accordance with Agency policy, the dissenting opinion process is used by Centers and 

Mission Directorates to bring to the MSC Chair disagreement with decisions made by the 

SETMO Director. The MSC Chair also decides divestment reclamas.

The MSC Chair is the Decision Authority for the:

• Transition of the SETMO capability portfolio from Establishment activities to Strategic 

Management activities

• Transition of the SETMO capability portfolio from Strategic Management activities to 

Termination activities.

• Divestment of a Tier 1 capability component.

The MSC annually reviews SETMO for scope, responsibilities, issues, and risks. 

5.0 PERFORMANCE 

SETMO is committed to full compliance with the capability portfolio management requirements 

documented in NPD/R 8600.1. These requirements are prioritized to best align with the 

situational environment: capability components and enabling infrastructure that are aged and, in 

some cases, unreliable; importance for reliable performance in support of highly visible, costly 

and important Agency missions; and, the need for affordable solutions. Specific management 

performance elements which are of priority are:

• SETMO annual review of the operational status of its capability components to assess the 

costs and benefits of individual capability components against testing requirements and 

needs and to make appropriate decisions to invest in upgrades and to divest where 

advantageous. 

• Development of integrated utilization schedules to assist in achieving schedule 

commitments for all SETMO activities and to focus on successful achievement of major 

milestones. 

• Ensured balance of near-term financial stewardship with long-term capability and risks 

including management of SETMO operational readiness states to realize an optimal 

balance of operations, maintenance, and modernization investments. 

• Mitigation of maintenance issues with particular attention to those evaluated as having a 

very high risk to test.

The reliable delivery of testing services is a critical performance metric in support of customer 
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needs. The established, annual SETMO Agency Performance Indicator is rated green after a 

minimum of 90% overall availability of the Tier 1 capability components is reported. 

Availability is a measure of readiness and reliability and is calculated by subtracting unplanned 

downtime from time sold and dividing the result by time sold.

Testing performance is measured through customer satisfaction surveys. The performance metric 

is to achieve 85% or better overall customer satisfaction score for Tier 1 testing services.

SETMO collaborates with Centers in the development of Annual Operating Plans (AOP) for the 

SETMO Tier 1 capability components. The development starts in April with a milestone to 

complete the AOP by September 30th. The AOP serves as the operational baseline for the year of 

execution.

SETMO ensures facility maintenance and modernization activities do not adversely affect 

Agency requirements and uses Agency programmatic requirements to govern the implementation 

of activities in meeting testing milestones and schedule commitments.

Quarterly and annually, SETMO reviews Center operational performance against the planned 

baseline established in the AOP.

SETMO provides input to the quarterly Agency Baseline Performance Review and is also 

reviewed annually by the MSD and the MSC against the goals and objectives identified in 

Section 1.

6.0 BUDGET AND FUNDING MODEL

A fundamental factor in implementing centralized and strategic management is funding. The 

current SETMO model employs a partial, centrally-managed funding strategy, and consistent 

with MSC Decision Package MSC-2015-10-001, utilizes available funding to meet 

programmatic goals and objectives and operational sustainment and improvement strategies.

At the inception of SCAP in 2006, the budget level was set to sustain capability components at a 

ready to produce state with Centers establishing cost recovery strategies needed to meet planned 

capacity. Since 2006, the SCAP budget has declined, and the purchasing power has eroded to the 

point where capability components are sustained at a less than ready to produce state and with 

associated undesirable consequences (e.g., backlogged maintenance, unplanned downtime, 

instability in capability readiness, lack of technology advancement). Also, the SCAP-sustained 

capability components are not funded for the full complement of workforce (FTEs and WYEs). 

The SETMO budget is established through the Planning, Programming, Budgeting and 

Execution (PPB&E) process with specific guidance from MSD and OSI. SETMO operates under 

a constrained budget with funding determined by MSD. Within these limits, SETMO makes an 

initial allocation of funds among the capability components. Each test site then prepares an 

operating budget, divided among civil servant labor, travel, and various categories of 

procurements, to fit their allotted funds. MSD provides approximately $27 million/year (in FY20 

$) to sustain SETMO Tier 1 capability components at less than a ready to produce state and to 

provide a limited level of maintenance funding for Tier 1 and Tier 2 capability components. Per 

this funding model, Tier 1 capability components must rely on customer revenue and funding 

from CM&O to fully recover the costs necessary to operate at planned capacity, and Tier 2 

capability components must rely on customer sustainment and revenue and funding from CM&O 
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to fully recover the costs necessary to operate at planned capacity. The current SETMO PPBE22

run out is shown in Appendix D – SETMO Budget Run Out. 

