WELCOME
TABLE OF CONTENTS

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1. STRATEGIC LANDSCAPE ............................................................................... 9

2. AGENCY OPERATIONS ................................................................................ 11

3. NASA WORKFORCE ..................................................................................... 24

4. NASA BUDGET OVERVIEW .......................................................................... 32

5. NASA STRATEGIC PLAN .............................................................................. 38

6. CONGRESSIONAL RELATIONS ................................................................... 42

7. NASA INTERACTION WITH FEDERAL DEPARTMENTS AND AGENCIES ... 48

8. NASA INTERACTION WITH FOREIGN ENTITIES .......................................... 53

9. NASA INTERACTION WITH ACADEMIA AND INDUSTRY ............................ 58

10. NASA FEDERAL ADVISORY COMMITTEES AND NATIONAL ACADEMIES 65

11. MAJOR MISSION PROFILES ......................................................................... 71

11.1 AERONAUTICS RESEARCH MISSION DIRECTORATE ........................................................ 72

11.2 HUMAN EXPLORATION AND OPERATIONS MISSION DIRECTORATE .............................. 82

11.3 SCIENCE MISSION DIRECTORATE .................................................................................... 102

11.4 SPACE TECHNOLOGY MISSION DIRECTORATE .............................................................. 136

12. NASA HQ OFFICE PROFILES ..................................................................... 145

12.1 AERONAUTICS RESEARCH MISSION DIRECTORATE (ARMD) ........................................ 146

12.2 HUMAN EXPLORATION AND OPERATIONS MISSION DIRECTORATE (HEOMD) ............ 152

12.3 SCIENCE MISSION DIRECTORATE (SMD) ......................................................................... 158

12.4 SPACE TECHNOLOGY MISSION DIRECTORATE (STMD) ................................................. 165

12.5 MISSION SUPPORT DIRECTORATE (MSD) ........................................................................ 173

• MSD: NASA SHARED SERVICES CENTER (NSSC) ............................................... 178

• MSD: OFFICE OF HEADQUARTERS OPERATIONS (HQOP) ................................ 181

• MSD: OFFICE OF HUMAN CAPITAL MANAGEMENT (OHCM) ............................. 184

• MSD: OFFICE OF PROCUREMENT (OP) ............................................................... 187

• MSD: OFFICE OF PROTECTIVE SERVICES (OPS) ................................................ 190

• MSD: OFFICE OF STRATEGIC INFRASTRUCTURE (OSI) ..................................... 194
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12.6 OFFICE OF COMMUNICATIONS (OCOMM) ....................................................................... 198

12.7 OFFICE OF DIVERSITY AND EQUAL OPPORTUNITY (ODEO) .......................................... 204

12.8 OFFICE OF EDUCATION (OE) ............................................................................................ 210

12.9 OFFICE OF INTERNATIONAL AND INTERAGENCY RELATIONS (OIIR) ............................ 216

12.10 OFFICE OF LEGISLATIVE AND INTERGOVERNMENTAL AFFAIRS (OLIA) ....................... 222

12.11 OFFICE OF SAFETY AND MISSION ASSURANCE (OSMA) ................................................ 226

12.12 OFFICE OF SMALL BUSINESS PROGRAMS (OSBP) ......................................................... 232

12.13 OFFICE OF THE CHIEF ENGINEER (OCE) ......................................................................... 238

12.14 OFFICE OF THE CHIEF FINANCIAL OFFICER (OCFO) ...................................................... 243

12.15 OFFICE OF THE CHIEF HEALTH AND MEDICAL OFFICER (OCHMO) .............................. 251

12.16 OFFICE OF THE CHIEF INFORMATION OFFICER (OCIO) ................................................. 256

12.17 OFFICE OF THE CHIEF TECHNOLOGIST (OCT) ................................................................ 262

12.18 OFFICE OF THE CHIEF SCIENTIST (OCS) ......................................................................... 268

12.19 OFFICE OF THE GENERAL COUNSEL (OGC) ................................................................... 273

12.20 OFFICE OF INSPECTOR GENERAL (OIG) .......................................................................... 279

13. NASA FIELD CENTER PROFILES ............................................................... 284

13.1 AMES RESEARCH CENTER (ARC) ..................................................................................... 285

13.2 ARMSTRONG FLIGHT RESEARCH CENTER (AFRC) ......................................................... 291

13.3 GLENN RESEARCH CENTER (GRC) .................................................................................. 296

13.4 GODDARD SPACE FLIGHT CENTER (GSFC) ..................................................................... 302

13.5 JET PROPULSION LABORATORY (JPL) ............................................................................. 308

13.6 JOHNSON SPACE CENTER (JSC) ...................................................................................... 315

13.7 KENNEDY SPACE CENTER (KSC) ...................................................................................... 321

13.8 LANGLEY RESEARCH CENTER (LaRC) ............................................................................. 326

13.9 MARSHALL SPACE FLIGHT CENTER (MSFC) .................................................................... 331

13.10 STENNIS SPACE CENTER (SSC) ........................................................................................ 336

14. APPENDICES .............................................................................................. 341

14.1 APPENDIX A: GLOSSARY ................................................................................................... 342

14.2 APPENDIX B: ACRONYMS .................................................................................................. 350

14.3 APPENDIX C: PHOTOS ....................................................................................................... 358
TABLES

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Table 8.1 Appropriations Committees and Leadership ........................................................................................................... 43

Table 8.2 Appropriations Summary .............................................................................................................................. 44

Table 8.3 Authorization Committees and Leadership .............................................................................................................. 46
FIGURES

Figure 4.1 NASA Centers and Facilities Map ................................................................................................................ 12

Figure 4.2 NASA Organization ...................................................................................................................................... 13

Figure 4.3 Agency Leadership ...................................................................................................................................... 14

Figure 5.1 FEVS Response Rates Trends ..................................................................................................................... 25

Figure 5.2 Trends in Select FEVS Responses ............................................................................................................... 25

Figure 5.3 Civil Service and Contractor Workforce Trends ........................................................................................... 26

Figure 5.4 Age Distribution of Civil Service Workforce .................................................................................................. 26

Figure 5.5 Workforce by Gender ................................................................................................................................... 27

Figure 5.6 Workforce by Diversity ................................................................................................................................. 27

Figure 5.7 Workforce by Veterans ................................................................................................................................. 28

Figure 5.8 Length of Service at NASA ........................................................................................................................... 28

Figure 5.9 Retirement Eligibility Over Time ................................................................................................................... 29

Figure 5.10 Retirement Eligibility of Current Workforce ................................................................................................. 29

Figure 5.11 NASA Students Over Time ......................................................................................................................... 30

Figure 5.12 Hires and Conversions of GS11 and Below Employees ............................................................................ 30

Figure 5.13 Workforce by Bargaining Unit Status ......................................................................................................... 31

Figure 6.1 PPBE: Example ............................................................................................................................................. 33

Figure 6.2 PPBE Budget Cycles .................................................................................................................................... 34

Figure 6.3 Current Status and Forthcoming Dates for the FY18 and FY19 Budgets .................................................... 35

Figure 6.4 Space Technology Budget History .............................................................................................................. 36

Figure 6.5 Commercial Crew Budget History ................................................................................................................ 36

Figure 6.6 Exploration Systems Development Budget History ...................................................................................... 36

Figure 6.7 Safety, Security, and Mission Services Budget History ............................................................................... 36

Figure 6.8 Construction and Environmental Compliance and Restoration Budget History .......................................... 36

Figure 6.9 Summary of Annual Reimbursable Funding ................................................................................................. 37

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FIGURES

Figure 7.1 NASA’s Strategic Framework, as Defined in the 2014 Strategic Plan .......................................................... 40

Figure 7.2 Perfomance Summary for FY16 .................................................................................................................... 41

Figure 8.1 Recent Annual Appropriations Outcomes vs. President’s Request Level ................................................... 44

Figure 11.1 Trends in Awards by Type of Contractor $ (In Millions) ............................................................................. 59

Figure 11.2 Trends in Awards by Type of Contractor % ............................................................................................... 59

Figure 11.3 Awards to Business Firms by Contract Type $ (In Millions) ....................................................................... 60

Figure 11.4 Awards to Business Firms by Contract Type % ......................................................................................... 60

Figure 11.5 Trends in Awards by Extent of Competition $ (In Millions) ......................................................................... 61

Figure 11.6 Trends in Awards by Extent of Competition % ........................................................................................... 61

Figure 11.7 Domestic Partnerships Active Agreement Pie Chart .................................................................................. 63

Figure 11.8 NASA’s Top Domestic Partners by Number of Partnership Agreements ................................................... 64

Figure 15.1 Aeronautics Research Mission Directorate (ARMD) Organization Chart ................................................. 147

Figure 15.2 Aeronautics Research Mission Directorate Workforce at a Glance ......................................................... 149

Figure 16.1 Human Exploration and Operations Mission Directorate (HEOMD) Organization Chart ......................... 154

Figure 16.2 Human Exploration and Operations Mission Directorate Workforce at a Glance .................................... 156

Figure 17.1 Science Mission Directorate (SMD) Organization Chart .......................................................................... 159

Figure 17.2 Science Mission Directorate Workforce at a Glance ................................................................................ 162

Figure 18.1 Space Technology Mission Directorate (STMD) Organization Chart ....................................................... 167

Figure 18.2 Space Technology Mission Directorate Workforce at a Glance .............................................................. 170

Figure 19.1 Mission Support Directorate (MSD) Organization Chart .......................................................................... 174

Figure 19.2 Mission Support Directorate Workforce at a Glance ................................................................................ 176

Figure 20.1 NASA Shared Services Center Workforce at a Glance ............................................................................ 180

Figure 21.1 Office of Headquarters Operations Workforce at a Glance ..................................................................... 182

Figure 22.1 Office of Human Capital Workforce at a Glance ...................................................................................... 185

Figure 23.1 Office of Procurement Workforce at a Glance ......................................................................................... 188

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FIGURES

Figure 24.1 Office of Protective Services Workforce at a Glance ............................................................................... 191

Figure 25.1 Office of Strategic Infrastructure Workforce at a Glance ......................................................................... 196

Figure 26.1 Office of Communications (OCOMM) Organization Chart ....................................................................... 200

Figure 26.2 Office of Communications Workforce at a Glance ................................................................................... 202

Figure 27.1 Office of Diversity and Equal Opportunity (ODEO) Organization Chart ................................................... 205

Figure 27.2 Office of Diversity and Equal Opportunity Workforce at a Glance ........................................................... 207

Figure 28.1 Office of Education (OE) Organization Chart ........................................................................................... 211

Figure 28.2 Office of Education Workforce at a Glance .............................................................................................. 213

Figure 29.1 Office of International and Interagency Relations (OIIR) Organization Chart .......................................... 217

Figure 29.2 Office of International and Interagency Relations Workforce at a Glance ............................................... 219

Figure 30.1 Office of Legislative and Intergovernmental Affairs (OLIA) Organization Chart ...................................... 223

Figure 30.2 Office of Legislative and Intergovernmental Affairs Workforce at a Glance ............................................ 225

Figure 31.1 Office of Safety and Mission Assurance (OSMA) Organization Chart ..................................................... 227

Figure 31.2 Office of Safety and Mission Assurance Workforce at a Glance ............................................................. 229

Figure 32.1 Office of Small Business Programs (OSBP) Organization Chart .............................................................. 233

Figure 32.2 Office of Small Business Programs Workforce at a Glance ..................................................................... 235

Figure 33.1 Office of the Chief Engineer (OCE) Organization Chart ........................................................................... 239

Figure 33.2 Office of the Chief Engineer Workforce at a Glance ................................................................................ 241

Figure 34.1 Office of the Chief Financial Officer Organization Chart .......................................................................... 245

Figure 34.2 Office of the Chief Financial Officer Workforce at a Glance .................................................................... 248

Figure 35.1 Office of the Chief Health and Medical Officer (OCHMO) Organization Chart ........................................ 252

Figure 35.2 Office of the Chief Health and Medical Officer Workforce at a Glance ................................................... 254

Figure 36.1 Office of the Chief Information Officer (OCIO) Organization Chart .......................................................... 257

Figure 36.2 Office of the Chief Information Officer Workforce at a Glance ................................................................. 259

Figure 37.1 Office of the Chief Technologist (OCT) Organization Chart ..................................................................... 264

Figure 37.2 Office of the Chief Technologist Workforce at a Glance .......................................................................... 266

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FIGURES

Figure 38.1 Office of the Chief Scientist (OCS) Organization Chart ............................................................................ 269

Figure 38.2 Office of the Chief Scientist Workforce at a Glance ................................................................................. 271

Figure 39.1 Office of the General Counsel (OGC) Organization Chart ....................................................................... 274

Figure 39.2 Office of the General Counsel Workforce at a Glance ............................................................................. 276

Figure 40.1 Office of Inspector General (OIG) Organization Chart ............................................................................. 280

Figure 40.2 Office of Inspector General Workforce at a Glance ................................................................................. 282

Figure 42.1 Ames Research Center (ARC) Organization Chart .................................................................................. 288

Figure 42.2 Ames Research Center Workforce at a Glance ....................................................................................... 290

Figure 43.1 Armstrong Flight Research Center (AFRC) Organization Chart ............................................................... 293

Figure 43.2 Armstrong Flight Research Center Workforce at a Glance ...................................................................... 295

Figure 44.1 Glenn Research Center (GRC) Organization Chart ................................................................................. 299

Figure 44.2 Glenn Research Center Workforce at a Glance ....................................................................................... 301

Figure 45.1 Goddard Space Flight Center (GSFC) Organization Chart ...................................................................... 305

Figure 45.2 Goddard Space Flight Center Workforce at a Glance ............................................................................. 307

Figure 46.1 Jet Propulsion Laboratory Organization Chart ......................................................................................... 310

Figure 46.2 NASA Management Office Organization Chart ........................................................................................ 311

Figure 47.1 Johnson Space Center (JSC) Organization Chart ................................................................................... 318

Figure 47.2 Johnson Space Center Workforce at a Glance ........................................................................................ 320

Figure 48.1 Kennedy Space Center (KSC) Organization Chart .................................................................................. 323

Figure 48.2 Kennedy Space Center Workforce at a Glance ....................................................................................... 325

Figure 49.1 Langley Research Center (LARC) Organization Chart ............................................................................ 328

Figure 49.2 Langley Research Center Workforce at a Glance .................................................................................... 330

Figure 50.1 Marshall Space Flight Center (MSFC) Organization Chart ...................................................................... 333

Figure 50.2 Marshall Space Flight Center Workforce at a Glance .............................................................................. 335

Figure 51.1 Stennis Space Center (SSC) Organization Chart ..................................................................................... 338

Figure 51.2 Stennis Space Center Workforce at a Glance .......................................................................................... 340

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STRATEGIC LANDSCAPE

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NASA’s historic and enduring leadership and cutting edge roles for the nation fall within three major strategic thrusts: discovery, 

exploration, and development. NASA’s activities make advances that contribute to fundamental national purposes and goals 

that align to the core focus areas of our Mission Directorates (Science, Human Exploration and Operations, Space Technology, 

and Aeronautics Research). In addition, the Agency has a number of activities and support areas, including those in its Mission

Support Directorate that enable NASA’s missions. NASA’s strategic landscape continues to be characterized by six major 

elements:

• Global Engagement and Diplomacy

• National Security

• Leadership and Inspiration

• Economic Development and Growth

	 •	 Expanding Scientific Knowledge

• Addressing Societal Challenges

These elements represent a synthesis of major themes from the Agency’s founding charter, the 1958 Space Act, to more 

recently, with the White House (National Space Policy of the United States of America), Congress (NASA Authorization Act of 

2010) and independent sources (National Research Council reports ‘America’s Future in Space’ and, ‘Pathways to Exploration: 

Rationales and Approaches for a U.S. Program of Human Space Exploration’).

STRATEGIC LANDSCAPE
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NASA STRATEGIC PLAN - https://www.nasa.gov/sites/default/files/files/FY2014_NASA_SP_508c.pdf

VISION

We reach for new heights and reveal the unknown for the benefit of humankind.

MISSION

Drive advances in science, technology, aeronautics, and space exploration to enhance knowledge, education, innovation, 

economic vitality, and stewardship of Earth.

STRATEGIC GOALS

Expand the frontiers of knowledge, capability, and opportunity in space

Advance understanding of Earth and develop technologies to improve the quality of life on our home planet

Serve the American public and accomplish our Mission by effectively managing our people, technical capabilities, and 

infrastructure

NASA’S VISION, MISSION, AND STRATEGIC GOALS 

Figure 4.1 NASA Centers and Facilities Map

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NASA ORGANIZATION

NASA’s organization is shown in Figure 4.2 below, and consists of NASA Headquarters in Washington, DC, nine centers and 

associated component facilities located around the country, and the Jet Propulsion Laboratory, a federally funded research 

and development center operated under a contract with the California Institute of Technology. The Headquarters is organized 

into an Office of the Administrator, Administrative Staff Offices, four Mission Directorates, and the Mission Support Directorate. 

Image of NASA org – nasa.gov

See SECTION 12 and SECTION 13 for detailed information on the functions and leadership of NASA HQ Offices, Mission 

Directorates, and Centers.

Figure 4.2 NASA Organization

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AGENCY LEADERSHIP: OFFICE OF THE ADMINISTRATOR 

MISSION STATEMENT

The Office of the Administrator provides overall leadership, planning, policy direction, management, and coordination for all 

NASA activities.

Office of the Administrator

Administrator

CHARLES F. BOLDEN JR.

Chief of Staff MIKE FRENCHAssociate Administrator ROBERT LIGHTFOOT

Deputy Chief of Staff

JONATHAN HERCZEG

White House Liaison

CLARISSA KORNELL

Senior Advisor, Space Policy

(Detailed to OSTP)

BEN ROBERTS

Office of Executive

Secretariat Lead

LARRY BOX

Office of Agency Council

Staff, Director

DENNIS BOCCIPPIO

Senior Technical Advisor

LISA GUERRA

Deputy Associate

Administrator

LESA ROE

Deputy Administrator

DAVA NEWMAN

Associate Deputy

Administrator

VACANT

Associate Administrator for

Strategy & Plans

THOMAS CREMINS

Office of Strategy & Policy

Figure 4.3 Agency Leadership

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LEADERSHIP

NASA ADMINISTRATOR

MISSION STATEMENT

The Administrator leads the Agency and is accountable to the President for all aspects of the Agency’s mission, 

including establishing and articulating the Agency’s vision, strategy, and priorities and overseeing successful 

implementation of all supporting policies, programs, activities, and performance assessments. As part of exercising 

oversight, all Technical and Institutional Authorities (Agency Chiefs) report to the Administrator. The Administrator 

performs all necessary functions to govern NASA operations and exercises the powers vested in NASA by law. 

LEADERSHIP

OFFICIAL IN CHARGE

MAJ. GEN. CHARLES FRANK BOLDEN, JR.

SPECIAL ROLES: Chair: Executive Council, Chair: Senior Management Council

Charles F. Bolden Jr., Major General, USMC (Retired), is the 12th Administrator of 

the National Aeronautics and Space Administration (NASA). At NASA, Bolden has 

overseen the safe transition from 30 years of space shuttle missions to a new era of 

exploration focused on full utilization of the International Space Station and space and 

aeronautics technology development. The Agency’s dynamic science activities under 

Bolden include an unprecedented landing on Mars with the Curiosity rover, the launch 

of a spacecraft to Jupiter, enhancing the nation’s fleet of Earth-observing satellites, 

continued progress toward the 2018 launch of the James Webb Space Telescope (the 

successor to the Hubble Space Telescope), and the successful launch and recovery of 

the Orion deep-space crew module, the first human-rated spacecraft to be developed 

for flight beyond low-Earth orbit by any nation in more than 40 years. His 34-year career 

with the Marine Corps included 14 years as a member of NASA’s Astronaut Office. He 

traveled to orbit four times aboard the space shuttle, commanding two missions and 

piloting two others, including STS-31, on which Hubble was deployed. After his final 

shuttle flight in 1994, he left NASA to return to active duty with the Marine Corps. He 

was promoted to major general in July 1998 and retired from the Marine Corps in 2003. 

He received his Bachelor of Science degree from the U.S. Naval Academy and his 

Master of Science degree from the University of Southern California.

EXTENDED BIO - http://www.nasa.gov/about/highlights/bolden_bio.html

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LEADERSHIP

NASA DEPUTY ADMINISTRATOR

MISSION STATEMENT 

The Deputy Administrator advises the Administrator on overall leadership, planning, and policy direction for the 

Agency. The Deputy Administrator performs the duties and exercises the powers delegated by the Administrator. The 

Deputy Administrator acts for the Administrator in his or her absence by performing all necessary functions to govern 

NASA operations and exercise the powers vested in NASA by law. 