Constraints in funding result in prioritization decisions that increase costs to customers or change 

the planned capacity or operational readiness level of capability components. Potential changes 

in SETMO budgets are requested through the annual PPBE Issue Paper process and realized after 

strategic alignment assessments through a budget rationalization review that incorporates 

requirements for sustainment, maintenance, modernization, and advancement.

SETMO competes in the Construction of Facility (CoF) process for supplemental resources 

necessary to achieve strategic objectives. All CoF resources realized are programmed outside of 

the SETMO budget. 

7.0 SOURCING STRATEGY AND SOURCING DECISIONS

SETMO uses the term “capability portfolio realignment” (i.e., realigning the capability 

components within tiers to more efficiently or effectively meet expected future demand) instead 

of “sourcing strategy” and the term “test assignment” (i.e., assigning testing requirements to 

specific capability components) instead of “sourcing decision.”

When SETMO identifies opportunities to use, acquire, develop, or modify capability components

in the SETMO capability portfolio to meet mission requirements, SETMO works with the 

Mission Directorates, Centers, SETCB, NASA Tech Fellows, and Systems Capability Team 

Leads to determine the best approach for capability portfolio realignment and/or test assignment.

For capability portfolio realignment, SETMO also concurs or non-concurs on or is notified of:

• Investments, divestments, acquisition strategies, procurements, or agreements that seek to 

build or develop new capabilities, improve existing capabilities, or divest of capabilities 

that fall within the SETMO capability portfolio and thresholds defined in the CPMP,

whether NASA or a NASA investment in a non-NASA capability. Recent examples 

include the Arc Jet modernization and the JSC Building 49 divestment.

• Acquisition strategies, procurements, and agreements to obtain products and services 

from external capabilities that fall within the SETMO capability portfolio. A recent 

example includes the external radiation block buy for testing electronic parts.

For most test assignments, SETMO customers interact and negotiate directly with Center 

capability component managers (i.e., facility managers) for information, planning, scheduling, 

developing cost estimates, and conducting tests. SETMO engages only in significant test 

assignments for major programs and projects (e.g., James Webb Space Telescope (JWST) testing 

in JSC Chamber A, Orion testing at Plum Brook Station (PBS)) and under other rare 

circumstances (e.g., a Center cannot resolve a schedule conflict and requests help, or external 

customers are making test inquiries with multiple Centers).

SETMO concurrence and notification processes are described in the SETMO CPMP.

Engagement points are essential for ensuring that concurrence or notification occurs as early as 

possible in the timelines, review cycles, and decision-making processes of the MDAA, Center, 

and program and project management. Early engagement points ensure that the plans of the 
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MDAA, Center Director, program manager, and project manager are consistent with the strategic 

direction and approved plans of the SETMO capability portfolio.

Specific methodologies have been established to serve as engagement points for agreements in 

general and for agreements established as part of competed missions. These methodologies are 

described in the SETMO CPMP.

8.0 HIGH-RISK AREAS

SETMO has identified three risks to the capability portfolio. These are:

• Arc Jet Modernization. The Arc Jet Complex is aged, funding for the infrastructure is 

very limited, and equipment failure could disable the capability for up to 24 months 

which could result in critical and costly delays in verifying and validating entry thermal 

protection systems for planned crewed, robotic, and commercial missions.

• Funding Levels. Flat or decreasing funding for SETMO results in fewer investments in 

maintenance and modernization, more run-to-fail situations, and more costs being passed 

to testing customers, which might result in missed mission milestones.

• Agency Culture. Centralized management requires Agency-level decision making, 

funding, planning, strategic management, standardization, and controls needed to shape 

and evolve the capability portfolio.