OFFICIAL IN CHARGE

DR. DAVA NEWMAN 

SPECIAL ROLES: Chair: Partnership Council, Alternate Chair: Executive Council and 

Senior Management Council

Dr. Dava Newman was nominated by President Barack Obama in January 2015 and 

confirmed by the U.S. Senate in April 2015 to serve as the Deputy Administrator of 

the National Aeronautics and Space Administration. She began her duties with the 

Agency on May 18, 2015. Prior to her tenure with NASA, Newman was the Apollo 

Program Professor of Astronautics at the Massachusetts Institute of Technology (MIT) in 

Cambridge. Her expertise is in multidisciplinary research that encompasses aerospace 

biomedical engineering. Newman’s research studies were carried out through space 

flight experiments, ground-based simulations, and mathematical modeling. Her latest 

research efforts included advanced space suit design, dynamics and control of 

astronaut motion, and socio-technical systems analysis and space policy. She also had 

ongoing efforts in assistive and wearable technologies to augment human locomotion 

here on Earth. Newman is the author of Interactive Aerospace Engineering and Design, 

an introductory engineering textbook published by McGraw-Hill, Inc. in 2002. She also 

has published more than 250 papers in journals and refereed conferences. She has 

served on numerous National Academies’ studies and panels on human spaceflight, 

human-robotic interaction and active learning for engineering and design education. 

As a student at MIT, Newman earned her Ph.D. in aerospace biomedical engineering 

in 1992 and Master of Science degrees in aerospace engineering and technology and 

policy in 1989. She earned her Bachelor of Science degree in aerospace engineering 

from the University of Notre Dame in 1986.

EXTENDED BIO - http://www.nasa.gov/about/highlights/newman_bio.html

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LEADERSHIP

ASSOCIATE ADMINISTRATOR

MISSION STATEMENT

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

for the Administrator in the absence of the Administrator and Deputy Administrator. The Associate Administrator 

is responsible for integrating the technical and programmatic elements of the Agency, and oversees the Agency’s 

Centers, programs, Technical Authorities, and the NASA Management Office. Additional responsibilities include 

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

operations, including establishing controls over Agency activities, providing a means for evaluating mission 

accomplishments, and correcting deficiencies. 

OFFICIAL IN CHARGE

ROBERT M. LIGHTFOOT JR. 

SPECIAL ROLES: Chair: Program Management Council

Robert M. Lightfoot Jr. became Associate Administrator for NASA, the agency’s 

highest-ranking civil servant position, effective Sept. 25, 2012. Lightfoot serves as 

NASA’s Chief Operating Officer and oversees Agency operations across all technical 

and programmatic activities. NASA’s Center Directors and Mission Associate 

Administrators report directly to Lightfoot. He also stewards the overall senior executive 

corps. He previously was director of NASA’s Marshall Space Flight Center in Huntsville, 

Ala. Named to the position in August 2009, he headed one of NASA’s largest field 

installations, playing a critical role in NASA’s space operations, exploration and 

science missions. He served as acting director of the center from March 2009 until 

his appointment as director. From 2007 to 2009, Lightfoot was deputy director of the 

Marshall Center. Lightfoot served as manager of the Space Shuttle Propulsion Office 

at Marshall from 2005 to 2007. From 2003 to 2005, he served as assistant associate 

administrator for the Space Shuttle Program in the Office of Space Operations at NASA 

Headquarters in Washington. In 2002, Lightfoot was named director of the Propulsion 

Test Directorate at NASA’s Stennis Space Center. Lightfoot began his NASA career 

at the Marshall Center in 1989 as a test engineer and program manager for the space 

shuttle main engine technology test bed program and the Russian RD-180 engine 

testing program for the Atlas launch vehicle program. Lightfoot received a bachelor’s 

degree in mechanical engineering in 1986 from the University of Alabama. In 2010, 

he was inducted into the State of Alabama Engineering Hall of Fame. Lightfoot has 

received numerous awards during his NASA career, including a NASA Outstanding 

Leadership medal in 2007 for exemplary leadership of the Shuttle Propulsion Office. In 

2006, he was awarded the Presidential Rank Award for Meritorious Executives, and in 

2010 he received the Presidential Rank Award for Distinguished Executives. In 2000, 

Mr. Lightfoot received a Spaceflight Leadership Recognition Award. In 1999, NASA’s 

astronaut corps presented him with a Silver Snoopy Award.

EXTENDED BIO - http://www.nasa.gov/about/highlights/lightfoot_bio.html

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LEADERSHIP

DEPUTY ASSOCIATE ADMINISTRATOR

MISSION STATEMENT

The Deputy Associate Administrator is responsible for integrating the mission support elements of the Agency. The 

Deputy Associate Administrator oversees the Agency’s mission support functions through the Mission Support 

Directorate, Centers, and appropriate staff offices. The Deputy Associate Administrator also performs the duties and 

exercises the powers delegated by the Associate Administrator and acts for the Associate Administrator in the absence 

of the Associate Administrator.

OFFICIAL IN CHARGE

LESA ROE 

SPECIAL ROLES: Chair: Mission Support Council

Appointed as NASA’s deputy associate administrator in May 2014, Lesa Roe assists 

the Associate Administrator in performing the Agency’s chief operating officer duties 

and is leading an Agency-wide initiative across all of NASA’s Centers to establish a 

more efficient operating model that maintains a minimum set of capabilities and meets 

current and future mission needs. Roe has had a long and distinguished career that 

includes positions at multiple NASA Centers, including her most recent post as the 

director of NASA’s Langley Research Center. Prior to Langley, she served as manager 

of the International Space Station Research Program at Johnson Space Center in 

Houston, where she led the efforts of more than 900 engineers and scientists on the 

$450 million annual research program, delivering the first research to the space station. 

In her more than 15 years of program and project management at Kennedy Space 

Center in Florida, Roe developed systems and flight tests for flight elements that are 

now in orbit as part of the space station. Her engineering career began in the private 

sector, performing satellite communications analysis. She holds a Bachelor of Science 

degree in Electrical Engineering from the University of Florida and a Master of Science 

degree in Electrical Engineering from the University of Central Florida. Her honors 

include the 2015 Senior Executive Service Presidential Distinguished Rank Award and 

the 2006 Presidential Meritorious Executive Rank Award, NASA Exceptional Service 

Medal, University of Florida’s Distinguished Career Achievement and Outstanding 

Leadership in Engineering Awards, the 2010 Women in Aerospace Leadership Award, 

the 2010 YWCA Women of Distinction in Science and Technology, the Virginia Hispanic 

Chamber of Commerce 2012 Bridge Builder Award, and selection by WOW Magazine 

as one of the nation’s top 90 women for mentoring women with potential without 

resources.

EXTENDED BIO - http://www.nasa.gov/feature/lesa-roe

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LEADERSHIP

CHIEF OF STAFF

MISSION STATEMENT

The Chief of Staff is responsible for coordinating the management and execution of initiatives, programs, and policies 

in critical areas of concern to the Administrator and ensuring that the strategic goals and objectives established by the 

Administrator are achieved. The Chief of Staff directs the Office of the Administrator, oversees the Office of the Agency 

Council Staff, and also serves as a liaison to the White House staff. 

OFFICIAL IN CHARGE

MICHAEL FRENCH

Michael French serves as NASA’s chief of staff and as a senior advisor to NASA 

Administrator Charles F. Bolden, Jr. Before becoming Chief of Staff in October 2014, 

French served as Deputy Chief of Staff, beginning in May 2012. Prior to joining NASA 

in 2011, French served as Senior Advisor to the Secretary of the Interior, as Deputy 

Director of Cabinet Affairs at the White House, and as Counsel to the Chairman of 

the Federal Election Commission. Prior to working in the federal government, French 

practiced law in the defense-aerospace sector as an attorney in Los Angeles. In 2008, 

French served as an in-house counsel to the Obama for America campaign and as 

an attorney to the Obama-Biden Presidential Transition Team. French earned his 

bachelor’s degree in business administration from the Haas School of Business at the 

University of California, Berkeley. He also holds a J.D. from Harvard Law School.

EXTENDED BIO - http://www.nasa.gov/about/highlights/french_bio.html

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LEADERSHIP

ASSOCIATE ADMINISTRATOR FOR STRATEGY & PLANS

MISSION STATEMENT

The Associate Administrator for Strategy and Plans directs the Office of Strategy and Policy. The Associate 

Administrator for Strategy and Plans is responsible for coordinating strategy implementation and policy integration 

activities in support of the Administrator and for policy integration. 

OFFICIAL IN CHARGE

THOMAS E. CREMINS

Thomas Cremins joined the Office of the Administrator in April of 2014 and became 

the Associate Administrator for Strategy and Plans in November 2015. Before that, 

he worked in a range of critical and leading-edge governmental and executive 

assignments. Previously, Cremins served as the Director, Legislative Liaison Division, 

at NASA Headquarters. Between September 2008 and December 2010, he served as 

the Director, Studies and Analysis Division in the NASA administrator’s office. In 2010, 

as a fellow on the Senate Commerce Committee, he played an instrumental role in the 

development and passage of the 2005 and 2010 NASA Authorization Acts. Cremins 

led strategy and corporate management of the space operations mission directorate 

and served as the deputy assistant administrator for policy and management at the 

exploration systems mission directorate. He led senior-level negotiations among 

International Space Station (ISS) and international agency representatives that provided 

recommendations to their respective governments on the scope and direction of 

the ISS program at the critical juncture of initial ISS operations, the Shuttle Columbia 

tragedy and the start of a U.S. exploration initiative. He worked at the Johnson Space 

Center for a decade as Assistant Center Director, Russia, and in other programmatic 

and management positions. He served as the lead negotiator for a number of key 

programmatic, contractual and policy activities between the U.S. and Russia. Before 

joining NASA in 1993, Cremins worked in the Office of the Secretary of the Department 

of Energy (DOE), Office of Space. He organized and led initiatives with the national 

laboratories on a range of executive level and interagency task forces. Cremins has 

been awarded NASA’s Exceptional Achievement Medal, Outstanding Leadership 

Medal, Exceptional Service Medals, as well as numerous team and leadership Group 

Achievement Awards.

EXTENDED BIO - http://www.nasa.gov/content/thomas-e-cremins-senior-advisor-to-the-administrator-forstrategy-and-policy-implementation

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The Office of Strategy and Policy (OSP) supports the Office of the Administrator by assessing changes in NASA’s internal and 

external environment, identifying the options for key Agency decisions, and performing studies and analyses to ensure timely, 

well-informed decisions. Agency Integration, a core function of OSP, spans across several key areas: Agency Architectures, 

Mission Directorate Alignment, Acquisition Strategies, Capabilities Leadership and Alignment, and Strategic Workforce 

Planning. The Agency Integration effort facilitates the development of Level Zero/One guidance for implementing organizations. 

OSP, in support of the Associate Administrator, coordinate Strategy Implementation Planning (SIP) sessions 

The SIP process is one mechanism that promotes long-term strategy discussions across the Agency. The SIP process 

represents an integrated Agency-level activity to transform high-level Agency strategy into guidance for implementing 

NASA’s portfolio and budget planning. The SIP effectively brings together the relevant NASA representatives from the Mission 

Directorates, the Centers, and key Headquarters offices to discuss programmatic and/or pervasive issues that require longterm planning. 

OFFICE OF STRATEGY AND POLICY

AGENCY GOVERNANCE AND GOVERNING COUNCILS

Throughout its history, NASA has maintained a number of chartered, formal governing councils for purposes of making 

informed, documented decisions on key strategic, programmatic and institutional questions. The configuration of NASA’s 

strategic management system, including its governance framework, is documented in NASA Policy Directive (NPD) 1000.0B, 

the “root” of the NASA Directive and Regulation tree. Governance Councils are managed by the Office of Agency Council Staff 

(OACS), which reports to the NASA Chief of Staff.

The current governance structure core implementation relies upon an Executive Council (EC) chaired by the NASA 

Administrator, a virtual Senior Management Council (SMC) used to collect Agency-wide inputs on key issues, a Program 

Management Council (PMC) used to make key Program implementation decisions, and a Mission Support Council (MSC) used 

to decide key Institutional issues. Technical capability perspectives inform both PMC and MSC discussions and decisions.

The Executive Council makes decisions on questions of top level NASA strategy, annual budget development, governance, 

organization and operating model. The primary Councils are supported by special purpose councils and reviews. The 

Partnership Council addresses emerging policy questions associated with increased use of industry, academia and 

interagency partnerships as an acquisition tool. Acquisition Strategy Meetings determine the acquisition approach for large 

programs and institutional functions, and provide a forum for consideration of make/buy and capability management issues. 

The monthly Baseline Performance Review implements routine, integrated performance management of all major Agency 

mission and institutional programs and projects. 

! ADDITIONAL RESOURCES

AGENCY OPERATIONS

NPD 1000.0B NASA GOVERNANCE AND STRATEGIC MANAGEMENT HANDBOOK - http://nodis3.gsfc.nasa.gov/displayDir.

cfm?t=NPD&c=1000&s=0B. 
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AGENCY OPERATING MODEL INITIATIVE

In 2014, NASA embarked on an effort to strategically address the technical capabilities required to support Agency goals. 

Referred to as the Technical Capabilities Assessment Team (TCAT) and championed by the NASA Associate Administrator, this 

disciplined effort enabled NASA leadership to make informed decisions about both investing and divesting in order to ensure 

that the Agency has the right mix of people and assets to carry NASA’s mission forward. 

The TCAT efforts also provided insight into other fundamental operating model areas that needed attention, including how 

NASA uses its workforce, how NASA competes internally, how NASA manages its program and business practices, how NASA 

integrates across Mission Directorates, and how NASA accounts for technical capabilities in key decisions. In order to address 

these areas, a larger imperative was defined — to establish a more efficient operating model that maintains critical capabilities 

and meets current and future mission needs – particularly in view of continuing budget pressures on NASA’s Safety, Security 

and Mission Services account, which supports many of these key capabilities. 

In 2015, NASA concluded the formal TCAT evaluations and moved forward with the following key initiatives related to the NASA 

operating model:

• Establishing the Capability Leadership Model

• Initiating Business Services Assessments

• Extending Program/Project Planning 

• Strategic Workforce Planning

• Taking action on internal NASA Competition Practices

• Pursuing Agency Integration

CAPABILITY LEADERSHIP MODEL

The Capability Leadership Model enables stewardship of NASA’s critical capabilities, awareness by senior management of 

capability health, and sustainment of Center capabilities to meet mission needs. The model approach targets those capabilities 

that require: (a) a greater coordination and alignment across Mission Directorates and Centers; and, (b) an integrated strategy 

toward advancement for future Agency objectives. Capabilities are designated in the following categories: disciplines, systems, 

research, and services. This new construct allows for Agency-wide insight and advice around a capability’s technical content, 

tools/methods, workforce skills, asset/facility utilization, and external disposition. Capability Leaders represent subject matter 

experts enabling a cultural shift toward recognition and collaboration across NASA in areas of significant importance — from 

propulsion systems to mission operations to Earth science research.

BUSINESS SERVICES ASSESSMENTS

Similar to TCAT, NASA initiated a series of assessments on the business side of the house. The purpose of the Business 

Services Assessments (BSA) is to continue efforts to find efficiencies in operating model practices. By defining the health of 

each business service area and identifying opportunities for optimization, the BSA enables NASA leadership to make informed 

decisions on investing/divesting strategically within the budget while strengthening innovation in critical areas. Four BSA deep 

dives are currently in the implementation phase: information technology, procurement, human capital, and facilities. Each of 

these business services is addressing specific decisions — ranging from governance to reducing redundancy to strengthening 

services. Two additional BSA deep dives are in the assessment and decision phase, including budget management, and 

education and outreach. Additional service areas are under consideration for assessments in 2017.

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PROGRAM/PROJECT PLANNING AND ASSESSMENT

NASA deputy-level senior managers were chartered to consider streamlining internal Agency program/project management 

practices. The initial effort analyzed sample projects to understand if NASA was levying constraints and requirements that 

were above and beyond what project managers needed to actually manage their projects. They also looked at the civil service 

allocation process, as well as the planning and tracking of workforce assignments. Numerous recommendations are underway 

to enable desired efficiencies. In addition, the Deputies Team continues their assessment work with a focus on the scope and 

scale of the program/project management capability in the Agency, including skills requirements and levels of certification. 

Many of the topics addressed by the Deputies Team are also coordinated and referenced in the BSA for budget management.

In 2015, the NASA Associate Administrator issued a decision memo on NASA’s capability to perform independent assessments 

of programs and projects. The decision eliminated evaluation as a separate and external organization, while also addressing 

specific considerations, including the potential burden of reviews on programs/projects, the level of Mission Directorate 

accountability for reviews, and the use of internal talent to staff review boards. The new approach to NASA independent 

assessment continues to be refined and documented as program reviews continue along the established mission life cycle.

STRATEGIC WORKFORCE PLANNING

The Agency has instituted an approach to performing Strategic Workforce Planning (SWP). The intent is to improve how each 

Center projects their workforce capacity based on mission demands and demographic shifts. The SWP process includes 

determinations on the role of the civil servant, Center technical and programmatic work roles, Center mission support work 

roles, as well as overall guidance regarding workforce size and profile. The SWP process will be connected to the annual 

budget process to capture a 5-year work horizon, with a longer timeframe perspective captured in each Center’s strategic 

workforce plan as maintained by the Office of Human Capital Management. The new features in the SWP include: (1) clarified 

expectations for Mission Directorates and Centers as to the type of work to be performed in-house and what services and 

capabilities the Agency looks to each Center to provide; (2) a framework for Mission Directorates and Centers to use for 

determining the role of civil servants as compared to other sectors of workforce; (3) determination of long-term workforce 

requirements of Centers to determine if and how to resize and reshape the workforce supply; (4) identification of demographic 

goals for the civil service workforce supply to support the long-term health of that workforce; and (5) integrated Agency-wide 

workforce plan that is communicated to stakeholders and connected to Agency human capital programs.

COMPETITION PRACTICES 

Various Agency assessments noted the burden on Centers to compete openly for NASA funding, whether for scientific 

research, technology development, or instrument and mission implementation. A specific study as well as focused leadership 

attention on the issue resulted in the decision memo Internal NASA Competition Practices. With respect to research 

competition, the NASA Chief Scientist put in motion a revised model to fund and review the activities of internal scientists, 

allowing for the majority of NASA scientists to pursue directed research while meeting peer review standards. The approved 

model also addresses a new approach to the hiring of scientists into the NASA civil service. 

With respect to mission competition, the Science Mission Directorate (SMD) is improving their Announcement of Opportunity 

(AO) practices. Some specific considerations for future AO’s: (a) including incentives for use of specified technologies; (b) 

reviewing the AO technical evaluation process to better understand and mitigate any bias against collaboration between 

Centers in favor of proposals that bid all technical capabilities at the proposing Center; (c) identifying core capabilities (or 

facilities) that can be included in upcoming AO’s as an expansion of the mandatory capabilities such as currently designated

with the use of the deep space network; and, (d) establishing guidelines, by AO for mission class, to designate appropriate 

Center proposal leadership, and inter-Center collaboration arrangements. 

AGENCY INTEGRATION

The Agency Integration (AI) team, positioned in the Administrator’s Office, seeks to inform and coordinate strategy and 

implementation planning across several key areas. The team also ensures a consistent operating picture by tracking 

changes in the external environment, engaging with external stakeholders, identifying opportunities, and aligning objectives 

to Agency mission areas. AI also develops Level Zero/One guidance for implementing organizations, conducts external 

assessments, and helps communicate the Agency’s core purpose and mission. Most recently, Agency Integration organized 

Strategic Implementation Planning sessions on the following topics: low-Earth orbit commercialization, the next phase of the 

International Space Station (ISS), characterizing the strategy for cis-lunar space, planning for Mars precursor missions, and, the 

development of the Agency’s integrated Low Earth Orbit and Mars strategy.

AGENCY OPERATIONS
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NASA WORKFORCE

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Reflective of NASA’s strong mission, project focus, and annual results from the Federal Employee Viewpoint Survey (FEVS), 

NASA is proud to have been named by the Partnership for Public Service as the “Best Place to Work” in the Federal 

Government (among Large Agencies) since 2012. The Agency has developed a positive work culture with a high level of 

employee engagement through deliberate, proactive initiatives over time. This accomplishment is based on NASA’s Workforce 

Culture Strategy, which flows through all our workforce initiatives. Key focus areas include connecting employees, building 

model supervisors, and recognizing and rewarding innovative performance. Through these investments, NASA employees are 

heavily engaged in their work and consistently cite shared values, shared commitment to the mission, and loyalty to the Agency 

as reasons for engagement. This fuels a deep feeling of community at NASA, commonly referred to as “the NASA Family.”

50%

55%

60%

65%

70%

2012 2013 2014 2015 2016

NASA FEVS Response Rates Trend

0.75

0.77

0.79

0.81

2012 2013 2014 2015 2016

Trends in Select FEVS Responses

Best Place to Work

Engagement

Figure 5.1 FEVS Response Rates Trends

Figure 5.2 Trends in Select FEVS Responses

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NASA’s workforce strategy is driven primarily by two critical components for success: a deep understanding of long-term 

budget planning and a strong need to recruit extraordinary workers for highly competitive positions in science, technology, 

engineering, and mathematics. Additional drivers to NASA’s strategic workforce planning include:

• Operating in a “full-cost accounting” environment: In Fiscal Year 2004 (FY04), NASA switched to a model of full-cost 

accounting, which ties all Agency costs (including labor costs) to specific programs and projects. Full-cost accounting 

supports workforce transparency in two ways: first, it allows NASA to track all employees tied to a specific project and 

determine the total number of labor hours utilized per project. Second, it allows the Agency to calculate how much time 

each individual employee has spent working on a particular program or project. 

• Shift in mission to science and technology: In 2010, the President and Congress unveiled an ambitious new direction 

for NASA, laying the groundwork for a sustainable program of exploration and innovation. As a result of this change in 

priorities, the Agency recognized the need to assess and manage risks associated with workforce transitions, particularly 

in light of the lead time required to shape workforce composition in government organizations.

• Requirement to manage to a full-time equivalent (FTE) “ceiling”: The adherence to existing ceiling levels is monitored 

and measured by the Agency on an ongoing basis.

Since FY10, the gap between the size of the contractor workforce (WYE) and the civil service workforce (FTE) has decreased. 

As of FY15, for every one civil servant, there were roughly two contractors from various private sector employers who 

supported NASA. 

From the beginning of FY06 to the current year-to-date, the median age of a civil servant working at NASA has increased from 

approximately 46 to 51 years old.

10,000

20,000

30,000

40,000

50,000

FY10 FY11 FY12 FY13 FY14 FY15

Civil Service and Contractor Workforce Trends

FTE WYE

0

1000

2000

3000

4000

5000

Under 20 20 to 24 25 to 29 30 to 34 35 to 39 40 to 44 45 to 49 50 to 54 55 to 59 60 to 64 65 to 69 70 or older

Age Distribution of Civil Service Workforce

FY06 FY11 FY16YTD

Figure 5.3 Civil Service and Contractor Workforce Trends

Figure 5.4 Age Distribution of Civil Service Workforce

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Male

65%

Female

35%

Workforce by Gender

White

72%

Asian or Pacific Islander

7%

Black or 

African 

American

12%

Hispanic or Latino

8%

American Indian, 

Alaskan Native, or 

Multiracial

1%

Other

28%

Workforce by Diversity

Today, women make up over one-third of the workforce.

NASA takes great pride in highlighting our employees and their diversity. Today, individuals identified as African American 

make up the second largest racial demographic. Additionally, a significant number of African Americans (1000+), Hispanics or 

Latinos (400+), and Asians or Pacific Islanders (200+) in the civil service actively support NASA’s business related fields on a 

day-to-day basis.

Figure 5.5 Workforce by Gender

Figure 5.6 Workforce by Diversity

NASA WORKFORCE
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Veterans compose nine percent of NASA’s workforce. In addition, a large number of veterans hold professional engineering 

positions (43%). 

Over half of the civil servant population has served between ten and thirty years of Federal service at NASA. Of this group, 

over 5,700 employees are working in engineering-related fields (e.g. Aeronautic Research and Space Flight Operations) and 

another 2,500 employees are working in business-related fields.

Veteran

9%

Non Veteran

91%

Workforce by Veterans

Under 10 Years

33%

Between 10 and 30 

Years

52%

30 Years and Above

15%

Length of Service at NASA

Figure 5.7 Workforce by Veterans

Figure 5.8 Length of Service at NASA

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NASA employees believe in the importance of their work, which in turn motivates many to continue working beyond their 

retirement eligibility date. In fact, the number of retirement eligible employees has increased by more than 1,100 since FY06.

Please note that this data represents the beginning of each fiscal year and the current year-to-date.

While NASA is committed to creating an environment where employees feel engaged, motivated and inspired to create 

innovative ideas, the Agency is also dedicated to ensuring that it has the best and brightest minds from across the United 

States. We are actively exploring creative ways to seek out and hire the next generation of NASA employees because almost 

one-fifth of the workforce is retirement eligible.

0

1,000

2,000

3,000

4,000

Retirement Eligibility over Time

Not Eligible

81%

Eligible

19%

Retirement Eligiblity of Current Workforce

Figure 5.9 Retirement Eligibility Over Time

Figure 5.10 Retirement Eligibility of Current Workforce

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Despite making up less than three present of the total workforce, approximately 500 students onboard each fiscal year since 

the implementation of the Pathways Program in FY13. This program provides training and development opportunities for 

students and recent graduates interested in pursuing careers in the Federal service. Please note that the data represents the 

beginning of each fiscal year and the current year-to-date.

Today, the majority of civil servants working at NASA have positions that are GS 12 and above. Through competitive salaries, 

open collaboration and a positive work culture, the Agency strives to preserve its employees’ technical skills and knowledge,

which are highly sought-after by private sector companies. 

Since FY12, NASA has hired or converted almost 1,300 employees for positions at GS 11 and below. We are actively 

promoting our employer brand and refining our recruitment efforts in order to encourage more extraordinary individuals to 

apply for future career opportunities at NASA.

0

100

200

300

400

500

FY13 FY14 FY15 FY16 FY16YTD

NASA Students over Time

Figure 5.11 NASA Students Over Time

0 50 100 150 200 250 300 350

FY12

FY13

FY14

FY15

FY16

Number of Hires

Hires and Conversions of GS 11 and Below Employees

Figure 5.12 Hires and Conversions of GS11 and Below Employees

NASA WORKFORCE
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NASA recognizes that part of being a great place to work includes the ongoing responsibility to address employee misconduct 

and poor performance when it occurs. This is accomplished in part through the employee relations (ER) program. Each NASA 

Center administers its own ER program as part of its human resources (HR) operations. The HR Specialists who lead the 

Center ER program serve as advisors to Center management by providing technical advice and guidance on a wide range 

of workplace issues, to include those issues that result in disciplinary, adverse and performance-based personnel actions. In 

addition, the Office of Human Capital Management (OHCM) provides ER policy oversight and guidance for the Centers’ ER 

programs and coordinates agency-wide activities for the entire ER community. OHCM also serves as a liaison with the Office of 

Personnel Management (OPM) and other federal agencies for related matters affecting NASA’s workforce.

NASA has two Labor Unions, the International Federation of Professional and Technical Engineers (IFPTE) and the American 

Federation of Government Employees (AFGE). 

Collectively, these two Unions represent 53% of the workforce and all of NASA’s Centers, except Armstrong Flight Research 

Center (AFRC) and Stennis Space Center (SSC). AFRC and SSC employees are not covered under a bargaining unit because 

they have not filed a petition with the Federal Labor Relations Authority (FLRA) to request labor representation.

At the Agency level, NASA is responsible for informing these Unions of changes to Agency policies/programs that impact 

bargaining unit employees. At the Center level, Collective Bargaining Agreements exist between Management and the Union.

Additionally, the Agency Labor Management Forum (LMF) was formed as a result of Executive Order (EO) 13522, creating 

Labor-Management Forums To Improve Delivery of Government Services. The Agency LMF meets approximately every other 

month and consists of 14 members, seven from NASA Management and seven from NASA’s two Labor unions, IFPTE and 

AFGE. The Agency LMF’s co-chairs, NASA Associate Administrator Robert Lightfoot and Labor President of Local 30 (Ames 

Research Center) Lee Stone, determine the topics (typically 1-2 for each for management and labor).

The EO also required LMFs to be established at each Center with employees represented by Labor. Further, the EO prescribes 

that Management allow Labor to have pre-decisional involvement (PDI) in topics that impact employees, regardless of whether 

or not those topics are ones in which Labor would traditionally have input. 

In Bargaining Unit 53%

Not in Bargaining Unit 

48%

Workforce by Bargaining Unit Status

Figure 5.13 Workforce by Bargaining Unit Status

NASA WORKFORCE
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NASA BUDGET OVERVIEW

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NASA TRANSITION BINDER
NASA’s budget formulation is one of the Agency’s central processes. The development of NASA’s budget plan and the 

application of budget authority to achieve the Agency’s objectives is carried out through a four stage Planning, Programming, 

Budgeting, and Execution process, referred to as PPBE. The PPBE process integrates and formalizes what will and will 

not be done by the Agency for a given time period. Requirements for budget formulation are included in NASA Procedural 

Requirements (NPR) 9420.1A.

PLANNING

The continuous process of assessment and 

adjustment of NASA’s goals and objectives. 

PROGRAMMING

A bottom-up process to gather data and raise 

issues regarding the resources necessary 

to accomplish the mission, with prioritization 

decisions.

BUDGETING

The process of aligning resources against 

priorities and presenting Agency decisions 

to the White House Office of Management 

and Budget (OMB) in the OMB Submit. OMB 

assesses the submission in the context of overall 

Administration policy and the requirements of 

other agencies, and then responds to NASA 

(in a document called “passback”) with OMB’s 

adjustments to the Agency’s submission. After a 

period of negotiations in which NASA and OMB 

come to agreement on a final Administration 

position, NASA publishes its Agency Congressional Justification and advocates on behalf of the President’s Budget Request. 

EXECUTION

The process of spending, recording, monitoring, and controlling budget authority to conduct NASA’s work once funds have 

been appropriated. This includes establishing, adjusting, and gaining the approval of the Appropriations Committees on the 

Agency’s operating plans. 

For Internal Use Only

Office of the Chief 

Financial Officer

PPBE: An Example Cycle

1

Budget Year minus 2 Budget Year minus 1 Budget Year

O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S

Planning

Feb

Agency guidance 

published

Programming

Feb

MD guidance published

June

Program Analysis & 

Alignment (PAA)

July

Agency decisions

Sept

OMB Submit

Budgeting

Oct-Nov or Dec

Passback and 

Settlement

Feb

President’s Budget 

Request

Advocate

Sept

Appropriations

Execute

Figure 6.1 PPBE: Example

! ADDITIONAL RESOURCES

NASA NPR 9420.1A BUDGET FORMULATION - http://nodis3.gsfc.nasa.gov/displayDir.cfm?t=NPR&c=9420&s=1A

NASA NPR 9470.1 BUDGET EXECUTION - http://nodis3.gsfc.nasa.gov/displayDir.cfm?t=NPR&c=9470&s=1

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NASA BUDGET OVERVIEW
NASA typically deals with four budget cycles at any one time. Figure 6.2 illustrates the current status of NASA’s PPBE cycle 

for FY15 – FY19, demonstrating how multiple budgets are in play at any given time, at varying levels of maturity in the PPBE 

process. The FY15 budget received a clean audit (NASA’s 5th clean audit in a row) and is mostly complete with some 

remaining funds to be outlaid. NASA has started the annual audit of the FY16 budget and has mostly completed obligations 

(most funds have 2 years to be fully obligated). NASA’s FY17 President’s Budget Request was released in February 2016. 

NASA expects to be under a continuing resolution for at least the first three months of FY17 until the Congress enacts FY17 

appropriations. See Section 6 Congressional Relations for a recent history of appropriations and continuing resolutions. NASA’s 

FY18 Budget is still in development. NASA anticipates the new Administration to submit the FY18 Budget to the Congress in 

the March through May 2017 timeframe, per guidance from OMB (rather than the typical February submission in non-election 

years). The development of NASA’s FY19 budget will be compressed more than normal during the summer of calendar year 

2017 pending release of the FY18 request by the new Administration.

For	Internal	Use	Only

Office of the Chief 

Financial Officer

2013 2014 2015 2016 2017 2018 2019

Calendar	Year

PPBE	Cycle	(Fiscal	Year)

Budget Cycles in Play

1

Formulation

(in the 

Executive Branch)

Advocacy

(to the 

Legislative Branch)

Execution Audit & 

Evaluation

Current status per 

PPBE cycle:

19: Initiating Planning.

18: Current Services 

baseline certified.

17: President’s Budget 

request submitted to 

Congress. Expecting CR.

16: Mostly completed 

obligations and beginning 

annual audit.

15: 5th clean audit in a row.

PPBE15

PPBE16

PPBE17

PPBE18

PPBE19

Figure 6.2 PPBE Budget Cycles

Current Status per 

PPBE cycle:

19: Initiating Planning.

18: Current Services 

baseline certified.

17: President’s Budget 

request submitted 

to Congress. Under 

continuing resolution.

16: Finalizing annual 

audit and reporting.

15: 5th clean audit in 

a row.

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NASA BUDGET OVERVIEW
The current status and forthcoming dates for the FY18 and FY19 budgets are summarized in Figure 6.3. NASA is using Current 

Services levels to plan for FY18 through FY22, per guidance from OMB. Current Services levels are determined by escalating 

the current enacted budget (FY16) for the out-years based on inflation indices provided by OMB. Following the inauguration, 

there is a short window of time during which the new Administration will provide guidance to agencies that will shape the FY18 

budget request, and guide planning and priorities for the FY19 budget formulation process. This guidance coincides with the 

development of NASA’s 2018 Strategic Plan (see Section 5), and the budget guidance provided will be very influential in the 

strategic planning process.

For Internal Use Only

Office of the Chief Financial 

Officer

PPBE 18 and 19, through February 2018

FY 2017 FY 2018

O N D J F M A M J J A S O N D J F M A M J J A S

FY 19 Planning

Programming

TBD, March - May

Agency guidance 

published

Sept

OMB Submit

Budgeting

Oct-Nov or Dec

Passback and 

Settlement

Feb

President’s Budget Request

Election

Inauguration

Administration guidance to agencies

FY 18 Budget Process

TBD, March - May

FY18 Budget published

Administration guidance to agencies

2018 Strategic 

Plan published

Figure 6.3 Current Status and Forthcoming Dates for the FY18 and FY19 Budgets

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NASA BUDGET OVERVIEW
The Government’s overall fiscal condition affects NASA’s budget. The President’s FY 2011 Budget – released just as the full 

impact of the recent recession was being realized – projected that NASA’s budget would exceed $20 billion by 2014. The FY 

2014 Budget – released just after the sequester order in FY 2013 – held NASA flat at $17.8 billion throughout the runout, $2.2 

billion shy of the total estimated in the FY 2011 Budget. FY 2016 appropriations were the first to approach the FY 2011 budget 

levels, and the Current Services runout shows comparable projected growth.

 

In recent years, there have been disconnects between the Administration budget request and the Congressional appropriations 

in Exploration Systems as illustrated above. In addition, internal to the Science and Space Technology portfolio there have been 

disconnects, where certain Congressionally-favored projects received specific appropriations (or guidance in report language) 

well in excess of what the Administration requested – most notably the Europa, WFIRST, and RESTORE-L projects. In addition 

to specified appropriations, the legislation also included requirements for specific launch dates (by year). 

There has also been significant fiscal pressure placed on the Agency’s facilities and management offices. Much of NASA’s 

physical plant was built in the Apollo and Shuttle eras, and is well past its design life. Despite wide recognition of this situation, 

the pressure of trying to accommodate the competing programmatic priorities has led to a disproportionate impact on the 

Agency’s institution. The Administration’s request for the Safety, Security, and Mission Services account, which includes all

Agency and Center Management, including facilities maintenance, dropped nearly ten percent from FY 12 to FY 13, and has 

yet to recover. Even more, appropriations have consistently lagged the requests, compounding the problem. There have been 

similar decreases in Institutional Construction of Facilities budgets.

NASA has embarked on a series of ambitious reforms of its business processes to increase the efficiency of business 

and management operations, but maintaining the Safety, Security, and Mission Services (SSMS) and Construction and 

Environmental Compliance and Restoration (CECR) budgets at these levels may be unsustainable in the middle- to long-term, 

without impacting the missions. NASA has also steadily reduced its headcount during this period, continuing reductions from a 

peak of ~36,000 during the Apollo Program. 

RECENT BUDGET HISTORY

Safety, Security, and Mission Services

 2,700.0 

 2,825.0 

 2,950.0 

 3,075.0 

 3,200.0 

2012 2013 2014 2015 2016 5 Year Average

PBR Enacted

Construction and 

Environmental Compliance & Restoration

 - 

 175.0 

 350.0 

 525.0 

 700.0 

2012 2013 2014 2015 2016 5 Year Average

PBR Enacted

Space Technology

 - 

 275.0 

 550.0 

 825.0 

 1,100.0 

2012 2013 2014 2015 2016 5 Year Average

PBR Enacted

Commercial Crew Program

0

325

650

975

1,300

2012 2013 2014 2015 2016 5 Year Average

PBR Enacted

Explorations Systems Development

 - 

 950.0 

 1,900.0 

 2,850.0 

 3,800.0 

2012 2013 2014 2015 2016 5 Year Average

PBR Enacted

Figure 6.4 Space Technology 

Budget History

Figure 6.5 Commercial Crew 

Budget History

Figure 6.6 Exploration Systems 

Development Budget History

Figure 6.7 Safety, Security, and 

Mission Services Budget History

Figure 6.8 Construction and Environmental 

Compliance and Restoration Budget History

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NASA BUDGET OVERVIEW
NASA has authority to perform work on behalf of other entities on a reimbursable basis, receiving funds in addition to 

those appropriated directly for NASA. The primary example of this authority is NASA’s work as the acquisition agent for the 

National Oceanic and Atmospheric Administration’s (NOAA’s) weather satellites. See Figure 6.9 for a summary of the annual 

reimbursable funding executed by NASA. NASA also partners extensively using non-reimbursable agreements.

OTHER FUNDING SOURCES

$ 0

$ 750,000,000

$ 1,500,000,000

$ 2,250,000,000

$ 3,000,000,000

2012 2013 2014 2015 2016

NOAA

All Other Federal Agencies

Non-Federal Entities

Figure 6.9 Summary of Annual Reimbursable Funding

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NASA BUDGET OVERVIEW
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NASA STRATEGIC PLAN

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NASA’s Strategic Plan defines the Agency’s mission, long-term goals, strategies planned, and the approaches it will use to 

monitor its progress in addressing specific national problems, needs, challenges, and opportunities related to its mission. It 

reflects the laws and policies relevant to the Agency, such as the National Aeronautics and Space Act, the 2010 U.S. National 

Space Policy, the NASA Authorization Act of 2010, and other Administration priorities. 

NASA is currently operating under the 2014 Strategic Plan, which was issued on February 4, 2014. Agencies are required to 

update their strategic plans on a four-year cycle during the first full year of any new Presidential term. The 2018 Strategic Plan, 

which covers the period of FY2018-FY2022, will be released on February 5, 2018, concurrent with the FY2019 President’s 

Budget Request. 

STRATEGIC ALIGNMENT

NASA’s Strategic Plan has been crafted to provide a direct link between the work of every single employee to at least one of 

NASA’s Strategic Goals and Strategic Objectives. This is done by intentionally aligning each program identified in the budget 

to a single Strategic Objective. The plan also establishes the framework against which the Agency will assess the progress it is 

making towards meeting its goals and objectives on several different time horizons. 

STRATEGIC FRAMEWORK

NASA STRATEGIC PLAN

! ADDITIONAL RESOURCES

NATIONAL AERONAUTICS AND SPACE ACT - https://www.gpo.gov/fdsys/pkg/USCODE-2014-title51/pdf/USCODE-2014-title51-subtitleII.pdf

2010 U.S. NATIONAL SPACE POLICY - https://www.whitehouse.gov/sites/default/files/national_space_policy_6-28-10.pdf

NASA 2010 AUTHORIZATION ACT - http://www.nasa.gov/pdf/649377main_PL_111-267.pdf

NASA 2014 STRATEGIC PLAN - https://www.nasa.gov/sites/default/files/files/FY2014_NASA_SP_508c.pdf

GOVERNMENT PERFORMANCE AND RESULTS ACT MODERNIZATION ACT (GPRAMA), 2010 - https://www.gpo.gov/fdsys/pkg/BILLS111hr2142enr/pdf/BILLS-111hr2142enr.pdf

OFFICE OF MANAGEMENT AND BUDGET CIRCULAR A-11 - https://www.whitehouse.gov/omb/circulars_a11_current_year_a11_toc
Figure 7.1 NASA’s Strategic Framework, as Defined in the 2014 Strategic Plan

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STRATEGIC PLAN

NASA STRATEGIC PLAN
Figure 7.2 Perfomance Summary for FY16

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On an annual basis, NASA is required to develop an annual performance plan (APP), including the multiyear performance 

goals and annual performance indicators that the Agency will report on to demonstrate that it is making measurable progress 

towards the Strategic Objectives outlined in the Strategic Plan. The plan is published on the first Monday in February, along 

with the President’s Budget Request. NASA is also required to report performance publically twice per year. Preliminary, 

summary performance data are released in the Agency Financial Report (AFR), which comes out about six weeks after the end 

of the fiscal year. Final, detailed performance data are released in the Annual Performance Report (APR), which typically comes 

out on the first Monday in February, along with the President’s Budget Request.

Unlike most other federal agencies, NASA follows an “alternative form,” or milestone-based, approach for most of its 

performance measures since those are more applicable to an R&D agency. NASA’s performance measures typically include 

key milestones and reviews in the formulation, development, and operation of its missions, and are often items on the critical

path. NASA has met or exceeded 83% of our performance targets in 2016, based on preliminary year-end data.