SETMO uses a Continuous Risk Management Process per NPR 8000.4, Risk Management 

Procedural Requirements to inform investment and divestment decisions. SETMO utilizes 

Center and third-party capability component condition and risk assessments as input to the 

Continuous Risk Management Process. SETMO provides a centrally-managed, risk-based 

allocation for maintenance projects for the SETMO capability portfolio.

Risk management is a distributed function in SETMO, and each of the Centers identifies, 

assesses, and mitigates potential risks within its own activities. SETMO maintains an integrated 

Risk Management Plan which includes Center-identified risks for prioritized mitigation projects 

and activities.

9.0 INTERNAL DEPENDENCIES AND AGREEMENTS

The successful implementation of Agency CPM depends on the support of the MSC Chair, MSC, 

OSI Assistant Administrator, sponsoring and participating MDAAs, Mission Directorate 

program and project managers, Office of the Chief Engineer, Office of the Chief Financial 

Officer, Office of the Chief Information Officer, Center Directors, and Center capability 

component managers. Chapter 4 of NPR 8600.1 delineates the roles and responsibilities of these 

parties in CPM. No additional internal dependencies and agreements are necessary for the 

SETMO capability portfolio to meet its objectives.

SETMO collaborates with Centers in the development of AOPs for the SETMO Tier 1 capability 

components. These AOPs serve as the operational baseline for the year of execution and

document agreements between SETMO and the Centers.
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10.0 EXTERNAL DEPENDENCIES AND AGREEMENTS

SETMO has several external dependencies and agreements.

NASA has multiple agreements with National facilities that provide heavy ion and proton 

radiation testing for the Agency. SETMO is collaborating with and provides funding to the 

Agency Electronics Parts Manager to consolidate these agreements and locations for electronic 

parts external radiation testing. This collaboration allows NASA to maintain access to external 

facilities at highest risk through a block buy of time and to consolidate and centralize 

management of multiple existing agreements and contracts to reduce administrative overhead 

and streamline access.

NASA also has an agreement with the DoD/NASA National Partnership for Aeronautical 

Testing (NPAT) to expand cooperation between the two parties for aeronautical test facilities 

including wind tunnels, propulsion test facilities, simulation facilities, and open-air ranges. The 

SETMO Director is a member of the NPAT board and works to address topics of mutual interest 

including planned improvements, alterations, or operational changes to aeronautical test 

facilities, and initiatives to promote and preserve the specialized workforce associated with 

aeronautical test facilities.

SETMO works with external partners such as the NPAT and relevant American Institute of 

Aeronautics and Astronautics working groups to communicate National needs. SETMO also 

communicates with them during divestment assessments to ensure National needs are 

considered.

11.0 REVIEWS 

The SETMO capability portfolio has recurring performance, informational, and specific 

decisional reviews with the MSC, MSD, and SETCB.

MSC decisional reviews authorize transition of the capability portfolio from Establishment

activities to Strategic Management activities and from Strategic Management activities to 

Termination activities. 

MSD evaluates the efficiency, effectiveness, and performance of the SETMO capability portfolio 

on a recurring basis. These evaluations focus on how well the capability portfolio is aligned with 

Agency needs, how commitments are being met, and how well policy and management 

processes are being followed. SETMO is reviewed annually by the MSPMC and during the 

PPBE process and quarterly through the Baseline Performance Review.

The SETCB provides Agency input and guidance on utilization, strategic investments and 

divestments, and scalability (capacities and/or capabilities) for the SETMO capability portfolio 

and its capability components. SETMO meets with the SETCB quarterly.

SETMO conducts quarterly reviews with the Centers. Guidance, templates, and spreadsheets for 

these reviews are documented in the CPMP.
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12.0 WAIVERS 

No waivers against NASA policies, directives, or applicable external requirements are required. 

Waivers are archived in accordance with the CPMP.

13.0 CPCA ACTIVITIES LOG

All CPCA activities, including revisions that reflect all changes to the original CPCA, are 

documented in the format defined in Table 2. This log may be supplemented with an attached 

addendum (Ref. #X) for each entry that describes the change. The CPCA is revalidated or 

updated every five years. Updates occur more frequently if there are significant changes.