PERFORMANCE SUMMARY

NASA STRATEGIC PLAN
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CONGRESSIONAL 

RELATIONS

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NASA has been the beneficiary of broad, bipartisan Congressional support since its establishment in 1958. While NASA 

authorization legislation is not enacted on an annual basis, such authorization legislation typically sets out policy that reflects 

broad consensus, most recently with the NASA Authorization Act of 2010, which established a guideline for human space 

exploration, science, aeronautics, and technology. During the period since enactment of the NASA Authorization Act of 2010, 

annual appropriations have been generally aligned to the guideline set in that legislation, with recent NASA funding levels in

excess of the President’s request. NASA supporters in Congress are often part of delegations representing states in which 

NASA’s nine Centers are located, while authorization and appropriations Chairmen and Ranking Members often assume roles 

of national leaders for investment in NASA space and aeronautics. There are four primary Congressional Committees that 

oversee NASA—the House Committee on Science, Space, and Technology; the Senate Committee on Commerce, Science, 

and Transportation; and the House and Senate Committees on Appropriations—which are summarized in the following 

subsections.

NASA FEDERAL ADVISORY COMMITTEES

APPROPRIATIONS COMMITTEES

NASA is subject to oversight by several Senate and House Committees. This section lists the Congressional Committees with 

responsibility for appropriation of NASA funding. The list is followed by a description of the Committees on Appropriations, their 

jurisdiction, and their respective Subcommittees with primary responsibility for NASA.

Table 8.1 Appropriations Committees and Leadership

UNITED STATES

HOUSE OF REPRESENTATIVES

UNITED STATES

SENATE

Committee on Appropriations

U.S. House of Representatives

Committee on Appropriations

U.S. Senate

Chairman: Harold Rogers (R-KY)* Chairman: Thad Cochran (R-MS)

Ranking Member: Nita Lowey (D-NY) Ranking Member: Barbara A. Mikulski (D-MD)**

Subcommittee on Commerce, Justice, Science,

and Related Agencies

Subcommittee on Commerce, Justice, Science,

and Related Agencies

Chairman: John Culberson (R-TX) Chairman: Richard Shelby (R-AL)

Acting Ranking Member: Michael M. Honda (D-CA) Ranking Member: Barbara A. Mikulski (D-MD)**

*Member rotating of Chairmanship at end of 114th Congress due to Republican Conference rules

**Member retiring at end of 114th Congress

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CONGRESSIONAL RELATIONS
The House and Senate Committees on Appropriations are responsible for writing annual bills that allocate discretionary 

Treasury funds for operations and activities of federal agencies, and under Article 1 of the Constitution, appropriations 

measures are to originate in the House of Representatives. All discretionary programs in the Federal government require an 

appropriation every year. The Committees on Appropriations work on regular appropriations bills that must be signed into 

law by October 1, the start of the fiscal year, to fund the operations of the Federal government. When appropriations bills are

not passed by the start of the fiscal year, the Appropriations Committees of both chambers produce a Continuing Resolution 

(CR). A CR is legislation that prevents agencies from shutting down by keeping them running at the previous year’s funding 

level when appropriations bills are not passed by fiscal year start. When Subcommittee bills do not individually proceed to 

enactment, omnibus appropriation bills that incorporate multiple Subcommittee bills may be enacted. On some occasions, 

year-long CRs are enacted. A summary of recent annual appropriation outcomes is provided in the table below.

Table 8.2 Appropriations Summary

Figure 8.1 Recent Annual Appropriations Outcomes vs. President’s Request Level

FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17

President's	Budget	Request 17.3 17.6 18.7 19.0 18.7 17.7 17.7 17.6 18.5 19.0

Appropriations 17.4 18.8 18.7 18.4 17.8 16.9 17.6 18.0 19.3 19.2

16.0

17.0

18.0

19.0

20.0

NASA	Budget	 [$Billions]

President's	Budget	Request	vs	Appropriations	

NOTE:		FY17 Appropriations level	represents	CR level through	12/9/2016 at	the	FY16	level	less	0.496%	

A summary of recent annual appropriations outcomes for NASA, compared with the President’s request level, is provided in the 

figure below:

FISCAL

YEAR

REGULAR 

APPROPRIATION 

ENACTMENT

OMNIBUS 

APPROPRIATION 

ENACTMENT

YEAR-LONG 

CONTINUING 

RESOLUTION 

ENACTMENT

NUMBER OF 

CONTINUING 

RESOLUTIONS

GOVERNMENT 

SHUTDOWN

FY 2017 No TBD TBD 1* TBD

FY 2016 No 12/18/15 3

FY 2015 No 12/16/04 3

FY 2014 No 1/17/14 2 Oct. 1-17, 2014

FY 2013 No 3/23/13 1

FY 2012 No 12/23/11 5

FY 2011 No 4/15/11 8

FY 2010 No 12/16/09 2

FY 2009 No 2/13/09 3

FY 2008 No 12/26/07 4

*Initial Continuing Resolution (CR) passed through 12/9/16

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HOUSE COMMITTEE ON APPROPRIATIONS

The House Committee on Appropriations has broad responsibility for appropriating funds for executive branch departments/

agencies and the legislative branch. The Rules of the U.S. House of Representatives define the Committee’s jurisdiction 

as “appropriation of the revenue for the support of the Government” (and related powers to rescind and transfer funds). 

The Committee’s 12 Subcommittees are aligned with responsibility for specific departments and agencies. The House 

Appropriations Subcommittee on Commerce, Justice, Science, and Related Agencies has jurisdiction over NASA.

HOUSE APPROPRIATIONS SUBCOMMITTEE ON COMMERCE, JUSTICE, 

SCIENCE, AND RELATED AGENCIES/ JURISDICTION 

The House Appropriations Subcommittee on Commerce, Justice, Science, and Related Agencies (CJS) provides funding for 

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

Science Foundation, and several related commissions and agencies. The annual CJS Appropriations Bill is one of the larger 

domestic appropriations bills, totaling $56 billion in FY 2016. NASA funding has averaged approximately 35 percent of the CJS 

bill over the last three years. 

The CJS Subcommittee reviews the President’s budget request for each department/agency, and hears department/agency 

officials’ testimony. Typically, the Subcommittee holds one hearing per year on the respective department/agency budget 

request, and Subcommittee staff engage in detailed review of the request through multiple briefings by department/agency 

officials. The Subcommittee drafts annual appropriations bills that include funding for each department/agency under its 

jurisdiction. When an annual appropriations bill has been enacted, departments/agencies are required to submit “spend 

plans,” pursuant to statutory direction, to the House and Senate Committees on Appropriations, to reflect the manner in 

which the department/agency is executing the appropriation, including proposed reprogrammings, which require Committee 

concurrence. As necessary, the Subcommittees drafts supplemental appropriations bills for emergency expenses during a 

fiscal year.

SENATE COMMITTEE ON APPROPRIATIONS

The Senate Committee on Appropriations, like its House counterpart, is responsible for writing annual bills that allocate 

Treasury funds for operations and activities of Federal agencies, and has 12 Subcommittees, aligned with the House, 

with responsibility for executive branch agencies and the legislative branch. The Senate Appropriations Subcommittee on 

Commerce, Justice, Science, and Related Agencies has jurisdiction over NASA.

SENATE APPROPRIATIONS SUBCOMMITTEE ON COMMERCE, JUSTICE, 

SCIENCE, AND RELATED AGENCIES/ JURISDICTION

The Senate Appropriations CJS Subcommittee has a jurisdiction that mirrors the House Appropriations CJS Subcommittee. 

The Subcommittee reviews the President’s budget request for each department/agency, hears agency officials’ testimony, 

and drafts agency on Commerce, Justice, Science, and Related Agencies (CJS) provides funding for the Department 

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

Foundation, and several related commissions and agencies. The annual CJS Appropriations Bill is one of the larger domestic 

appropriations bills, totaling $56 billion in FY 2016. NASA funding has averaged approximately 35 percent of the CJS bill over

the last three years. 

The CJS Subcommittee reviews the President’s budget request for each department/agency, and hears department/agency 

officials’ testimony. Typically, the Subcommittee holds one hearing per year on the respective department/agency budget 

request, and Subcommittee staff engage in detailed review of the request through multiple briefings by department/agency 

officials. The Subcommittee drafts annual appropriations bills that include funding for each department/agency under its 

jurisdiction. When an annual appropriations bill has been enacted, departments/agencies are required to submit “spend 

plans,” pursuant to statutory direction, to the House and Senate Committees on Appropriations, to reflect the manner in 

which the department/agency is executing the appropriation, including proposed reprogrammings, which require Committee

concurrence. As necessary, the Subcommittees drafts supplemental appropriations bills for emergency expenses during a 

fiscal year.

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CONGRESSIONAL RELATIONS
The Authorization Committees listed below perform a number of key functions, taking into account the following: Authorization

bills establish, continue, or modify federal programs, and are intended to precede the Appropriations process. However, 

Congress frequently enacts appropriations for a program/agency even though there is no specific authorization for it by 

waiving rules.

Because the constitution provides that “No money shall be drawn from the treasury, but in consequence of appropriations 

made by law,” an appropriation is required to fund the agency notwithstanding the existence of authorizing legislation. 

Authorization Committees execute Congressional oversight of agency programs and plans.

Bills often include limits on the amount that can be appropriated for the authorized program/agency as well as specific 

direction concerning program content that is binding on the agency.

NASA AUTHORIZATION COMMITTEES AND LEADERSHIP

UNITED STATES

HOUSE OF REPRESENTATIVES

UNITED STATES

SENATE

Authorization

Committees

Committee on Science, Space, and Technology Committee on Commerce, Science,

and Transportation

Chairman: Lamar Smith (R-TX) Chairman: John Thune (R-SD)

Ranking Member: Eddie Bernice Johnson (D-TX) Ranking Member: Bill Nelson (D-FL)

Subcommittee on Space Subcommittee on Space, Science,

and Competitiveness

Chairman: Brian Babin (R-TX) Chairman: Ted Cruz (R-TX)

Ranking Member: Donna Edwards (D-MD)* Ranking Member: Gary Peters (D-MI)

*Member retiring at end of 114th Congress

Table 8.3 Authorization Committees and Leadership

AUTHORIZATION COMMITTEES

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CONGRESSIONAL RELATIONS
SENATE COMMITTEE ON COMMERCE, SCIENCE, AND TRANSPORTATION

The Committee is composed of six Subcommittees, which together oversee the large range of issues under its jurisdiction. 

These issues range from communications, highways, aviation, rail, shipping, transportation security, merchant marine, the 

Coast Guard, oceans, fisheries, climate change, disasters, science, space, interstate commerce, tourism, consumer issues, 

economic development, technology, competitiveness, product safety, and insurance. The Committee oversees NASA, NSF, 

NOAA and NIST within the Department of Commerce, and the USCG and considers and confirms presidential appointments. 

SUBCOMMITTEE ON SPACE, SCIENCE, AND COMPETITIVENESS

The Senate Subcommittee with oversight jurisdiction over NASA is the Subcommittee on Space, Science, and Competitiveness. 

The Subcommittee has responsibility for science, technology, engineering, and math (STEM) research and development 

(R&D) and policy; measurement science and standards; and civil space policy. The Subcommittee conducts oversight on the 

National Science Foundation, the National Institute of Standards and Technology, the Office of Science and Technology Policy, 

and the National Technical Information Service. Under the leadership of Chairman Cruz, the Subcommittee has focused heavily 

on NASA-related issues including a hearing in 2015 on the agency’s 2016 budget request and a hearing this year on America’s 

leadership in space. The 2015 hearing featured strong criticism from Chairman Cruz and committee Republicans of a 

perceived increase in spending on Earth Science missions and research during the Obama Administration. On September 22, 

2016, the Subcommittee passed an authorization bill entitled: NASA Transition Authorization Act of 2016. The bill has garnered

bipartisan support in the Senate and aims to provide continuity for NASA and its major human exploration programs during the 

upcoming presidential transition. It is not clear whether the bill will be considered by the full Senate before they adjourn.

HOUSE COMMITTEE ON SCIENCE, SPACE AND TECHNOLOGY 

The Committee has jurisdiction over most Federal non-defense, scientific R&D, including programs at NASA, Department of 

Energy, Environmental Protection Agency, National Science Foundation, Federal Aviation Administration, National Oceanic 

and Atmospheric Administration including the National Weather Service, Federal Emergency Management Administration, 

U.S. Geological Survey, the National Space Council, and the White House Office of Science and Technology Policy. The 

Committee’s strong interest in how Federal R&D sustains U.S. international competitiveness and economic health dates back 

to its creation in 1958. Initially centered on space exploration, its jurisdiction now includes civil aviation, energy (including 

commercial applications), the environment, scientific research, science scholarships, marine research, and standardization of 

weights and measures through the National Institute of Standards and Technology. The Committee has five Subcommittees.

SUBCOMMITTEE ON SPACE AND AERONAUTICS

The House Subcommittee with oversight jurisdiction over NASA is the Subcommittee on Space and Aeronautics. The 

Subcommittee has legislative jurisdiction and general oversight and investigative authority on all matters relating to 

astronautical and aeronautical research and development including: national space policy; exploration, access to, and 

use of space; sub-orbital access and applications; National Aeronautics and Space Administration and its contractor and 

government-operated labs; space commercialization; international space cooperation; the National Space Council; space 

applications, space communications and related matters; Earth remote sensing policy; civil aviation and Federal Aviation 

Administration research, development, and demonstration; and space law. In 2016, under Chairman Babin, the Subcommittee 

has held hearings on commercial remote sensing; astronomy, astrophysics, and astrobiology; a review of technology transfer; 

human spaceflight ethics and obligations; deep space habitats; the commercial space launch industry; the Space Leadership 

Preservation Act; gravitational waves; and human exploration proposals.

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NASA INTERACTION WITH 

FEDERAL DEPARTMENTS 

AND AGENCIES

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NASA routinely interacts with numerous Federal departments and agencies. The NASA Office of International and Interagency 

Relations (OIIR) coordinates Agency-level policy interactions with U.S. executive branch departments and agencies, and is 

the principal Agency liaison with Federal agencies. Interactions between NASA and other Federal departments and agencies 

occur at multiple levels and across all Centers and Headquarters. In order to provide a strategic perspective on interagency 

partnerships across the Agency, OIIR leads a monthly Agency-wide forum (the Interagency Partnership Liaison team meeting) 

and provides monthly reporting to the Office of the Administrator on all active and pending agreements between NASA and 

other U.S. departments and agencies. As of August 2016, NASA had over 900 active agreements with interagency partners. 

The majority of these agreements are established at NASA Centers and, unlike international agreements, over 70 percent are 

reimbursable where the NASA costs associated with the activity are reimbursed by the Federal partner (in full or in part). 

DEPARTMENT OF DEFENSE AND INTELLIGENCE COMMUNITY 

In coordination with relevant NASA Mission Directorates and Centers, NASA, via OIIR, consults with the Department of Defense 

(DoD) on a wide variety of program and policy issues and provides the Agency’s primary policy point of contact with the Office 

of the Director of National Intelligence. NASA partnership activities with DoD and the intelligence community include jointly 

funded and jointly managed programs, reimbursable activities, and information exchanges. For example, NASA partners with 

the national security community in the areas of: investment in a national space launch base and range capability; certification

of new entrant launch vehicles; commercial crew and Orion rescue support; communications; Position, Navigation & Timing; 

Space Weather and Radiation Monitoring; Near-Earth Object detection, tracking, cataloging, and characterization; rotorcraft; 

hypersonics; and Uncrewed Aerial Systems, to name a few.

OIIR provides staff support to senior NASA leaders for meetings with DoD and other national security officials, including 

quarterly Summits among the leaders of NASA, the Air Force, and the National Reconnaissance Office, and also manages 

the process by which military officers, including astronauts, are assigned to NASA on a reimbursable basis. Through an OIIR 

Liaison Officer stationed in Colorado Springs, NASA maintains close coordination with the U.S. Air Force Space Command, 

U.S. Strategic Command and U.S. Northern Command. 

As part of the NASA Export Control Program, NASA is among the agencies that review aerospace-related exports and the 

public release of technical documentation through DoD’s Office of Security Review. NASA also consults regularly with the 

Department’s Defense Technology Security Administration on export matters affecting NASA programs. 

The Commerce Department’s Bureau of Industry and Security (BIS) administers the Export Administration Regulations 

(EAR), which control exports of all dual-use commodities and technologies including the International Space Station (ISS). 

Accordingly, NASA regularly consults with BIS on dual-use export control matters in support of Agency programs and submits 

export license applications for transfers of items subject to the EAR. NASA also coordinates with the Commerce Department’s 

National Oceanic and Atmospheric Administration (NOAA) and other Department offices on policy matters regarding remote 

sensing spacecraft and other issues, such as space commercialization. NASA maintains extensive cooperation with NOAA for 

Earth science-related missions, as well as space weather and weather satellites, all of which is coordinated primarily through 

the Science Mission Directorate.

DEPARTMENT OF COMMERCE

NASA INTERACTION WITH FEDERAL DEPARTMENTS AND AGENCIES
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REGULATORY EFFORTS WITH OTHER AGENCIES

NASA works closely with other U.S. Government regulatory agencies to facilitate necessary licenses, permits, and approvals 

required to successfully implement NASA’s missions. These include cooperation with the Department of Homeland Security 

for customs clearance, NASA duty-free import certifications, consultations with the Department of Justice on export control 

enforcement matters, and obtaining necessary permits from the U.S. Department of Agriculture, the Food and Drug 

Administration (FDA), and other entities for imports of foreign-provided food for transport to International Partner astronauts 

aboard the ISS. NASA is represented on the Treasury Department’s Committee on Foreign Investment in the United States, a 

regulatory body that implements the requirements of the Exon-Florio Act for U.S. Government review of foreign acquisitions with

national security implications.

DEPARTMENT OF STATE

NASA INTERACTION WITH FEDERAL DEPARTMENTS AND AGENCIES

NASA consults regularly with the Department of State (DoS) on significant cooperative activities, policy questions, and 

matters with broader foreign policy implications. These include questions about countries of potential policy concern, export 

control and non-proliferation issues, and establishing cooperation with international partners. Consistent with U.S. law, NASA 

coordinates with the DoS before concluding significant international agreements. Interaction occurs at both the staff and 

leadership levels, including by the NASA Administrator on matters of great importance. 

NASA also provides support to the DoS on space matters addressed within the United Nations structure, particularly in the 

United Nations Committee on the Peaceful Uses of Outer Space (UNCOPUOS). NASA, via OIIR, leads the U.S Government 

Delegation to the UNCOPUOS Scientific and Technical Subcommittee. In addition, as the regulatory agency charged with 

administering the International Traffic in Arms Regulations (ITAR), the DoS receives all export license applications from NASA 

and Agency contractors for exports and services subject to the ITAR, including many space-related items. OIIR works with the 

DoS Directorate for Defense Trade Controls and the Bureau of International Security and Nonproliferation on a regular basis to 

resolve ITAR-related issues impacting NASA programs and to address the appropriate use of technologies controlled by the 

Missile Technology Control Regime. In addition, NASA participates with the Department of State-led interagency delegation to 

the quadrennial World Radiocommunications Conference of the International Telecommunications Union, which establishes the 

international agreements on radiofrequency allocation, in order to ensure NASA’s access to the required frequencies for all its 

current and future missions.
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NASA cooperates extensively with other Federal agencies on a wide range of joint program efforts. These interagency 

cooperative efforts occur at all levels within the Agency. NASA researchers collaborate directly with colleagues from other 

agencies in conferences, joint projects, and personnel exchanges. Program officials meet to coordinate complementary 

program efforts, and NASA belongs to numerous joint planning committees, ranging from working groups to senior-level 

management committees. Formal documentation of such interagency cooperation includes interagency Memoranda of 

Agreement, typically signed by senior officials of each agency. For example:

U.S. GEOLOGICAL SURVEY (USGS)

NASA works closely with the Department of the Interior’s USGS on land-remote sensing programs, such as Landsat. 

NATIONAL SCIENCE FOUNDATION (NSF)

NASA interacts regularly with NSF to coordinate cooperative space science research activities.

DEPARTMENT OF HEALTH AND HUMAN SERVICES (HHS)

NASA has several agreements with the agencies and offices under HHS, including the National Institutes of Health and the 

Centers for Disease Control and Prevention, and Food and Drug Administration for joint projects to improve human health 

on Earth and in space. NASA also engages with HHS and the National Institutes of Health on topics related to the economic 

development of low Earth orbit. 

DEPARTMENT OF ENERGY (DOE)

NASA and DoE have enjoyed decades of cooperation on matters involving space nuclear power and science, as well as nonnuclear power-related technologies. The agencies additionally consult on broader policy efforts.

FEDERAL AVIATION ADMINISTRATION (FAA)

NASA maintains a partnership with the FAA in both policy and program areas through participation on FAA advisory 

committees, executive committees, aviation rulemaking committees, safety teams and payload reviews, and by working 

jointly with the FAA on Joint Planning and Development Office boards and Research Transition Teams. NASA focuses on new 

technology, while the FAA works to bring the technology into operational use and develop standards. Current partnership 

efforts include demonstrating new air traffic management technologies to enable and motivate faster technology insertion and 

equipage rates by airline operators; reducing technical barriers to allow routine access by unmanned aircraft systems to the 

airspace; and finding faster, less expensive verification and validation methods for highly complex systems to reduce cost, 

schedule, and implementation risks of the next generation air traffic control system, including certification of new aircraft. NASA 

also works closely with the FAA to develop standards for the commercial human spaceflight sector.