Table 2. Capability Portfolio Commitment Agreement Activities Log

Date Event Change AddendumTerm 

Review

Sponsoring 

MDAA 

Sign

Participating 

MDAA(s)

Sign

Center 

Director(s)

Sign

MSC 

Chair 

Sign

CIO 

Sign 

when 

req’d

10/14/20 Initial 

Signatures

None None No Yes Yes Yes Yes NR

mm/dd/yy Revalidation None N/A No

mm/dd/yy Revalidation None N/A No

mm/dd/yy Approval of 

significant 

change

Addition 

of change 

N

Ref. #1 No
NASA INTERNAL October 14, 2020

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Appendix A - Glossary

Agency Strategic or Required Capability Components. Capability components with 

unacceptable or high risk to Agency mission or reputation for loss or inability to function. With 

unacceptable or high risk, some mission objectives may still be achieved but with significant 

impact. All capability components in the SETMO capability portfolio are Agency Strategic or 

Required capability components.

Capability Component. An individual capability within Tier 1 or the larger Tier 2. It is a system 

comprising workforce (i.e., FTE/WYE), equipment, facilities, processes, resources, 

competencies, and technologies that delivers products and services; for example, a wind tunnel 

and the workforce that manages, operates, and maintains it or a complex dedicated to an end-toend process. 

Capability Domain. Defined in NPD/R 8600.1, but not used by SETMO. Instead, SETMO uses 

the phrase “SETMO Capability Tier 2” (or Tier 2) with corresponding definition.

Capability Portfolio. A specific collection of functionally similar site-specific capability 

components and enabling infrastructure strategically managed together to meet NASA's strategic 

goals and objectives. For example, the Aerosciences Evaluation and Test Capabilities (AETC) 

capability portfolio includes selected NASA wind tunnels and aero-propulsion testing capability 

components. The capability portfolio for SETMO consists of Tier 1 and Tier 2 capability 

components, is defined in the CPCA, and is maintained as a configuration-managed element 

within the CPMP.

Capability Portfolio Realignment. Realigning the capability components within a capability 

portfolio to more efficiently or effectively meet expected future demand. SETMO uses the term 

“capability portfolio realignment” instead of “sourcing strategy.”

Center Point of Contact (POC). The POC assigned by each NASA Center with SETMO 

capability components. The Center POC serves as the primary interface for Center management 

regarding SETMO-sponsored activities. The Center POC should have sufficient authority, 

insight, and ability to verify that SETMO requirements are being satisfactorily addressed. 

Centralized Management. A management, reporting, and communications approach led by a 

central authority to ensure tactical and strategic decisions are made at the appropriate levels and 

are provided an integrated Agency perspective.

Dormant. A period of extended quiescent status for an operational capability component.

Establishment. The first of three sets of activities characterizing the lifespan of a capability 

portfolio. When leadership determines that it may be in NASA’s best interest to strategically and 

centrally manage a group of functionally similar capabilities in an integrated manner, it initiates 

the Establishment of a capability portfolio of capability components.

A decisional review is held at the MSC to determine whether to formally establish a capability 

portfolio and transition to active strategic management status; i.e., to transition to Strategic 

Management activities. 
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Long-term (sustainment). When a capability component has been fully funded (i.e., for 

sustainment and test-related costs) by a customer or group of customers for five years or more. 

Sourcing Decisions. The assignment of customer requests to capability components. 

Sourcing Strategy. A strategy for acquiring capability portfolio products and services through 

capabilities available in-house and through other agencies, vendors, partners, and academia. The 

sourcing strategy goal is to achieve an optimized capability portfolio that addresses Agency 

goals and objectives, supports the capability portfolio strategy, enables the capability portfolio’s 

strategic direction, and satisfies customer requirements.

Space Environments Testing Control Board (SETCB). The SETCB provides Agency input

and guidance on utilization, strategic investments and divestments, and scalability (capacities 

and/or capabilities) for the SETMO capability portfolio.

Space Environments Testing Management Office (SETMO). The office responsible for 

managing the SETMO capability portfolio. 

SETMO Capability Portfolio Manager. The person assigned to strategically and centrally 

manage the SETMO capability portfolio. The SETMO Director serves as the SETMO Capability 

Portfolio Manager.

SETMO Capability Tier 1. The SETMO Capability Tier 1 is 10 ground test capability 

components across five NASA Centers. Tier 1 capability components are generally larger and 

more complex than Tier 2 capability components. SETMO strategically and centrally manages 

Tier 1 capability components to meet NASA’s strategic goals and objectives.

SETMO Capability Tier 2. The SETMO Capability Tier 2 encompasses over 130 ground test 

capability components across nine NASA Centers. Tier 2 capability components are generally 

smaller and less complex than Tier 1 capability components. SETMO maintains cognizance over 

Tier 2 capability components.

SETMO Director. The SETMO Director manages the SETMO. The SETMO Director serves as 

the SETMO capability portfolio manager and leads the team that manages the capability 

portfolio.

SETMO Management Tiers. SETMO defines two management tiers (i.e., Tier 1 and Tier 2) to 

ensure application of appropriate levels of insight and oversight. Under this system, capability 

components in Tier 1 report frequently and in-depth. The reporting depth and frequency is 

decreased for capability components in Tier 2. 

Significant. Per NPD/R 8600.1, used to characterize changes in a capability portfolio for which 

the MSC Chair has decision authority.

Strategic Capabilities Assets Program (SCAP). The Agency established SCAP in 2006 to 

ensure select critical test capability components are operationally ready to meet mission and 

program requirements by sustaining a skilled workforce and performing essential maintenance.

The program supports essential core technical capability components: arc jets, simulators, 

thermal vacuum chambers, wind tunnels, and space radiation environments.
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Strategic Management (function). A series of integrated efforts that enable the Agency to 

establish and execute strategy, make decisions, allocate resources, develop and implement plans, 

and measure performance of the capability portfolio.

Strategic Management (set of activities). The second of three sets of activities characterizing 

the lifespan of a capability portfolio. These activities include key capability portfolio

management processes associated with both the strategic and centralized management aspects of 

CPM that repeat as long as the capability portfolio is active.

Termination. The third of three sets of activities characterizing the life span of a capability 

portfolio. When NASA leadership determines it is no longer in the Agency’s best interest to

strategically and centrally manage a capability portfolio in an integrated manner, it initiates 

termination of the capability portfolio.

Test Assignment. The assignment of testing requirements to specific capability components.

SETMO uses the term “test assignment” instead of “sourcing decisions.”
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Appendix B - Acronyms

AA Associate Administrator

AETC Aeronautics Evaluation and Test Capabilities

AFRC Armstrong Flight Research Center

AJ Arc Jet

AOP Annual Operating Plan

ARC Ames Research Center

CIO Chief Information Officer

CM&O Center Management and Operations

CMF Cockpit Motion Facility

CPCA Capability Portfolio Commitment Agreement

CPM Capability Portfolio Management

CPMP Capability Portfolio Management Plan

DoD Department of Defense

DoE Department of Energy

EMC Electromagnetic Compatibility

EMI Electromagnetic Interference

ESTA Energy Systems Test Area

FSF Flight Simulation Facilities

FTE Full-Time Equivalent

FY Fiscal Year

GRC Glenn Research Center

GSFC Goddard Space Flight Center

HECC High-End Computing Capability

I&TC Infrastructure and Technical Capabilities 

ISS International Space Station

JPL Jet Propulsion Laboratory

JSC Johnson Space Center

JWST James Webb Space Telescope

KSC Kennedy Space Center

LaRC Langley Research Center

MDAA Mission Directorate Associate Administrator

MPPF Multi-Payload Processing Facility

MSFC Marshall Space Flight Center

MSC Mission Support Council

MSD Mission Support Directorate

NASA National Aeronautics and Space Administration

NPAT (DoD/NASA) National Partnership for Aeronautical Testing

NPD NASA Policy Directive

NPR NASA Procedural Requirements

OSI Office of Strategic Infrastructure

PaIG Programmatic and Institutional Guidance

PBS Plum Brook Station

PHSF Payload Hazardous Servicing Facility

POC Point of Contact

PPBE Planning, Programming, Budgeting, and Execution

PRB Program and Resources Guidance
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RF Radio Frequency