PROGRAMMATIC COOPERATION WITH OTHER INDIVIDUAL AGENCIES

NASA INTERACTION WITH FEDERAL DEPARTMENTS AND AGENCIES
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SPACE POLICY MATTERS 

NASA INTERACTION WITH FEDERAL DEPARTMENTS AND AGENCIES

NASA, via OIIR, routinely liaises with the White House Office of Science and Technology Policy (OSTP) and the National 

Security Council (NSC) and coordinates regularly on matters concerning space policy, significant space-related events such 

as spacecraft reentries, and other matters.

OSTP was established in 1976 to coordinate the Nation’s science and technology investment and provide policy advice to the 

President. The Director of OSTP also serves as the President’s Science Advisor. The NSC is the President’s principal forum for 

considering national security and foreign policy matters. The NSC also serves as the President’s principal arm for coordinating

these policies among various government agencies, including NASA. The NSC staff leads regular interagency meetings to 

discuss space policy matters, as well as to resolve issues in dispute.
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NASA INTERACTION WITH 

FOREIGN ENTITIES

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International cooperation is a significant component of the NASA mission established in the National Aeronautics and Space 

Act of 1958 and further articulated in U.S. National Space Policy of June 2010. NASA adheres to longstanding policy guidelines 

on international space cooperation, including the fundamental principles that international partnerships must: 

• Generally involve no exchange of funds;

• Have scientific and technical merit;

• Directly benefit NASA’s mission; and

• Be structured to establish clearly defined managerial and technical interfaces while protecting against unwarranted 

technology transfer.

NASA’s programs traditionally have had a strong international component, and international activities continue to grow.

Due to the level of commitments required, NASA generally partners with foreign government agencies responsible for space 

and aeronautics activities, and has longstanding and robust relationships with several of these in particular. These include the 

space agencies of Russia, Japan, Canada, France, Germany, Italy, the United Kingdom, and the European Space Agency 

(ESA). NASA continually seeks new opportunities for mutually beneficial cooperation with these key partners, and increasingly 

also with emerging partners in countries with which there has traditionally been less cooperation. 

Currently, NASA has over 750 agreements with more than 120 countries. Six foreign partners account for 64 percent of these 

agreements: France, Germany, the European Space Agency, Japan, Canada, and the United Kingdom. NASA has also in 

recent years undertaken a focused effort to engage non-traditional partners in support of NASA’s mission objectives. This effort 

has built upon existing relationships and new relationships with countries that have had no experience working with NASA. Two 

emerging partners, India and China, are of particular note: the former for the greatly increased scope of collaboration in recent 

years, a trend which will likely continue, and the latter for the considerable growth in its accomplishments and capability in

human and robotic exploration. 

International cooperation contributes in varying degrees to the objectives of each of NASA’s Mission Directorates. The foremost 

example is the International Space Station (ISS) Program, the most ambitious international cooperative program in NASA’s 

history. Under the Human Exploration and Operations Mission Directorate (HEOMD), the ISS is a partnership among 15 nations 

led by NASA and implemented in cooperation with ESA and the space agencies of Russia, Canada and Japan. Construction 

began in November 1998, and international crews have continuously inhabited the station since November 2000. Astronauts 

from each of the ISS partners serve as ISS crew members. The partnership is formalized under the ISS Intergovernmental 

Agreement (‘the IGA’), which allows for non-reimbursable cooperation, including barter and common system operations costs 

(CSOC) arrangements. 

Looking to the future of human space exploration beyond the ISS and low Earth orbit, NASA is engaged with international 

stakeholders at multiple levels, including ISS partner agencies through the Multilateral Coordination Board (MCB) and Heads of 

Agency (HOA) meetings.

The agency also coordinates with civil space organizations from 15 countries who participate in the International Space 

Exploration Coordination Group (ISECG). NASA is currently developing a future exploration strategy that will seek to build on

the ISS partnership and enable multilateral human spaceflight cooperation beyond LEO. 

Of the NASA Science Mission Directorate’s (SMD) more than 100 planned or operating missions, approximately two-thirds 

involve contributions by international partners. These partnerships arise both through engagements between U.S. scientists 

with their colleagues around the world to respond to NASA’s competed space and Earth science missions, as well as through 

strategic coordination among traditional partners, especially ESA, the Japan Aerospace Exploration Agency (JAXA), and the 

space agencies of France, Germany, and Italy. As noted below, a significant recent development is the inclusion of the Indian 

Space Research Organisation (ISRO) as a strategically important partner in SMD missions. 

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NASA’S INTERACTION WITH FOREIGN ENTITIES

Compared to the pervasiveness of international cooperation in HEOMD and SMD missions, such partnerships make a 

comparatively modest contribution to NASA’s Aeronautics Research Mission Directorate (ARMD) and Space Technology 

Mission Directorate. This is due to NASA’s practice of foregoing cooperation that could convey a competitive advantage to 

foreign commercial interests, and to its general policy against conducting joint technology development with international 

partners. However, in recent years ARMD has taken a more strategic approach to its international partnerships, focusing on 

key areas such as air traffic management (ATM) and alternative fuels research, which could provide significant benefits to 

U.S. industry. NASA has also led in the creation of the 26-member International Forum for Aviation Research (IFAR), the only 

government-sponsored aviation research network in the world. NASA’s leadership of IFAR enables it to identify promising areas 

for cooperation. For example, NASA currently has five active ATM agreements with IFAR members and expects to sign an 

ATM agreement with the Chinese Aeronautical Establishment in the near future, which would represent the first new agreement 

between NASA and a Chinese entity in over 20 years.

KEY PARTNERS: CANADA, EUROPE, JAPAN, AND RUSSIA

NASA has a long history of successful cooperation with Canada, Europe, Japan, and Russia. These partners have welldeveloped space capabilities and continue to make significant contributions to variety of ongoing and planned NASA 

programs. Cooperation with these partners spans the breadth of NASA’s Mission Directorates, as discussed below.

CANADA

Canada provided robotic systems for the ISS and is cooperating with NASA on the James Webb Space Telescope and on 

the OSIRIS-REx asteroid mission (launched in September 2016). Other areas of current cooperation with NASA are in space 

and Earth science. Canada’s expertise lies mainly in robotics and space radar systems, the latest of which, the RADARSAT 

Constellation Mission (RCM), is due to launch in fall 2018. In April 2015, Canada announced its commitment to continue 

ISS operations to 2024. With its ISS development work complete and RCM nearing completion, Canadian Space Agency 

officials are considering future investments to sustain the country’s space industry capacity, as part of the government’s 

“Innovation Agenda,” to be announced in fall 2016. While the government’s budget has been impacted by falling oil prices and 

unfavorable exchange rates, deficit spending to stimulate growth is expected, which could make more resources available for 

cooperative activities.

EUROPE

The European Space Agency (ESA), headquartered in Paris, is comprised of 22 member nations. NASA has excellent, 

longstanding relations both with ESA and bilaterally with several of its Member States with robust national space agencies and

programs, most notably France, Germany, the United Kingdom, and Italy. NASA cooperates with ESA on the ISS, to which ESA 

contributed the Columbus Research Laboratory. NASA is currently cooperating with ESA on the latter’s provision of the Service

Module for the Orion crew vehicle’s first two Exploration Missions, with the expectation of future European Service Modules for

Orion. NASA also cooperates with ESA in a broad array of space and Earth science projects. NASA’s significant cooperation 

with France, Germany, and Italy spans all NASA Mission Directorates. ESA is the only ISS partner that has not yet declared its 

commitment to extending ISS operations until 2024. In December 2016 ESA’s governing body, the ESA Council, will meet at 

Ministerial level to decide on a number of pressing issues including ISS extension. Noting competing pressures on European 

budgets (arising from migration of refugees and other urgent needs), NASA conducted a series of focused engagements 

with European officials throughout 2016 to bolster European-wide support for NASA’s mid- and long-term exploration goals. A 

positive ESA decision on ISS extension through at least 2024 is considered likely at present. 
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INDIA

India has committed to enhancing its space capabilities across a broad range of activities, including launch vehicles; Earth 

remote sensing, space science, communication and navigation; and, in the long term, human spaceflight. The Indian Space 

Research Organisation (ISRO) has enjoyed generous budget growth over the past decade and has demonstrated significant 

accomplishments including putting a spacecraft in Mars orbit. Over the past five years, NASA and ISRO have developed a 

strong foundation for mutually beneficial cooperation.

Beginning with the launch of two NASA instruments on India’s Chandrayaan-1 lunar mission in 2008, NASA’s cooperation 

with ISRO has steadily expanded in size and scope. It now spans many program areas, including Earth science, planetary 

science, and education. The foremost example of this expanded cooperation is the joint NASA-ISRO Synthetic Aperture Radar 

(NISAR) mission, a spacecraft to which both agencies are contributing key science instruments and which will launch on an 

Indian vehicle in 2021. Discussions on future collaborative activities are taking place in a number of forums, including a NASAISRO Mars Working Group established in September 2014, ongoing discussions on cooperation in heliophysics and space 

communications and navigation, and a recently concluded airborne campaign involving the flight of a next generation visible/

infrared imaging spectrometer instrument on an ISRO B-200 plane in India. NASA and ISRO have also begun discussions 

on respective human spaceflight activities and plans, as an early step toward positioning for future human spaceflight 

collaboration. 

SIGNIFICANT EMERGING PARTNERS: INDIA AND CHINA

JAPAN

NASA has strong cooperation with Japan in nearly every mission area, including human spaceflight, space science, Earth 

science, and aeronautics. Japan cooperates with NASA on the ISS, to which it contributed the Japanese Experiment Module 

called Kibo. In the past several years, the emphasis of Japanese space policy has shifted toward security, maintenance of the

Japanese industrial base, commercialization of Japanese capabilities, and disaster monitoring. This reprioritization has come 

at the expense of significant new investment in science and exploration. A new ten-year mission roadmap and budget request 

for the next fiscal year (beginning April 1, 2017) will be released in late 2016. The two mission areas under the most pressure 

to demonstrate return on investment are human spaceflight and Earth science, both of which are being closely examined from 

a budget and policy perspective. In December 2015, the Government of Japan took the decision to extend participation in the 

ISS program through at least 2024. In parallel, the U.S. and Japan agreed to pursue cooperation under the U.S.-Japan Open 

Platform Partnership Program (OP3), a non-binding outline of overarching goals for utilization activities on the ISS through 

which the Government of Japan expects enhanced cooperation with NASA and broader utilization of Kibo. 

RUSSIA

Despite serious challenges in U.S.-Russia relations, the ISS and ongoing science mission collaborations have not been 

significantly impacted. NASA has an extensive history of cooperation with Russia, from such significant activities as the ApolloSoyuz Test Project and the Shuttle-Mir program, to space science, Earth science, and space biology and medicine. Russia 

became a full partner in the International Space Station in the late 1990’s. In addition to Soyuz crew vehicles and Progress 

cargo vehicles, Russia provided several of the ISS’s modules, including some core functions for the overall ISS. Maintaining 

its human spaceflight capability in low Earth orbit is a high priority for the Russian government, which in July 2015, approved

ISS extension to 2024 with little fanfare. Instruments provided by the Russian Academy of Sciences also continue to operate on

NASA’s Lunar Reconnaissance Orbiter, Mars Odyssey, and Curiosity. 
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CHINA

China has pursued a highly ambitious space program across the full spectrum of space activities from Earth and space 

science to robotic and human exploration. As national remote sensing, meteorology, and Earth observation satellite programs 

continue to improve, the country also is planning two new missions to the moon, one a sample return mission in 2017 and the 

other to land on the far side of the moon in 2018, as well as sending a rover to Mars by 2020. China has conducted five crewed

missions with ten astronauts and recently launched an orbiting laboratory module (Tiangong-2) in September 2016, to be 

followed by a docking with the Shenzhou crewed spacecraft in October. The current plan is to assemble and complete a small 

space station by 2022. 

NASA’s ability to collaborate with China is constrained by statute, in particular by the FY2016 Consolidated Appropriations Act. 

NASA is prohibited from bilateral cooperation with Chinese entities unless the Agency certifies to Congress that such activities 

pose no risk of resulting in the transfer of technology, data, or other information with national security or economic security 

implications to China, and that they do not involve knowing interactions with key officials who have been determined by the 

United States to have direct involvement with violations of human rights. NASA has certified cooperation with China in five 

areas: exchanges of data related to space geodesy; research to characterize the status of glaciers in the Himalayas; exchange 

of lunar science mission data; engagement related to carbon dioxide monitoring from space; and Air Traffic Management 

research. The latter is the subject of the first international agreement between NASA and the Chinese government in over 20 

years, which was signed September 27, 2016.

NON-TRADITIONAL PARTNERS

Worldwide collaboration is essential for NASA in addressing the inherently global and interrelated scientific challenges 

of robotic and human exploration, understanding the Earth as a system, or solving technical issues related to air traffic 

management and aviation safety. Additionally, more and more nations are developing the capability and interest to significantly 

contribute to space exploration, to foster technology innovation, and to utilize space for the benefit of their citizens. Whether 

to close geographic gaps in scientific measurements; calibrate and validate spacecraft; secure access to data; leverage 

other nations’ unique capabilities or advantages such as geography or resources; bring the benefits of space for societal 

development; or promote science, technology, engineering, and mathematics (STEM) education, NASA has in recent 

years expanded its reach to non-traditional partners in Asia, Latin America, the Middle East, and Africa. From South Korea, 

whose cooperation with NASA now includes aeronautics, Earth and space science, lunar robotic exploration, and space 

communications activities, to the United Arab Emirates (UAE), with whom NASA recently signed an agreement for cooperation 

on the UAE’s 2020 Mars mission, NASA’s cooperation with non-traditional partners extends to all parts of the globe and 

continues to grow.
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NASA INTERACTION WITH 

ACADEMIA AND INDUSTRY

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More than 81 % of NASA funding is obligated through procurements. Contractors perform an important role in helping NASA 

accomplish its mission. In FY 2015, NASA’s procurements totaled $17,191.5 million for 40,710 procurement actions. 

Contracts are used to procure major end items, support services, and small purchases. During FY 2015, private sector 

organizations in all 50 states and the District of Columbia participated in NASA procurements. Additional detail can be found in 

NASA’S FY 2015 ANNUAL PROCUREMENT REPORT - https://prod.nais.nasa.gov/pub/pub_library/annual_proc_reports_index.html

In addition, NASA leverages the Space Act to form agreements with industry for the development of the Commercial Space 

Transportation Program. Through this innovative approach to working with industry, NASA is able to judiciously bring to bear 

the right combination of skills and capabilities from private industry, in precisely the amount needed, to further America’s space 

goals.

AWARDS BY TYPE OF CONTRACTOR 

Awards by Type of Contractor (in Millions)

$0

$4,500

$9,000

$13,500

$18,000

FY 2011 FY 2012 FY 2013 FY 2014 FY 2015

BUSINESS FIRMS JPL EDUCATIONAL

NONPROFIT OUTSIDE U.S. GOV'T AGENCIES

Awards by Type of Contractor

0%

80%

FY 2011 FY 2012 FY 2013 FY 2014 FY 2015

BUSINESS FIRMS JPL EDUCATIONAL

NONPROFIT OUTSIDE U.S. GOV'T AGENCIES

Figure 11.1 Trends in Awards by 

Type of Contractor $ (In Millions)

Figure 11.2 Trends in Awards by 

Type of Contractor %

In FY 2015, most of the contracts (74 %) were awarded to business firms, followed by awards to Caltech JPL (11 %), 

educational institutions (5 %), and nonprofit organizations (5 %). The remaining 5 % of the contracts were awarded to other 

government agencies (2 %) and to companies/organizations outside of the U.S. (3 %).

NASA maintains a list of the top 100 contractors. These contractors accounted for 90.2 % of the monetary awards to business 

firms during the year and can be found in the FY 2015 Annual Procurement Report. Of the top 100 contractors, 44 were small 

business firms, and of these, 26 were disadvantaged firms at the time of award. 

INDUSTRY’S INVOLVEMENT IN NASA’S WORK

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Different types of contracts are used to perform different types of work. Firm fixed price contracts are low-risk to the 

Government and are used for services and supplies when the work is well-defined. When the work is less well defined, 

especially for research and development contracts, cost-plus contracts are used. 

Although very few award fee contracts are used throughout the Agency, a large percentage (49 %) of procurement obligations 

were awarded under cost plus award fee and fixed price award fee contracts in FY 2015. NASA has made an effort to reduce 

the number of award fee contracts used. As a result, this number has been steadily trending down. Firm Fixed Price contracts 

represented 34 % of the contracts awarded. Four years ago, this number was 20 %. Cost Plus Fixed Fee is at 13 %, Incentive 

Fee Contracts at 3 %, and other award structures at 1 %. 

Award to Business Firms by Contract Type (in Millions)

$0

$4,000

$8,000

$12,000

$16,000

FY 2011 FY 2012 FY 2013 FY 2014 FY 2015

Award Fee Firm Fixed Price Cost Plus Fixed Fee

Incentive Fee Other

Award to Business Firms by Contract Type

0%

18%

35%

53%

70%

FY 2011 FY 2012 FY 2013 FY 2014 FY 2015

Award Fee Firm Fixed Price Cost Plus Fixed Fee

Incentive Fee Other

Figure 11.3 Awards to Business Firms by 

Contract Type $ (In Millions)

Figure 11.4 Awards to Business Firms by 

Contract Type %

AWARDS BY CONTRACT TYPE

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The Competition in Contracting Act (P.L. 98-369), with limited exceptions, requires full and open competition within the federal 

government. Full and open competition means that all responsible sources are permitted to submit sealed bids or competitive 

proposals on a given procurement. Contracting without providing for full and open competition is allowable under certain 

circumstances. Written justifications are required to award procurements on contracts awarded via other than a full and open 

competition basis. In FY 2015, 67.8 % of the net value of contracts were competed, and 32.2 % of the net value were not 

competed. The trend for NASA reflects increasing competition for FY 2011-2015.

Awards by Extent of Competition

20%

35%

50%

65%

80%

FY 2011 FY 2012 FY 2013 FY 2014 FY 2015

Competed Not Competed

Figure 11.5 Trends in Awards by 

Extent of Competition $ (In Millions)

Figure 11.6 Trends in Awards by 

Extent of Competition %

ROLE OF COMPETITION

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NASA contracting is accomplished through NASA Field Centers outside of Washington, D.C. At NASA, procurement authority 

flows from the President of the United States to the NASA Administrator, the Associate Administrator, the Chief Financial Officer, 

the Assistant Administrator for Procurement Center Directors, and Center Procurement Officers. The Associate Administrator is 

the Chief Operating Officer responsible for strategic and performance planning for agency missions. The Chief Financial Officer 

is NASA’s appointed Chief Acquisition Officer, and provides high level oversight of the acquisition function. NASA’s Deputy 

Chief Acquisition Officer is the Assistant Administrator for Procurement. There is an informal reporting relationship between the 

two positions, with day-to-day management delegated to the Procurement Executive. The Center Procurement Officers have 

authority to award procurements subject to review of major actions by Headquarters. The contract and acquisition planning 

process operates under policy and oversight by the Headquarters Office of Procurement.

The Federal Acquisition Regulations (FAR) and the NASA FAR Supplement (NFS) are the regulations governing NASA’s 

acquisition planning process through award. The NASA acquisition planning process is separated into three discrete events, 

leading to a procurement: the Strategy Implementation Planning (SIP) process that guides specific budget and acquisition 

decisions, the Acquisition Strategy Meetings (ASM) where senior Agency management review and approve program and 

project acquisition strategies, and the Procurement Strategy Meeting (PSM) (see NFS 1807.170) for acquisitions requiring 

Headquarters approval. 

CONTRACT SELECTION PROCESS FROM ACQUISITION STRATEGY PLANNING TO AWARD

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NASA’S DOMESTIC PARTNERSHIPS PORTFOLIO WEBSITE - http://www.nasa.gov/partnerships/about.html

In addition to NASA’s contracts, grants, and cooperative agreements, NASA also engages in various partnerships to conduct 

research, promote STEM education, and otherwise advance NASA’s missions. These partnerships are done under NASA’s 

“other transactions authority” (OTA) of the National Aeronautics and Space Act (the Space Act) and are commonly referred to 

as Space Act Agreements (SAAs). Unlike contracts, grants, and cooperative agreements, where NASA is providing funding, 

SAA’s are usually conducted on a non-reimbursable basis where neither party is providing funding to the other, or on a 

reimbursable basis where the partner reimburses NASA for access to unique NASA resources in support of the partner’s 

activity.

NASA has 2,301 active domestic partnership agreements (non-procurement-type activities) with a variety of U.S. entities 

including commercial industry, educational institutions, not-for-profits, and Federal, state, and local governments. NASA does 

not acquire goods and services through partnership agreements. 

Figure 11.7 illustrates NASA’s 2,301 active domestic agreements (as of August 23, 2016) by partner type.

Figure 11.7 Domestic Partnerships Active Agreement Pie Chart

NASA’S DOMESTIC PARTNERSHIPS PORTFOLIO

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EXAMPLES OF CURRENT NASA PARTNERSHIPS

• Reimbursable agreement with a U.S. company to assist the partner in its efforts to develop and demonstrate launch vehicle 

propulsion technology. The NASA support includes providing advice and assistance in the design of rocket engine 

components, analysis of the partner’s designs using computer simulations, testing of materials and components under 

simulated launch conditions, and developing methodologies using additive manufacturing.

• Non-reimbursable (no exchange of funds) agreement with a U.S. university to make available a Fireball Network Station at 

the university that will monitor the night sky in order to detect bright meteors (a.k.a. fireballs) and disseminate resultant data 

to NASA scientists and to selected educators who may incorporate the data into the classroom.

• Reimbursable agreement with the U.S. Air Force to conduct a force and moment wind tunnel test program in NASA’s 

Aerodynamic Research Facility 14-inch Trisonic` Wind Tunnel.

• Non-reimbursable (no exchange of funds) agreement with U.S. high schools for participation in the High Schools United 

with NASA to Create Hardware (HUNCH) Program. The goal of the program is to inspire the next generation of explorers 

through hands-on projects for students.

• Non-reimbursable (no exchange of funds) agreement with a U.S. non-profit, volunteer-led organization to collaborate to 

inspire and equip students to become the next generation of innovators and leaders. The program encourages teams of 

learners to have fun, take risks, focus, and frame challenges while incorporating STEM (science, technology, engineering, 

and mathematics), the arts, and service learning. 

• Non-reimbursable (no exchange of funds) agreement between NASA and a U.S. university to collaborate in support of the 

National Center for Advanced Manufacturing.

Figure 11.8 NASA’s Top Domestic Partners by Number of Partnership Agreements

NASA’S DOMESTIC PARTNERSHIPS PORTFOLIO

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NASA FEDERAL ADVISORY 

COMMITTEES AND 

NATIONAL ACADEMIES

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FEDERAL ADVISORY COMMITTEES 

NASA’s top two Federal advisory committees, the NASA Advisory Council (NAC) and Aerospace Safety Advisory Panel (ASAP), 

are key sources of external independent advice to the Agency from nationally and internationally recognized aerospace 

experts. Over the past year, both the NAC and ASAP have focused their advice in a number of critical areas. For example, 

the NAC has provided recommendations related to NASA’s Journey to Mars, the Asteroid Redirect Mission, and IT security. 

The ASAP has provided recommendations related to Orion risk assessment, and human spaceflight mishap response. The 

most recent ASAP Annual Report for 2015 to the NASA Administrator and Congress (released in January 2016) provided 

safety assessments, insights, and perspectives on NASA’s Commercial Crew Program, the International Space Station, and 

Exploration Systems Development (Orion and Space Launch System).

NASA FEDERAL ADVISORY COMMITTEES

NASA has traditionally sought independent judgment and guidance from scientific and technical experts in academia, industry, 

and other government agencies. Since 1958, NASA has turned to highly accomplished citizens and world-class experts to 

provide advice, findings, and recommendations on major programmatic and policy issues related to the U.S. civil space 

program. NASA’s Federal advisory committees, formally chartered under the Federal Advisory Committee Act (FACA), have 

specific goals, objectives, charters, appointed members, and specified durations for their work. NASA’s current six Federal 

advisory committees include: 

• NASA Advisory Council (NAC)

• Aerospace Safety Advisory Panel (ASAP)

• Applied Sciences Advisory Committee (ASAC)

• International Space Station (ISS) Advisory Committee 

• International Space Station National Laboratory Advisory Committee (INLAC)

• National Space-Based Positioning, Navigation and Timing (PNT) Advisory Board

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NASA ADVISORY COUNCIL 

COUNCIL WEBSITE - http://www.nasa.gov/offices/nac/home/index.html

The NASA Advisory Council (NAC) was formally created in 1977 by combining two pre-existing Agency-level advisory 

committees into a larger, more comprehensive body of experts. These two pre-existing advisory committees were the Space 

Program Advisory Council and the Research and Technology Advisory Council. The NAC reports directly to the NASA 

Administrator and is the most senior body charged with developing findings and recommendations across the breadth and 

depth of NASA’s programs, policies, and plans for consideration by the NASA Administrator and Agency senior leadership. 

All formal recommendations to NASA are carefully considered and receive a formal Agency response. The NAC is currently 

comprised of the Council, five standing committees, six subcommittees, and two task forces, as folows:

• Aeronautics Committee

• Human Exploration and Operations Committee

• Research Subcommittee

• Institutional Committee

• Science Committee 

• Astrophysics Subcommittee 

• Earth Science Subcommittee 

• Heliophysics Subcommittee 

• Planetary Protection Subcommittee 

• Planetary Science Subcommittee 

• Ad Hoc Task Force on Big Data

• Technology, Innovation and Engineering Committee

• Ad Hoc Task Force on Science, Technology, Engineering and Mathematics (STEM) Education

The current charter of the NAC was signed by the NASA Administrator on October 21, 2015, and has a duration of two years. 

The NAC typically meets three times per year. 

AEROSPACE SAFETY ADVISORY PANEL 

The U.S. Congress directed NASA to establish the Aerospace Safety Advisory Panel (ASAP) following the 1967 Apollo-1 fire 

on the launch pad that resulted in the death of three NASA astronauts. The NASA Authorization Act of 1968 (Public Law 90-67) 

set forth the statutory duties for the Panel. More recently, the Panel’s duties have been codified at 51 U.S.C., Section 31101. 

The purpose of ASAP is to advise the NASA Administrator and the Congress on matters related to safety in NASA’s aerospace 

programs. All formal Panel recommendations to NASA are carefully considered and receive a formal response from the 

Agency. The Panel is required to submit an annual report to the NASA Administrator and to the Congress. The charter for the 

Aerospace Safety Advisory Panel is renewed every two years. The Panel typically holds four quarterly meetings and several 

focused “insight” visits each year to NASA Centers or its key contractors. 

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APPLIED SCIENCES ADVISORY COMMITTEE

In the NASA Authorization Act of 2005 (Public Law 109-155), the U.S. Congress directed NASA to establish the Applied 

Sciences Advisory Committee (ASAC). Its purpose is to provide advice and make recommendations to the Director of the 

Earth Science Division (within the Science Mission Directorate) on Earth science applications and applied sciences programs, 

policies, plans and priorities, including the role of applied sciences within and outside of NASA. The charter for the Applied 

Sciences Advisory Committee is renewed every two years. The ASAC typically meets once or twice per year. 

INTERNATIONAL SPACE STATION (ISS) ADVISORY 

COMMITTEE 

In 1994, NASA established the NASA Advisory Council (NAC) Task Force on the Shuttle-Mir Rendezvous and Docking Missions 

to review the planning, training, rendezvous/docking, operations, and management of the Shuttle-Mir Program. Later that 

year, following direction from the U.S./Russian Joint Commission on Economic and Technological Cooperation (the “GoreChernomyrdin Commission”) to establish a joint NASA-Russian Space Agency process for reviewing the Shuttle-Mir Program, 

the task force became a joint review committee focused on issues of safety and reliability. In 1998, the Joint Commission 

began to focus its attention on the safety and operational readiness of the International Space Station (ISS), and in 1999 was 

renamed the NAC Task Force on ISS Operational Readiness. In 2006, this Task Force was formally chartered as a separate 

NASA Federal advisory committee under FACA, and was renamed the ISS Advisory Committee. It reports to the NASA 

Associate Administrator for the Human Exploration and Operations Mission Directorate. The ISS Advisory Committee and its 

predecessors have been a valuable source of expert opinion to the ISS program. The trust built between the ISS Advisory 

Committee members and their Russian counterparts has engendered valuable insight into their respective space programs 

and facilitated open and candid communications. The ISS Advisory Committee charter is renewed annually. The ISS Advisory 

Committee typically meets two times per year. 

INTERNATIONAL SPACE STATION (ISS) NATIONAL 

LABORATORY ADVISORY COMMITTEE 

The establishment of the International Space Station (ISS) National Laboratory Advisory Committee was directed by the U.S. 

Congress in the NASA Authorization Act of 2008 (Public Law 110-422). More recently, the ISS National Laboratory Advisory 

Committee duties have been codified at 51 U.S.C., Section 70906. The purpose of this NASA Federal advisory committee 

is to monitor, assess, and make recommendations regarding effective utilization of the ISS as a National Laboratory and 

platform for research. The committee was formally chartered by NASA in 2009. However, in 2011, NASA established a 

nongovernmental nonprofit organization to manage the National Laboratory for U.S.-sponsored ISS research activities, the 

Center for Advancement of Science in Space (CASIS), whose Board of Directors would accomplish the functions set forth in 

the charter for the ISS National Laboratory Advisory Committee. As such, the ISS National Laboratory Advisory Committee has 

been dormant; no members have been appointed and it has never met. NASA intends to work with the U.S. Congress in the 

coming months to seek legislative assistance to repeal the statutory provision mandating the establishment of the ISS National 

Laboratory Advisory Committee and terminate its charter.

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NATIONAL SPACE-BASED POSITIONING, NAVIGATION AND 

TIMING ADVISORY BOARD 

The National Space-Based Positioning Navigation and Timing (PNT) Advisory Board was established by NASA in 2006 to 

implement national space policy related to the U.S. Global Positioning System (GPS), specifically, the U.S. Space-Based 

Positioning, Navigation, and Timing Policy (National Security Presidential Directive-39) that was announced by the White 

House in December 2004. This Presidential Directive created a permanent National Space-Based PNT Executive Committee 

comprised of seven Federal agencies:

• Department of Defense

• Department of Transportation

• Department of State

• Department of Commerce

• Department of Homeland Security

• Joint Chiefs of Staff

• NASA

In 2007, the PNT Executive Committee was expanded to add two Federal agencies:

• Department of Agriculture

• Department of the Interior

The PNT Executive Committee is co-chaired by the Deputy Secretaries of Defense and Transportation, and the PNT Advisory 

Board’s role is to provide expert advice to the PNT Executive Committee on U.S. space-based PNT policy, planning, program 

management, and funding profiles in relation to the current state of national and international space-based PNT services. 

Board findings and recommendations have been considered in the development of national PNT strategy and in developing 

annual updates to the Five-Year Space-Based PNT Plan. Board members, including several foreign members, represent a 

broad spectrum of GPS expertise across critical industry sectors, academia, and users. The charter for the PNT Advisory 

Board is renewed every two years. The PNT Advisory Board typically meets two times per year.

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NATIONAL ACADEMIES

NASA has a longstanding tradition of seeking external independent technical assessments, studies, and expert advice 

from the National Academies: the National Academy of Sciences; the National Academy of Engineering; and the Institute of 

Medicine. The National Academies encourage education and research, recognize outstanding contributions to knowledge, 

and increase public understanding in matters of science, engineering, and medicine. The National Academies’ service to 

government has become so essential that Congress and the White House have issued legislation and executive orders over 

the years that reaffirm its unique role. 

The three Academies work together as the National Academies of Sciences, Engineering, and Medicine to provide 

independent, objective analysis and advice to the Nation and conduct other activities to solve complex problems and inform 

public policy decisions. 

The National Academies manage two key independent advisory bodies for NASA:

• Space Studies Board 

• Aeronautics and Space Engineering Board 

The Space Studies Board (SSB) Provides recommendations from the U.S. scientific community to NASA through decadal 

surveys (DSs), mid-term assessments and other technical reports for each of NASA’s four major science disciplines – Earth 

science, heliophysics, planetary science and astrophysics. The DSs, a primary vehicle for SSB advice, represent the broad 

consensus of the nation’s scientific communities and are the starting point for NASA’s strategic planning process in the areas 

of Earth and space sciences. The most recent DSs are as follows: Earth Science and Applications from Space: National 

Imperatives for the Next Decade and Beyond (2007), New Worlds, New Horizons in Astronomy and Astrophysics (2010), 

Vision and Voyages for Planetary Science in the Decade 2013–2022 (2011), and Solar and Space Physics: A Science 

for a Technological Society (2013). The next DS that will be received is the upcoming Decadal Survey for Earth Science 

and Applications from Space 2017-2027, expected in late 2017. Given appropriated budget levels and executive and 

Congressional direction, NASA transforms the DS priorities into an executable portfolio that is balanced betweenV and within 

each science discipline. Every four years, SMD issues a Science Plan (most recently issued in 2014) that describes the 

integrated, executable portfolio for all of SMD. 

! LINKS

NATIONAL ACADEMY OF SCIENCES 

http://www.nasonline.org/about-nas/organization/

PRESS RELEASE ON NATIONAL ACADEMY OF SCIENCES 

http://www.nasa.gov/press-release/nasa-awards-aeronautics-space-programs-policies-study-contract/

NATIONAL ACADEMIES OF SCIENCES, ENGINEERING, AND MEDICINE 

http://www.nationalacademies.org/

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For more than a century the nation has had confidence in turning to NASA and its predecessor organization, the National 

Advisory Committee for Aeronautics, for solutions to aviation’s biggest challenges in the air and on the ground. The resulting 

technology developed through the years by NASA’s world-class aeronautical innovators today finds itself aboard every U.S. 

aircraft and inside every air traffic control facility in the country. NASA continues to team with industry, academia, and other 

government agencies, including the Federal Aviation Administration (FAA) and the Department of Defense (DoD). Now with 

NASA and its rich research heritage at the heart of this ongoing collaboration, the stage is set to enable a new era in aviation 

as revolutionary to the world as the introduction of the commercial jet age during the 1960s and the invention of flight itself in 

1903.

The Aeronautics Research Mission Directorate (ARMD) has documented this transformative potential in its Strategic 

Implementation Plan (SIP). The SIP lays out the future of U.S. aviation’s public-private research partnership in six key Strategic 

Thrusts. The Strategic Thrusts and their accompanying roadmaps lay out the plan to achieve visionary outcomes for continued 

U.S. leadership in a rapidly evolving and highly competitive global aviation system. A centerpiece for achieving this plan is 

ARMD’s New Aviation Horizons initiative. This bold initiative aims to design, build and fly a series of five experimental aircraft 

or X-planes, depending on budget availability, over the next 10 years that will flight-validate the required new technologies, 

systems, and novel aircraft and propulsion configurations.

ARMD STRATEGIC IMPLEMENTATION PLAN - http://www.aeronautics.nasa.gov/strategic-plan.htm

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HIGHLIGHTS OF KEY ACHIEVEMENTS FOR 2016

• Completed integration of the aircraft arrival automation with additional automation that organizes very efficient aircraft 

departure flows and aircraft surface movements.

• Developed, delivered, and validated, advanced physics-based design tools for low-sonic boom commercial supersonic 

aircraft.

• Validated performance and design of an advanced “Truss Braced Wing” (TBW) aircraft configuration through advanced 

computational fluid dynamics (CFD) assessments and high-fidelity wind tunnel testing.

• Completed the final flight tests and delivery of validation information to Radio Technical Commission for Aeronautics 

(RTCA) and FAA to enable finalization of Unmanned Aircraft Systems (UAS) Sense and Avoid (SAA) and Command and 

Control performance standards. These standards are an important step toward full integration of UAS in the National 

Airspace System (NAS).

• Demonstrated the first increment of a UAS Traffic Management (UTM) research platform. UTM is focused on enabling safe 

flight of small UAS at low altitude.

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AIRSPACE OPERATIONS AND SAFETY PROGRAM

PROGRAM WEBSITE - http://www.aeronautics.nasa.gov/programs-aosp.htm

SHORT DESCRIPTION

The Airspace Operations and Safety Program (AOSP) develops and explores fundamental concepts, algorithms, and 

technologies to increase throughput and efficiency of the NAS safely. The program works in close partnership with the 

FAA and the aviation community to enable and extend the benefits of NextGen, the Nation’s program for modernizing and 

transforming the NAS to meet evolving user needs. Integrated demonstrations of these advanced technologies will lead to 

clean air transportation systems and gate-to-gate efficient flight trajectories. The program is on the leading edge of research 

into increasingly autonomous aviation systems, including innovation in the management of UAS traffic and other novel aviation 

vehicles and business models. The program is not only providing critical research and development to ensure minimum safety 

requirements of Trajectory Based Operations, but is also pioneering the real-time integration and analysis of data to support 

system-wide safety assurance to enable proactive and prognostic aviation safety capabilities. AOSP directly supports three 

of the ARMD Strategic Thrusts (Thrust 1: Safe, Efficient Growth in Global Operations, Thrust 5: Real-time, System-wide Safety 

Assurance, and Thrust 6: Assured Autonomy for Aviation Transformation).

PROGRAMS

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HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017

• Airspace Technology Demonstration (ATD)-1 flight-deck interval management technologies flight test demonstrations of 

prototype flight hardware and software based on an algorithm for Airborne Spacing for Terminal Arrival Routes.

• ATD-2 Departure Metering demonstration of NextGen departure metering capability.

• Develop automated data mining and prognostic tools to identify and predict risk with near-time analysis capability. 

• Demonstrate effective real-time safety notifications to operators within the terminal environment.

• Develop UAS Traffic Management (UTM) Technology Capability Level (TCL) 2 or increased phases of technology 

development, leveraging results from the TCL1 demonstration (August 2015) and focus on beyond visual line-ofsight (VLOS) operations in sparsely populated areas incorporating weather/wind integration, trajectory routing, object 

avoidance, and congestion management.

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2018 – FY2020

• Develop UTM TCL3 focusing on requirements to manage separation by vehicle and/or ground-based capabilities under 

higher densities.

• Develop and deliver requirements, technologies, and training capabilities to the Commercial Aviation Safety Team (CAST) 

to enable reduced susceptibility to stall or upset conditions that can lead to aircraft loss-of-control.

• Develop and validate airspace integration performance requirements to enable large-scale VLOS and beyond VLOS 

access to UAS in low-altitude airspace in a final TCL4 demonstration.

• Develop and deliver an integrated metroplex traffic manager to the FAA NextGen and Air Traffic Organizations, flight 

operators, and airport operators.

• Develop and deliver air/ground technologies and procedures to the FAA and flight operators that enable reduced weatherinduced delays.

PARTNER OVERVIEW

• NASA Center(s): Ames Research Center, Langley Research Center, Glenn Research Center 

• Federal Agencies: FAA, FAA UAS Test Sites, DoD

• Other Government: the Port Authority of New York and New Jersey

• Academia: FAA Center of Excellence for UAS (ASSURE)

• International: German Space Agency (DLR), NLR (Netherlands), Japanese Space Agency (JAXA), Korean Aerospace 

Research Institute (KARI), French Aeronautics, Space, and Defense Research Lab (ONERA)

• Industry: The National Air of Traffic Controllers Association, American Airlines, United Airlines, Alaska Airlines, Virgin 

America, Charlotte Douglas International Airport, Honeywell, 65 agreements with industry such as Google, Amazon, 

Verizon, AT&T, Airware, Matternet, Qualcomm, Simulyze, Airmap, Skyward, General Electric, EasyJet, Southwest Airlines, 

Swiss Air, Boeing

PROGRAMS

AIRSPACE OPERATIONS AND SAFETY

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ADVANCED AIR VEHICLES PROGRAM

PROGRAM WEBSITE - http://www.aeronautics.nasa.gov/programs-aavp.htm

SHORT DESCRIPTION

The Advanced Air Vehicles Program (AAVP) develops knowledge, technologies, tools, and innovative concepts to enable safe, 

new aircraft that will fly faster, cleaner, quieter, and use fuel far more efficiently. As the country continues to experience growth 

in both domestic and international air transportation, the AAVP helps to protect and preserve the environment. NASA research 

is inherent in all major modern U.S. aircraft, and the type of research performed by AAVP will prime the technology pipeline, 

enabling continued U.S. leadership, competitiveness, and jobs in the future. Technologies and design capabilities developed 

for these advanced vehicles will integrate multiple, simultaneous vehicle performance considerations, including fuel burn, 

noise, emissions, and intrinsic safety. Across the program, NASA will continue to engage partners from industry, academia, 

and other government agencies to maintain a sufficiently broad perspective on technology solutions to these challenges, 

pursue mutually beneficial collaborations, and leverage opportunities for effective technology transition. AAVP directly 

supports three of the ARMD Strategic Thrusts (Thrust 2: Innovation in Commercial Supersonic Aircraft, Thrust 3: Ultra-efficient

Commercial Vehicles, and Thrust 4: Transition to Low-Carbon Propulsion).

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017

• Complete preparations to test a superconducting motor that is a key component for some electrified aviation propulsion 

architectures that may lead to significant reduction in carbon emissions.

• Complete Low Boom Flight Demonstrator (LBFD) preliminary design.

• Test a revolutionary engine inlet-fan configuration that is a key enabler for some future concepts.

• Initiate Phase II of the Advanced Composites (AC) Project.

• Demonstrate a two-speed transmission drive system for vertical lift vehicles.

• Complete design and initiate installation of new acoustical treatment in the GRC 9x15-Foot Low Speed Wind Tunnel.