RPTP Rocket Propulsion Testing Program

SCAP Strategic Capabilities Assets Program

SEC Space Environments Complex

SESTL Space Environment Simulation and Testing Laboratory

SET Space Environments Testing

SETCB Space Environments Testing Control Board

SETMO Space Environments Testing Management Office

SMC Strategic Management Council

SSDIF Spacecraft Systems Development and Integration Facility

SSMS Safety, Security, and Mission Services

SSPF Space Station Processing Facility

TCAT Technical Capabilities Assessment Team

TVAC Thermal Vacuum (chamber)

VMS Vertical Motion Simulator

WFF Wallops Flight Facility

WSTF White Sands Test Facility

WYE Work-Year Equivalent
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Appendix C – SETMO Tier 1 and Tier 2 Capability Components

SETMO TIER 1 CAPABILITY COMPONENTS

SETMO # Capability Component Name

25 GRC VF-5

26 GRC VF-6

28 GRC Space Environment Complex

119.1 JSC Thermal Vacuum Chamber A

120 JSC Thermal Vacuum Chamber B

184 MSFC Sunspot Thermal Vacuum Testing Facility

185 MSFC Chamber V20 Thermal Vacuum Facility

1001 LaRC Flight Simulation Facilities

1000 ARC Vertical Motion Simulator

2000 ARC Arc Jet Complex

3000 DoE Lawrence Berkeley National Lab (LBNL)

AFRC CAPABILITY COMPONENTS IN 

SETMO TIER 2

SETMO # Capability Component Name

226 SOFIA Mirror Coating Chamber

ARC CAPABILITY COMPONENTS IN 

SETMO TIER 1

SETMO # Capability Component Name

1000 Vertical Motion Simulator

2000 Arc Jet Complex

ARC CAPABILITY COMPONENTS IN 

SETMO TIER 2

SETMO # Capability Component Name

2 Dynavac Chamber

3 Tenney Altitude Chamber

4 Humidity Chamber (Despatch)

5 Sub-Zero Chamber (CSZ-32)
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GRC CAPABILITY COMPONENTS IN 

SETMO TIER 1

SETMO # Capability Component Name

25 VF-5

26 VF-6

GRC CAPABILITY COMPONENTS IN 

SETMO TIER 2

SETMO # Capability Component Name

9 VF3

10 VF7

12 VF11

14 Lunar Dust Adhesion Bell Jar

15 VF8

16 VF10

17 VF12

18 VF13

19 VF16

20 VF17

21 VF20

22 VF21

23 VF67

24 Small Multi-Purpose Research Facility (SMiRF)

32 Glenn Extreme Environments Facility (GEER)

228 VF4

249.1 Structural Dynamics Lab MB C-60

249.3 Structural Dynamics Lab Ling 4022

GRC-PBS CAPABILITY COMPONENTS IN 

SETMO TIER 1

SETMO # Capability Component Name

28.1 SEC Space Power Facility (SPF)

28.2 SEC Mechanical Vibration Facility (MVF)

28.3 SEC Reverberant Acoustic Test Facility (RATF)

GRC-PBS CAPABILITY COMPONENTS IN 

SETMO TIER 2

SETMO # Capability Component Name

28.4 SEC B1411 Assembly Area

29 Combined Effects Chamber (K-chamber)
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GSFC CAPABILITY COMPONENTS IN 

SETMO TIER 2

SETMO # Capability Component Name

44 Thermal Vacuum Facility 225 

45 Facility 237

46 Facility 239

47 Thermal Vacuum Facility 238

48 Space Environment Simulation 290

50 Facility 232

51 Facility 233

52 Mag Test Site

53 Medium EMI/EMC Facility

54 Large EMI/EMC Facility

58 100-m X-ray Line

59 600-m X-ray Line

229 Chamber 246 "Deep Chamber"

230 Optical Calibration Chamber

245.1 Vibration Test Facility 409 UD T-4000

245.2 Vibration Test Facility 410 UD T-2000

245.3 Vibration Test Facility 411 UD T-4000

245.4 Vibration Test Facility 412 UD T-2000

246 Acoustic Test Facility

260 SSDIF - High Bay Cleanroom

261 MMS Cleanroom

262 Spacecraft Checkout Area

GSFC - WFF CAPABILITY COMPONENTS IN 

SETMO TIER 2

SETMO # Capability Component Name

49 GSFC-WFF TVAC Chamber

242 Sounding Rocket Processing Vacuum Chamber (White Elephant)
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JPL CAPABILITY COMPONENTS IN 