• Initiate a new effort to reduce the uncertainty in hypersonic vehicle design computational tools, ground testing, and flight 

experimentation.

PROGRAMS

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HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2018 – FY 2020

• Reduce fan (lateral and flyover) and high-lift system (approach) noise on a component basis by 4 decibel with minimal 

impact on weight and performance.

• Complete installation of new acoustical treatment in the GRC 9x15-Foot Low Speed Wind Tunnel to reduce the facility 

background noise to levels that enable testing of next-generation low noise propulsion system concepts.

• Validate field study methodology, including indoor and outdoor noise metrics, exposure estimates, survey tools, and test 

protocols to support community studies with a low-boom flight demonstration aircraft.

• Develop Computational tools to reliably predict strength and life of composite structures, in order to reduce design cycle 

time and testing effort by 30% during development and certification.

• Enable a 1.5-2X increase in the aspect ratio of a lightweight wing with safe structures and flight control.

• Reduce Nitrogen oxide (NOx) emissions from fuel-flexible combustors to 80% below the CAEP/6 standard with minimal 

impacts on weight, noise, or component life.

• Establish viable concept for 5-10 megawatt hybrid gas-electric propulsion system for a commercial transport aircraft.

• Combine improved flight operations, a high-fidelity rotor/vehicle design approach, and human factors research to provide 

a 50% reduction in Sound Exposure Level (SEL) footprint area for commercial VTOL vehicles in common use.

• Enable reduced size/flow high-pressure compressors and high temperature disk/seals that are critical for 50+ Overall 

Pressure Ration (OPR) gas generators with minimal impact on noise and component life.

PARTNER OVERVIEW

• NASA Center(s): Glenn Research Center, Ames Research Center, Armstrong Flight Research Center, Langley Research 

Center

• Federal Agencies: U.S. Air Force, U.S. Navy, U.S. Army, DoD

• Academia: Multiple universities in related research

• Industry: Boeing, Pratt & Whitney, Northrop, Grumman, General Electric Aviation, Aurora, United Technologies 

Corporation, Rolls Royce/Liberty Works, Honeywell, Lockheed Martin, Gulfstream Aerospace, Rockwell Collins, KTH, 

Sweden, Aerion Corporation, U.S. small businesses, UTRC GE, Pratt and Whitney, Joby Aviation, European High Altitude 

Ice Crystal (HAIC) Consortium, SEA Inc.

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INTEGRATED AVIATION SYSTEMS PROGRAM

PROGRAM WEBSITE - http://www.aeronautics.nasa.gov/programs-iasp.htm

SHORT DESCRIPTION

The Integrated Aviation Systems Program (IASP) addresses one of the key issues that NASA faces, bridging the gap between 

the maturity levels of technologies developed through fundamental research and the technology maturity requirement for 

infusion of advanced technologies into future air vehicles and operational systems. The goal of IASP is to demonstrate 

integrated concepts and technologies in a relevant environment at a maturity level sufficient to reduce risk of implementation in 

the aviation community. IASP focuses on the rigorous execution of highly complex flight tests and related experiments. These 

flight tests support all phases of ARMD research, not just the culmination of research activities reducing risks and accelerating 

transition of technologies to industry. 

IASP also addresses the national challenge of reducing the barriers toward routine access of UAS into the NAS for civil use. 

The FAA is developing new policies, procedures, and approval processes to address the increasing civil market opportunities 

and the desire of civilian operation of UAS in the NAS on a routine basis. NASA’s UAS Integration in the NAS Project will 

contribute flight-validated technologies and capabilities that reduce technical barriers related to safety and operational 

challenges associated with enabling routine civil UAS access to the NAS. 

IASP directly supports three of the ARMD Strategic Thrusts (Thrust 2: Innovation in Commercial Supersonic Aircraft, Thrust 3: 

Ultra-Efficient Commercial Vehicles, and Thrust 6: Assured Autonomy for Aviation Transformation).

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017

• Award contract for design/build phase of the new LBFD Project as part of the bold NAH initiative that will support a 

continuing series of transformative experimental vehicles and systems.

• Contract award for Preliminary Design Review of a flight demonstration to validate technologies to improve the 

performance of Ultra-High Bypass Engine Nacelles.

• Collaboration with Aurora Flight Sciences to reduce the aircraft environmental footprint to assess the D8 configuration. 

• Complete the Adaptive Compliant Trailing Edge (ACTE) II Noise Reduction Flight experiment.

• Award contract to commence with preliminary design activities for the Ultra-Efficient Subsonic Demonstrator (UESD) that 

will lead to completion of Preliminary Design Review (PDR) in FY 2018.

• Extend the UAS in the NAS project through FY 2020 to support the FAA and the Radio Technical Commission for 

Aeronautics (RTCA) Special Committee-228 in the development of Phase 2 Minimum Operational Performance Standards 

(MOPS).

PROGRAMS

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HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2018 – FY 2020

• Demonstrate novel landing gear porous fairing and wheel cavity treatments that reduce the airframe component of 

community noise by 1.5 decibel.

• Demonstrate advanced nacelle technologies to mitigate the performance losses attributed to the increased nacelle 

diameter of ultra-high bypass engines, achieving a 1.5% fuel burn reduction.

• Develop DAA Minimum Operational Performance Standards for Routine UAS Operations. 

• Develop SATCOM Minimum Operational Performance Standards for UAS Operations in the NAS.

• Integrated Test and Evaluation of critical technologies supporting routine UAS operations in the NAS.

PARTNER OVERVIEW

• NASA Center(s): Ames Research Center, Armstrong Flight Research Center, Glenn Research Center, 

Langley Research Center

• Federal Agencies: FAA, DoD, Air Force Research Laboratory

• Academia: University of North Dakota 

• Industry: Rockwell Collins, Dragonfly Pictures, General Atomics, Lockheed Martin, FlexSys, Aurora Flight Sciences, 

Pratt & Whitney

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TRANSFORMATIVE AERONAUTICS CONCEPTS PROGRAM

PROGRAM WEBSITE - http://www.aeronautics.nasa.gov/programs-tacp.htm

SHORT DESCRIPTION

The Transformative Aeronautics Program (TACP) cultivates multi-disciplinary, revolutionary concepts to enable aviation 

transformation. ARMD’s strategic analysis identified challenges in the global demand for mobility, significant energy and 

sustainability challenges, and ongoing affordability issues, for which technology can be a key part of the solutions. TACP 

fosters innovative solutions to these problems, capitalizing on advancements in aeronautics and non-aeronautics sectors to 

create new opportunities in aviation. The ultimate goal of the program is to knock down technical barriers and infuse internally 

and externally originated concepts into all six ARMD strategic thrusts, creating innovation for tomorrow in the aviation system. 

Using sharply focused activities, the program provides flexibility for innovators to explore technology feasibility and provide

the knowledge base for radical transformation. The program solicits and encourages revolutionary concepts, creates the 

environment for researchers to become immersed in trying out new ideas, performs ground and small-scale flight tests, allows 

failures and learns from them, and drives rapid turnover into new concepts. Further, TACP places attention on computational 

and experimental tools that are critical for supporting development and enabling aviation transformation. Thereby, investments 

are in unprecedented developments that can provide paradigm-shifting analysis and experimental capability. All of this 

research is done while proactively engaging the traditional aeronautics community as well as non-traditional partners. 

PROGRAMS

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HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017

• Demonstrate critical turbulence models and numerical methods for separated flows that provide a 40% reduction in 

predictive error against standard test cases in the Transformational Tools and Technologies (TTT) Project.

• Develop high-temperature material systems for turbine engine components that enable a 6% reduction in fuel burn while 

meeting 2700° Fahrenheit operational use temperature and durability metrics.

• Complete feasibility assessments for several activities within the Convergent Aeronautics Solutions (CAS) Project

• Evaluate the feasibility of a set of “smart apps” for autonomous UAS in flight.

• Complete feasibility assessment of an innovative aircraft design and build concept that merges digital manufacturing, 

lightweight materials, and novel flight control techniques.

• Begin a new round of investments in early-stage, multi-disciplinary concept research and technology feasibility 

experiments performed by NASA researchers within the CAS Project.

• Make initial University Leadership Initiative awards in the University Innovation and Challenges (UIC) Project to universityled teams for independent, multidisciplinary research projects focused on the ARMD strategic outcomes.

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2018 – FY 2020

• Demonstrate capability to predict sensitivity of combustor efficiency, emissions, and operability to changes in 

fuel composition.

• Integrate aero, propulsion, acoustic, and structural Multi-Disciplinary Analysis and Optimization (MDAO) tools with multifidelity concept assessment tools to enable multi-to-high fidelity optimization of the latest ARMD concept configurations.

PARTNER OVERVIEW

• NASA Center(s): Ames Research Center, Glenn Research Center, Langley Research Center, 

Armstrong Flight Research Center

• Federal Agencies: Air Force Research Laboratory (AFRL), Wright-Patterson Air Force Base (WP AFB), FAA, 

U.S. Air Force, U.S. Army, U.S. Navy, Defense Advanced Research Projects Agency (DARPA)

• Academia: Ohio Aerospace Institute

• Industry: JOBY Aviation, PCKrause & Associates, National Institute of Aerospace, Boeing, ESAero, Tecnam MTProp, 

Launch Point, Cape Air, Straight Up Imaging, DoT Volpe, Moog Inc., IDEO, Idea Couture, Tecolote Research Inc., Pratt 

& Whitney, Rolls Royce, Honda, UTRC, ESI, Blue Quartz Software, General Electric, Distributed Engine Controls Working 

Group Consortium, Honeywell, BAE Systems, UTC Aerospace Systems, U.S. small businesses

PROGRAMS

TRANSFORMATIVE AERONAUTICS CONCEPTS

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NASA is developing capabilities to move human presence into the solar system—advancing through Earth Reliant, Proving 

Ground and Earth Independent regimes. The Human Exploration and Operations Mission Directorate (HEOMD) is responsible 

for the overall effort of managing human spaceflight activities for NASA. 

Earth Reliant operations begin with ISS as a test bed for long-duration spaceflight research and technology development. We 

are enabling private sector demand for research in low Earth orbit (LEO), which provides benefits to people on Earth. HEOMD 

has partnered with private firms to successfully send and return cargo to ISS, and is now partnering to develop vehicles 

to safely fly humans to LEO. This enables the private sector “supply side” to be ready to support emerging private sector 

“demand” - with decreasing direct involvement from the government.

HEOMD is developing NASA’s next generation launch systems and crew vehicle to go to cislunar space—the region from the 

Earth and around the Moon. NASA will use this region as a Proving Ground—to test and validate new spaceflight systems. SLS 

and Orion also open up other scientific and technology opportunities. These same systems are required to conduct Mars-class 

missions and Earth Independent human spaceflight. As part of the proving ground activities, NASA will conduct a crewed 

sample return mission from an asteroid boulder in ~ 2026, with the robotic portion of boulder acquisition launching in 2021. 

Also as part of the Proving Ground activity, habitation systems needed for Mars-class missions are being developed. The 

Proving Ground phase will conclude with a full duration Mars-class mission simulation. 

Earth Independent human missions to Mars will utilize Orion (including the ESA-provided Service Module), an evolved version 

of SLS, deep space habitation, and in-space propulsion. This approach allows NASA to conduct human operations in the 

vicinity of Mars in the early 2030s at roughly current budget levels with inflation. 

As NASA expands human presence from LEO to deeper in the solar system, HEOMD invests in the new technologies 

and systems astronauts will need on the journey to Mars and provides and plans for current and future launch and space 

communication and navigation services for crewed and robotic missions, and ensures availability of rocket test stands across 

the Agency.

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HIGHLIGHTS OF 2016 ACHIEVEMENTS

DEVELOPING THE EXPLORATION VEHICLES TO EXTEND HUMAN PRESENCE INTO THE SOLAR SYSTEM

• Delivered Exploration Mission (EM)-1’s Orion pressure vessel to KSC and began assembly operations.

• Completed welding the Space Launch System (SLS) core stage with the Vertical Assembly Center at MAF.

• Completed SLS booster qualification motor test program and began casting EM-1 flight article solid rocket motor 

segments.

• Prepared for SLS ground processing at KSC continuing to install Vehicle Assembly Building platforms, fabricate Mobile 

Launcher umbilical, and refurbish the Crawler Transporter. 

• Awarded public-private partnerships with six companies through Next Space Technologies for Exploration Partnerships 

(NextSTEP) Broad Area Announcements to begin development of deep space habitation systems that will also have 

applications for commercial habitats in low Earth orbit.

• Completed Phase 1 designs for the Asteroid Redirect Mission robotic spacecraft through four companies to leverage 

commercial capabilities and facilitate future commercial capabilities. Released Broad Area Announcement soliciting 

partnerships for hosted payloads and an Investigation Team.

USING THE ISS TO PREPARE FOR HUMAN DEEP SPACE EXPLORATION AND CONDUCT RESEARCH

• Installed IDA-2 docking ports on ISS for commercial crew vehicles.

• Successfully deployed Bigelow Expandable Activity Module on ISS demonstrating inflatable technology in space 

environment.

• Concluded one-year U.S./Russian mission to investigate effects of long-term spaceflight on the human body through ISS, 

HRP and Crew Health and Safety collaboration.

• Used ISS as microgravity platform for 317 experiments in collaboration with 29 different countries including commercial 

companies.

• NASA completed the Independent Review Team (IRT) activities for the Orb-3 Antares 130 launch failure.

ADVANCING U.S. COMMERCIAL SPACE TRANSPORTATION

• SpaceX and Orbital ATK launched five successful cargo resupply missions to ISS. 

• Awarded three additional commercial cargo contracts and one new provider (Sierra Nevada) in addition to previous 

providers (SpaceX and Orbital ATK)—each providing unique cargo capability to and from ISS. 

• Began training astronauts to support first human commercial space vehicles to ISS with crew assignments to Commercial 

Crew demo/test missions later this year. 

• Boeing and SpaceX accomplished key milestones in crewed vehicle development and began work on Post Certification 

Missions—2 each to Boeing and Space—for operational crew transportation missions to the ISS.

PROVIDING EFFECTIVE SPACE COMMUNICATIONS, LAUNCH SERVICES, ROCKET PROPULSION TESTS, AND HUMAN SPACEFLIGHT 

SUPPORT SERVICES TO OTHER NASA PROGRAMS

• LSP completed NASA IRT activities for SpX-7 Falcon 9 failure, and then successfully launched the NOAA Jason-3 mission 

on January 17th 2016. LSP is currently the designated Agency lead participating in the SpaceX Accident Investigation 

Team for the Sep 1st 2016 propellant loading test failure.

• LSP managed the successful commercial launch services with United Launch Alliance (ULA) for the September 8th launch 

of the Science Mission Directorate’s (SMD’s) OSIRIS-REx mission, and awarded a launch service task order to ULA for 

SMD’s Mars 2020 mission.

• SCaN completed a successful 2015 World Radio Communication conference in Geneva resulting in the approval of U.S. 

proposals on Spectrum issues. 

• Consolidated and maintained NASA’s Rocket propulsion test facilities for the Agency.

• Provided space communication services for the Agency and began upgrading the Tracking and Data Relay Satellite 

Systems ground site at White Sands Test Facility.

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INTERNATIONAL SPACE STATION

PROGRAM WEBSITE - http://www.nasa.gov/mission_pages/station/main/index.html

SHORT DESCRIPTION

The International Space Station (ISS) is a complex research facility and human outpost in low Earth orbit (LEO) developed and 

led by the U.S with partners in Canada, Europe, Japan, and Russia to advance exploration of the solar system, enable unique 

scientific research, and promote commerce in space. With an international permanent crew of six, ISS is approximately the size 

of a five-bedroom house and covers the length of a football field with the wingspan longer than that of a Boeing 777. There are 

four major focus areas of activity in the ISS Program:

Research onboard ISS helps return benefits to humanity on Earth. As a National Laboratory, ISS enables partners in 

government, academia, and private industry to utilize its unique environment and advanced facilities to perform investigations 

in a wide variety of disciplines such as pharmaceuticals, biotechnology, material and physical sciences, astrophysics, Earth 

sciences, satellite technology, robotic spacecraft repair, as well as human health. The results of research completed on 

ISS can be applied to many areas of science, improving life on this planet, and furthering the experience and increased 

understanding necessary to journey to other worlds.

ISS is a key stepping stone on the journey to Mars—it is the only microgravity platform for long-term testing of new life 

support and crew health systems, advanced habitat modules, and other technologies needed to decrease reliance on 

Earth. The facility enables scientists to identify and quantify risks to human health and performance, and to develop and test 

countermeasures and technologies to protect astronauts during extended human space exploration.

ISS is a key enabler of the development of a commercial marketplace in LEO. NASA and the ISS Program, in partnership with 

the Center for the Advancement of Science in Space (CASIS), are leveraging ISS to reach broad sectors of traditional and nontraditional commercial companies, as well as other government agencies to utilize the ISS National Laboratory and stimulate 

demand for ongoing commercial activity in LEO. 

Finally, NASA’s leadership of the ISS Program helps maintain U.S. leadership of space exploration as a whole. The 

Administration and Congress have both endorsed extending the life of the ISS through at least 2024, providing nearly another

decade for critical research and to allow more time for the LEO commercial market to mature. Following this leadership, 

Canada, Japan, and Russia have also announced plans to continue supporting ISS through at least 2024 (European 

confirmation of support is expected in late 2016). NASA is beginning to leverage the strong ISS international partnership to 

plan its human space flight transition beyond LEO including joint architecture studies and cooperative technology development 

efforts.

PROGRAMS

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HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017

• Four crew rotation flights via Soyuz and seven cargo flights via U.S commercial cargo providers and four cargo flight via 

Russian Progress and Japanese HTV.

• Advance model organism research critical to future human exploration of space through first Joint U.S./Russian Rodent 

Research Investigation.

• Launch Advanced Plant Habitat and execute the first science mission, APEX-05, to advance plant research in space to 

support deep space human exploration.

• Begin GeneLab Data System Phase 2 and release Innovation NASA Research Announcement selections, advancing 

“omics” research for human exploration of space with application for life on Earth.

• Launch the Cold Atom Laboratory, which will use the microgravity environment of the ISS to create the coldest matter in the 

observable universe. A science team that includes three Nobel laureates will conduct experiments exploring the potential 

of this new realm of atomic physics to contribute to leading edge research like gravity wave and dark energy detection.

• Launch and complete operations of combustion research investigations, Cool Flames Investigation a joint U.S./ Russian 

experiment and the Advance Combustion Microgravity Experiment.

• Demonstrate new solar array systems technology through Roll-Out Solar Array.

• Demonstrate new technology to recover additional water from urine. 

• Launch new Earth sensing and space science experiments, including Multi-User System for Earth Sensing, Cosmic Ray 

Energetics and Mass, Stratospheric Aerosol and Gas Experiment, Neutron Star Interior Composition Explorer and Total and 

Spectral solar Irradiance Sensor.

• Perform anomaly resolution and failure investigation as needed, and provide real-time support for activities, such as EVA 

and visiting vehicles. Four U.S. EVAs are tentatively planned for FY 2017, three in FY 2018, six in FY 2019 and six in FY 

2020.

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2018 – FY 2020

• Conduct first commercial crewed flights to ISS by Boeing and SpaceX.

• Five crew rotation flights via U.S. commercial crew providers, nine crew rotation flights via Soyuz and 26 cargo flights via 

Russian Progress, Japanese HTV, and U.S commercial cargo providers.

• Make NASA Research Announcement selections in Space Biology and awards in Physical Science Informatics bringing in 

new research to advance human exploration of space and for application for life on Earth.

• Conduct cell science investigations advancing human exploration of space and leading to advancements to improve life 

on Earth.

• Continue ISS demonstrations for exploration habitation systems, including environmental control and life support system, 

fire safety, and crew health.

PARTNER OVERVIEW

• NASA Center(s): Ames Research Center (ARC), Glenn Research Center (GRC), Goddard Space Flight Center (GSFC)—

Wallops Flight Facility, Jet Propulsion Laboratory—Federally Funded Research and Development Center (FFRDC), 

Johnson Space Center (JSC), Kennedy Space Center (KSC), Marshall Space Flight Center (MSFC)

• Federal Agencies: Federal Aviation Administration (FAA), Defense Advanced Research Projects Agency (DARPA)

• International: ISS International Partners: Canada, European Space Agency, Japan, and Russia

• Academia: N/A

• Industry: Center for the Advancement of Science in Space, COLSA Corporation, Orbital-ATK, Sierra Nevada, SpaceX, 

Teledyne Brown Engineering, The Boeing Company

PROGRAMS

INTERNATIONAL SPACE STATION

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COMMERCIAL CREW PROGRAM 

PROGRAM WEBSITE - http://www.nasa.gov/exploration/commercial/crew/index.html

SHORT DESCRIPTION

NASA’s Commercial Crew Program (CCP) facilitates development of a U.S. commercial crew space transportation capability 

by investing in multiple American companies that are designing and developing transportation capabilities to and from low 

Earth orbit (LEO) and the International Space Station (ISS). NASA’s goal is achieving safe, reliable and cost-effective access to 

and from ISS and LEO. By supporting development of human spaceflight capabilities, NASA is laying the foundation for future 

commercial human space transportation capabilities turning over LEO so NASA can move to deep space exploration.