SETMO TIER 2

SETMO # Capability Component Name

61 B 313-T6

62 B 144-T1

63 B 306-TV-24

64 6’ Plexiglas Chamber within Anechoic Chamber

65.1 B 144 TV-12

65.2 B 144 TV-13

65.3 B 144 TV-14

65.4 B 144 TV-15

65.5 B 144 TV-16

65.6 B 144 TV-18

65.7 B 144 TV-19

65.8 B 144 TV-20

65.9 B 144 TV-21

66 B 144 TV-22

67 B 144-TV 8

68 B 313-TV-27

69 B 306 FOUD

70 B 144 TV-7 

71 B 144 TV-10

72.1 B 306 TV-11 (11’ Optics TVAC Chamber)

73 B 248 TV-10 (10’ Space Simulator)

74 2-m d Helmholtz Coils

75 3.7-m d Helmholtz Coils

76.1 25’ Space Simulator

83 148 High Bay Electric Test Chamber 8’ d x 16’ l

84 Patio Chamber 10’ d x 26’ l

85 Ion Chamber 1

86 Ion Chamber 2

87 Ion Chamber 3

88 Ion Chamber 4

231 MAM Horizontal Vacuum Chamber, 8’ d x 42’ l (60 m3/2110 ft3)

232 HCIT 8’ Vacuum Chamber

233 Large Electric Propulsion Chamber

234 5’ x 9’ Vacuum Chamber

235 “Green” Vacuum Chamber

250.1 Vibration Lab LDS-994

250.2 Vibration Lab Ling-355

250.3 Vibration Lab LDS-964-1

250.4 Vibration Lab LDS-964-2

251 Acoustic Test Chamber

264 B 179 - High Bay Cleanrooms 1

265 B 179 - High Bay Cleanrooms 2

266 100 D (Bldg 150)

267 High Bay (Bldg 306)
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JSC CAPABILITY COMPONENTS IN 

SETMO TIER 1

SETMO # Capability Component Name

119.1 Thermal Vacuum Chamber A

120 Thermal Vacuum Chamber B

JSC CAPABILITY COMPONENTS IN 

SETMO TIER 2

SETMO # Capability Component Name

89 Thermal Chamber H

91 8’ Chamber

92 11’ Chamber

93 ETA/Airlock Chamber

95 Space Station Airlock Test Article Chamber (SSATA) 

97 Vent Flow

98 Portable Life Support System (PLSS) Chamber

101 B353 20’ Chamber (ESTA 20')

105 20’ Chamber

111 Chamber E

112 Chamber P

113 B351 15’ Chamber

238.1 Radiant Heat Facility Chamber 1

238.2 Radiant Heat Facility Chamber 2

240 EM Drive Vacuum Chamber

252.1 General Vibration Lab (GVL)-Ling 4022H

252.2 General Vibration Lab (GVL)-Ling 4022V

252.3 General Vibration Lab (GVL)-Ling 335

252.4 General Vibration Lab (GVL)-Ling 310 Dual

252.5 General Vibration Lab (GVL)-Spectral Dynamics

252.6 General Vibration Lab (GVL)-HRVTB

253 Spacecraft Acoustic Lab (SAL)

254 Sonic Fatigue Lab (SFL)

JSC-WSTF CAPABILITY COMPONENTS IN 

SETMO TIER 2

SETMO # Capability Component Name

104.1 SESTL Rough Vacuum Chamber

104.2 SESTL Rough Vacuum Chamber

106 Test Stand 302

107 Test Stand 303

116 SESTL Essex Cylindrical Chamber

117.1 SESTL Webber Chamber 1

117.2 SESTL Webber Chamber 2

118 SESTL CVI Self Heated Chamber
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KSC CAPABILITY COMPONENTS IN 

SETMO TIER 2

SETMO # Capability Component Name

130 Right (East) Altitude Chamber

131 Left (West) Altitude Chamber

268 PHSF High Bay 

269 SSPF High Bay

270 High Bay Clean Room

271 O&C High Bay/Low Bay

272 MPPF High Bay 

273 Intermediate Bay - SSPF

LARC CAPABILITY COMPONENTS IN 

SETMO TIER 1

SETMO # Capability Component Name

1001 Flight Simulation Facilities (CMF)

LARC CAPABILITY COMPONENTS IN 

SETMO TIER 2

SETMO # Capability Component Name

133.1 8x15’ Space Simulation Chamber

133.2 5x5’ Thermal Vacuum Chamber

133.3 6x6’ Thermal Vacuum Chamber

137 16-meter Vacuum Chamber

138 8-foot Vacuum Chamber

257.1 Vibration Laboratory U-D T2000

257.2 Vibration Laboratory U-D T4000

258 Structural Acoustic Loads & Transmission Facility (SALT)

259 Thermal Acoustic Fatigue Apparatus (TAFA)

274 40’ Clean Room
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MSFC CAPABILITY COMPONENTS IN 

SETMO TIER 1

SETMO # Capability Component Name

184 Sunspot Thermal Vacuum Testing Facility

185 Chamber V20 Thermal Vacuum Facility

MSFC CAPABILITY COMPONENTS IN 

SETMO TIER 2

SETMO # Capability Component Name

172 V-1

173 V-2

174 V-3

175 V-4

176 V-5

177 V-6

178 V-7

179 V-8

180 V-9

182 V-14

183 V-15

188 Thermal/Altitude Chamber TA-1

191 Thermal/Humidity Chambers TH-4

192 Thermal/Humidity Chambers TH-5

193 Thermal/Humidity Chambers TH-6

195 TS300 20’ Chamber

196 TS300 12’ Chamber

199.1 X-Ray Cryogenic Facility (XRCF)

199.2 XRCF 4’ Cryo Chamber

199.3 XRCF 4’ Preconditioning Chamber

199.4 XRCF Contamination Evaluation Chamber

199.5 XRCF Clean Room

203.1 Stray Light Test Facility

214 3’ Pulsed Power Test Chamber

215 3’ Iodine Propulsion Test Chamber

216 High-Power Plasma Propulsion Research Test Chamber

217 Nuclear Power and Cryogenic Fluid Technology Test Chamber

255.1 East Vibration Laboratory U-D T-4000

255.2 East Vibration Laboratory U-D T-4000

255.3 West Vibration Laboratory U-D T-2000

255.4 West Vibration Laboratory U-D T-2000

255.5 West Vibration Laboratory U-D T-4000A

255.6 West Vibration Laboratory U-D T-4000A

256 Acoustic Test Facility

EXTERNAL CAPABILITY COMPONENTS IN 

SETMO TIER 1

SETMO # Capability Component Name

3000 DoE Lawrence Berkeley National Lab (LBNL)
NASA INTERNAL October 14, 2020

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Appendix D - SETMO Budget Run Out

Infrastructure and Technical 

Capabilities (I&TC)

FY20 FY21 FY22 FY23 FY24 FY25 FY26

SETMO ($M) $41.50 $44.42 $44.42 $44.42 $44.42 $44.42 $44.42 

Flight Simulation $10.11 $10.06 $10.06 $10.06 $10.06 $10.06 $10.06 

High Enthalpy Testing $9.00 $8.97 $8.97 $8.97 $8.97 $8.97 $8.97 

Space Environments Testing $6.20 $6.28 $6.28 $6.28 $6.28 $6.28 $6.28 

External Radiation $1.80 $2.72 $2.72 $2.72 $2.72 $2.72 $2.72 

Maintenance Projects $14.40 $16.39 $16.39 $16.39 $16.39 $16.39 $16.39 

The SETMO budget resides in Safety, Security, and Mission Services Authorization, under the 

Infrastructure and Technical Capabilities (I&TC) Program. The SETMO budget is structured by 

capability component categories (e.g., Space Environments Testing) and funds are allocated to 

individual capability components (e.g., GRC SEC) within the capability portfolio. 

Note: Funding for the ARC Arc Jet Modernization Program is contained within the Maintenance 

Projects line.