Throughout the process, both NASA and industry have invested time, money, and resources in the development of their 

systems. NASA also is spurring economic growth through this program as potential new space markets are created. With over 

350 American companies across 36 states working toward this goal, there are significant economic benefits to returning these 

launches to American soil. NASA projects that the average seat price will be $58 million per seat for Commercial Crew. The 

currently contracted Soyuz price for 2018 is approximately $82 million per seat. U.S. commercial crew capabilities will enable

the Station crew to be expanded from six to seven astronauts and cosmonauts, resulting in a doubling of on-orbit research time

to almost 80 hours per week. This is because the seventh crew member will be able to focus his or her time almost exclusively 

on conducting experiments, rather than on Station operations and maintenance.

NASA awarded two Commercial Crew transportation Capability contracts, one with Boeing for $4.2 billion, and one with 

SpaceX for $2.6 billion, for a total maximum value of $6.8 billion. The contract scope of both contracts is the same, but prices 

are difference because of differences in launch vehicles, development, operational and management approaches. The 

contract scope includes the final developmental activities and six Post Certification Missions per company to the ISS. These 

spacecraft also will serve as a lifeboat for astronauts aboard the ISS. If all 12 post certification missions are flown, these 

contracts can support the ISS crew transportation needs into 2023. 

In addition, the Commercial Spaceflight Development Division at NASA HQ also manages other collaborative activities with 

industry to develop new commercial capabilities, such as the Red Dragon mission to Mars with SpaceX, enhanced propulsion 

technologies with United Launch Alliance, and new commercial space suit design with Final Frontier Design.

PROGRAMS

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HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017

• Complete Boeing Service Module Hot Fire Launch Abort Test. 

• Complete SpaceX ISS Design Certification Review. 

• Conduct SpaceX Demo Mission 1—flight to ISS without crew. 

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2018 – FY 2020

• Complete Boeing Pad Abort Test.

• Complete Boeing ISS Design Certification Review. 

• Conduct Boeing Orbital Flight Test. 

• Conduct Boeing Crewed Flight Test. 

• Conclude Boeing Certification Review (final development milestone).

• Conduct SpaceX Demo Mission 2--Flight to ISS with Crew. 

• Conclude SpaceX Certification Review (final development milestone). 

• Starting in FY 2018, Boeing and SpaceX will begin their operational missions to ISS.

PARTNER OVERVIEW

• NASA Center(s): KSC, JSC, support from most other NASA centers

• Federal Agencies: FAA

• International: N/A

• Academia: N/A

• Industry: Fixed price, milestone based contracts with SpaceX and The Boeing Company; unfunded Space Act Agreement 

with Blue Origin

PROGRAMS

IMAGE 13.13COMMERCIAL CREW

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EXPLORATION SYSTEMS DEVELOPMENT

SLS PROGRAM WEBSITE - http://www.nasa.gov/exploration/systems/sls/index.html

ORION PROGRAM WEBSITE - http://www.nasa.gov/exploration/systems/orion/index.html

GSDO PROGRAM WEBSITE - http://www.nasa.gov/exploration/systems/ground/index.html

SHORT DESCRIPTION

NASA is working to expand human presence into the solar system, including eventually to the surface of Mars. Exploring 

deep space requires the capability to transport crew and large masses of cargo beyond low Earth orbit. To accomplish this 

exploration theme, HEOMD’s Exploration Systems Development (ESD) Enterprise is responsible for developing and integrating 

a crew capsule, heavy-lift launch vehicle, and supporting ground facilities and systems that can evolve over time to meet 

various exploration missions for the Agency. 

Within the ESD Enterprise, three programs are developing the core capabilities required to implement NASA’s multi-destination 

strategy. The Space Launch System (SLS) program is developing the heavy-lift vehicle that will launch the crew vehicle, other 

modules, and cargo for deep space missions. 

The Orion program is developing the space vehicle that will carry the crew to orbit, provide emergency abort capability, sustain 

the crew while in space, and provide safe reentry from deep space return speeds. 

The Exploration Ground Systems program is developing the launch site infrastructure to prepare, assemble, test, launch, 

and recover SLS and Orion flight systems. NASA Headquarters integrates these programs to streamline decision-making 

processes, and enable an affordable long-term human exploration program.

NASA will first demonstrate this exploration capability on Exploration Mission 1 (EM-1), an uncrewed test flight of SLS and Orion 

around the Moon. EM-1 is planned for launch in late 2018. Targeted for launch in 2021 is EM-2, the first mission with crew 

and an upgraded SLS “Block 1B”. The Block 1B upgrade (with a four-engine Exploration Upper Stage and a Universal Stage 

Adaptor) will ensure SLS is capable of carrying large co-manifested payloads along with Orion to cislunar space, enabling 

complex missions in the Proving Ground that will pave the way for flights to Mars.

PROGRAMS

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HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017

• Complete Launch Complex 39 Pad B construction, complete Vehicle Assembly Building (VAB) platforms and VAB/Mobile 

Launcher integrated verification and validation, and complete spacecraft command and control software for integrated 

operations in preparation for EM-1 launch operations.

• Begin Orion structural test article mate and testing, install Orion’s Crew Module heat shield, and deliver European Space 

Agency provided Service Module to KSC and mate to Crew Module. 

• Finish delivery of four RS-25 SLS core stage flight engines to Michoud Assembly Facility, complete production of Interim 

Cryogenic Propulsion System (ICPS), deliver all booster solid rocket motor segments to KSC, and ship flight core stage to 

Stennis Space Center for testing in preparation for EM-1.

• Start manufacturing EM-2 Crew Module pressure vessel.

• Conduct preliminary design reviews for Exploration Upper Stage, Universal Stage Adaptor, and Payload Adaptor Fixture 

required for EM-2 and to ensure SLS is capable of carrying large co-manifested payloads along with Orion to cislunar 

space.

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2018 – FY 2020

• Perform integrated testing of the Crew Service Module (CSM) flight article at Plum Brook Station (PBS), Ohio and deliver 

CSM to KSC for stacking on SLS. 

• Deliver core stage, ICPS, and Orion and launch vehicle stage adaptors to KSC to begin stacking.

• Conduct integration and flight readiness reviews, integrated stack testing, and rollout for launch. 

• Launch EM-1 no later than November 2018.

PARTNER OVERVIEW

• NASA Center(s): ARC, GRC, KSC, LaRC, MSFC, 

• Federal Agencies: N/A

• International: European Space Agency

• Academia: N/A

• Industry: Aerojet Rocketdyne, J.P. Donovan Construction, Inc., Hensel Phelps Construction, Inc., Lockheed Martin, Orbital 

ATK, The Boeing Company

PROGRAMS

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ASTEROID REDIRECT MISSION

PROGRAM WEBSITE - https://www.nasa.gov/mission_pages/asteroids/initiative/index.html

SHORT DESCRIPTION

ARM provides an integrated capability demonstration for a number of systems, each important in its own right, to accomplish 

a range of objectives. An early mission in the proving ground of cis-lunar space, ARM human space flight demonstration 

objectives are an important early step to longer term crew activities in deep space. There are three main segments to ARM: 

• Target Asteroid Identification: Near-Earth Object Observations in NASA’s Science Mission Directorate is already identifying 

and characterizing candidate asteroids through ground and space-based assets. 

• Asteroid Redirect Robotic Mission (ARRM) will perform an asteroid deflection demonstration and ferry a multi-ton asteroid 

boulder to cis-lunar space via a solar-electric propulsion (SEP) based system. 

• Asteroid Redirect Crewed Mission (ARCM), planned for the mid-2020s, will explore the multi-ton asteroid mass with crew 

via a SLS rocket and Orion spacecraft and return samples to Earth. 

ARM will provide key contributions of space flight technologies and operational experience needed for NASA’s journey to Mars, 

including transporting multi-ton objects with advanced solar electric propulsion, integrating crewed/robotic vehicle operations 

in deep space staging orbits, utilizing advanced autonomous proximity operations and rendezvous in deep space and with 

non-cooperative objects, conducting astronaut EVAs for sample selection, extraction, and containment, and strategies for 

emergency return of the crew. 

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017

• To support Dec 2021 launch date, award ARRM spacecraft design contract, with option for development.

• Award ARM competitive selections for partnerships for Hosted Payloads for robotic mission and ARM Investigation Team. 

• Conduct electric propulsion system preliminary design review.

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2018 – FY 2020

• Maintain ARRM ongoing technology flight development. 

• Complete ARRM spacecraft design and development, and begin integration and test.

• Finalize formal agreements for international partnerships on robotic mission. 

• Conduct ARRM Preliminary Design Review. 

• Complete ARRM Key Decision Point -C for approval for implementation and to set the Agency’s external commitments for 

the mission. 

• Continue crewed mission pre-formulation and deliver support hardware for the crewed mission, such as rendezvous 

sensors, to ARRM.

PARTNER OVERVIEW

• NASA Centers: ARC, GRC, GSFC, JPL-FFRDC, JSC, LaRC

• Federal Agencies: Potentially USGS

• International: Italian Space Agency and potentially the Canadian and Japanese Space Agencies

• Academia: competitions for partnerships in hosted payloads and the investigation team are open now, with selections in 

March 2017

• Industry: competitions for partnerships in hosted payloads, the investigation team, and for the spacecraft bus are open 

now, with selections in March 2017

PROGRAMS

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ADVANCED EXPLORATION SYSTEMS

PROGRAM WEBSITE - https://www.nasa.gov/directorates/heo/aes/index.html

SHORT DESCRIPTION

AES develops foundational technologies and high-priority capabilities for future human missions using an approach that 

combines focused, in-house activities with public-private partnerships to develop and test prototype systems. AES is 

pioneering ways to drive a rapid pace of progress, streamline management, foster partnerships with external organizations, 

and more effectively utilize the NASA workforce as we transition to enabling human space flight beyond low Earth orbit.

NASA-led teams of engineers and technologists across the country are engaged in systems development activities, 

demonstrating key capabilities in-flight or flight-like environments, validating operational concepts, gaining valuable hands-on

experience with hardware, and mastering the skills necessary for future human spaceflight. By performing early validation and 

testing of prototype systems, NASA is able to reduce risk and improve the affordability of future space exploration.

AES activities focus on human space flight systems for deep space and robotic precursor missions to identify and fill in 

knowledge gaps related to potential destinations for human exploration. Major areas of work include systems development 

for more reliable life support, deep space habitation technology, advanced in-space propulsion, landing capabilities, in situ

resource prospecting and processing, and overall capabilities to reduce logistics requirements to support future human 

missions. These efforts will enable human space flight to become increasingly Earth-independent and capable of expanding 

into the solar system.

PROGRAMS

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HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017

• Complete Critical Design Review for Mars Oxygen in situ Resource Utilization Experiment (MOXIE) that will demonstrate 

the production of oxygen from the Martian atmosphere on the Mars 2020 mission.

• Conduct Navigation Doppler Lidar flight test to enable autonomous precision landing on the Moon and Mars. 

• Complete Critical Design Review of the Ascent Abort-2 flight test of the Orion launch abort system.

• Demonstrate combustion products monitoring and post fire cleanup through development of Saffire-4, 5 and 6 fire safety 

flight experiments. 

• Continue development of radiation sensors for flight on EM-1 and EM-2.

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2018 – FY 2020

• Complete Bigelow Expandable Activity Module (BEAM) experiment on ISS to demonstrate inflatable structures technology 

for future habitats.

• Complete Phase 2 Next Space Technologies for Exploration Partnerships (NextSTEP) Broad Area Announcements to 

develop of prototype cislunar habitats for ground testing of subsystems, interfaces, and human factors.

• Deliver Brine Processor for launch to ISS to increase the amount of water recycled from urine.

• Deliver Spacecraft Atmosphere Monitor for launch to ISS to detect trace contaminants.

• Deliver five CubeSats for launch on SLS to search for lunar resources, fly by a near-Earth asteroid, and investigate the 

effects of deep space radiation on simple organisms.

• Deliver Universal Waste Management System (toilet) for launch to ISS.

• Complete ground testing (100 kW for 100 hours) of three advanced electric thrusters.

• Complete Radio Frequency Identification payload for Astrobee free flyer to track inventory on ISS.

• Complete Preliminary Design Review for Resource Prospector mission that will search for ice on the Moon.

• Determine deep space habitat acquisition approach.

• Complete Ascent Abort-2 flight test.

• Launch MOXIE on Mars 2020 mission.

• Complete Resource Prospector Critical Design Review.

PARTNER OVERVIEW

• NASA Center(s): All NASA Centers

• Federal Agencies: Department of Defense

• International: Korea, Taiwan

• Academia: Morehead State University

• Industry: Ad Astra, Aerojet Rocketdyne, Astrobotic, Bigelow Aerospace, The Boeing Company, Dynetics, Lockheed 

Martin, Masten Space Systems, Moon Express, MSNW, NanoRacks, Orbital ATK, Orbitec, Sierra Nevada Corp., United 

Technologies Aerospace Systems

PROGRAMS

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HUMAN RESEARCH PROGRAM

PROGRAM WEBSITE - https://www.nasa.gov/hrp

SHORT DESCRIPTION

Sending astronauts into space involves a multitude of complicated systems, but perhaps the most complex is the human 

system. While NASA has amassed more than 50 years of crew experience in low Earth orbit, researchers continue to unravel 

the mysteries of how the human body responds to the harsh environment of space. HRP is responsible for understanding and 

mitigating the highest risks to astronaut health and performance to ensure that crews remain healthy and productive during 

long-duration missions beyond low Earth orbit.

As NASA prepares to conduct crewed missions in cislunar space using SLS and Orion, and eventually at other locations, 

including Mars, HRP is developing the scientific and technological expertise to send humans into deep space for longer 

durations. Coordinating with the National Academies, National Council on Radiation Protection, and other external partners, 

HRP continues to deliver products and strategies to protect crew health and safety, and maximize productivity while living 

and working in space. Experiments on the ISS, as well as in ground-based analog environments and laboratories, expand 

research and technology development for protecting the human system in multiple ways. Investigations regarding space 

radiation protection and health effects (cancer, central nervous and cardiovascular systems), deep space habitat systems, 

psychological support systems, innovative medical technologies, and new exploration capabilities, such as food systems, 

vehicle and space suit requirements, and validated countermeasure systems that ensure crew health during all phases of 

flight, are continuing to evolve. This knowledge is critical to NASA’s plans for long-duration human space missions beyond low 

Earth orbit.

PROGRAMS

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HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017

• Initial data results are anticipated from One Year Mission—a joint U.S./Russian mission on ISS and Twins Study—looking 

at the effects of space flight on Scott Kelly during his one-year mission in contrast with his identical twin Mark Kelly who 

remained on Earth.

• Begin transition period for new Translational Research Institute (TRI) cooperative agreement - designed to lead the 

National effort in translating cutting-edge emerging terrestrial research into applied space flight human risk mitigation 

strategies for exploration missions.

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2018 – FY 2020

• Implement second joint U.S. astronaut/Russian cosmonaut One-Year Mission to ISS in late 2018 and third One-Year 

Mission in 2019.

• Release new ISS flight research and ground-based analog NRA awards. 

• Complete critical design review for Orion/exploration exercise system in preparation for EM-2 demonstration mission and 

replace the current Advanced Resistive Exercise Device on ISS.

• Integrate human HRP performance studies with National Science Foundation winter-over missions in Antarctica.

• Undertake joint long-term isolation/confinement studies with Russia and continue joint Envihab studies on human 

physiology (e.g., CO2 effects, Vision Impairment and Intracranial Pressure) with Germany and the ESA.

• Implement NASA Space Radiation Laboratory mixed-field capability to improve fidelity of space radiation research.

PARTNER OVERVIEW

• NASA Center(s): ARC, GRC, JSC, LaRC 

• Federal Agencies: Department of Defense, Department of Energy, National Institutes of Health, National Science 

Foundation

• International: All International Partners

• Academia: Baylor College of Medicine cooperative agreement, research grants with over 250 leading National Universities

• Industry: Small Business Innovation Research (SBIR) to infuse technological solutions and capabilities

PROGRAMS

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LAUNCH SERVICES PROGRAM

PROGRAM WEBSITE - http://www.nasa.gov/centers/kennedy/launchingrockets/index.html

SHORT DESCRIPTION

NASA’s Launch Services Program (LSP) launches NASA’s high-value satellites and interplanetary robotic missions, and 

provides the Agency affordable and reliable space access for uncrewed science exploration, communication, weather 

forecasting, and technology development customers. On the customer’s behalf, LSP acts as the technical expert and matches 

NASA and other civil sector government spacecraft with commercially available launch services. This is done utilizing a 

competitive process created through the NASA Launch Services contract which is designed for procuring launch services from 

domestic commercial launch service suppliers. Once the right launch vehicle is selected, the program purchases a “ride to 

space” for the customer. Starting with pre-mission planning and continuing through the spacecraft’s post-launch phase, LSP 

works with the customer and launch vehicle provider to maximize mission success. Essentially, LSP provides an instrumental 

capability that provides a dependable and reliable Earth-to-space bridge, for spacecraft to orbit the planet, or fly much further 

into our solar system and beyond. 

In FY 2017 and beyond, LSP will continue working towards certifying new commercial launch vehicles (e.g., ULA Delta 

V Heavy, SpaceX Falcon 9 “Full Thrust” and Falcon Heavy, Orbital ATK Antares 230 series, etc.) to launch NASA’s highvalue payloads. Primary launch sites for NASA LSP managed launches are Cape Canaveral Air Force Station, Florida and 

Vandenberg Air Force Base, California. NASA’s Wallops Island, Virginia, the Army’s Reagan Test Site at Kwajalein Atoll in the 

Republic of the Marshall Islands in the North Pacific, and Kodiak Island, Alaska, are additional launch locations that have been 

used by LSP and its commercial launch service providers.

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017

• Provide mission design and launch integration support to over 40 missions in various stages of development.

• In FY 2017 LSP plans to launch five missions such as the Geostationary Operational Environmental Satellite (GOES) R, the 

first in a series of three satellites that will provide continuous imagery and atmospheric measurements of Earth’s Western 

Hemisphere and space weather monitoring and the Tracking and Data Relay Satellite (TDRS) M, part of a suite of spacebased communication system satellites used to provide Tracking, Telemetry, Command, and high bandwidth data return 

services to its many customers.

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2018 – FY 2020

• In FY 2018 LSP plans to launch five missions such as the Ice, Cloud, and land Elevation Satellite (ICESat)-2 a follow-on 

mission as a result of the 2007 Earth Science Decadal Survey; Interior Exploration using Seismic Investigations, Geodesy 

and Heat Transfer (InSight) to conduct a “check-up” of Mars, measuring its “pulse” or internal activity, temperature, and 

“reflexes”; and Solar Probe Plus a NASA mission to touch the Sun, which will be a historic mission flying into the Sun’s 

atmosphere (or corona) for the first time. 

PARTNER OVERVIEW

• NASA Center(s): KSC

• Federal Agencies: United States Air Force, Navy, FAA

• International:.N/A

• Academia: N/A 

• Industry: Launch service providers: United Launch Services, Orbital ATK, SpaceX, Lockheed Martin Space Systems

LAUNCH SERVICES PROGRAM SETS STAGE FOR MISSION SUCCESS - https://www.youtube.com/watch?v=b8EtGkpKOBA

PROGRAMS

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SPACE COMMUNICATIONS AND NAVIGATION

PROGRAM WEBSITE - http://www.nasa.gov/scan

SHORT DESCRIPTION

Space Communications and Navigation (SCaN) Program manages and operates NASA’s space communications and tracking 

capabilities required for successful crewed (http://www.nasa.gov/topics/journeytomars/index.html) and robotic 

(http://www.nasa.gov/topics/solarsystem/index.html) spaceflight launches and missions, as well as for other government 

agencies. SCaN provides a critical lifeline to astronauts and spacecraft, uploading commands and essential crew instructions,

and retrieving health, safety, and science data from spacecraft, and sending it to individual mission control centers. SCaN’s 

three networks – the Deep Space Network (https://eyes.nasa.gov/dsn/dsn.html), Space Network, and Near Earth Network – 

provide these critical services to customer missions. SCaN also provides systems engineering, architecture planning, and 

developing advanced space communications and navigation technology concepts to efficiently integrate and plan current and 

future network capabilities to meet customer mission needs while reducing costs. As a cross-cutting Agency function, SCaN 

also implements NASA’s requirements in several national and international arenas, including the management of NASA’s Radio 

Frequency Spectrum on behalf of the Administrator, advocacy and coordination of Agency requirements for the positioning, 

navigation and timing services provided by the Global Positioning System, and space communication standards.

SCaN’s customers include the Hubble Space Telescope in Earth orbit, the Curiosity rover on the surface of Mars, and the New 

Horizons robotic mission reporting science data after its successful flyby of the dwarf planet Pluto, and its moon, Charon. The

Program supports the ISS as well as its commercial and international servicing vehicles, and will support commercial crew 

providers and the future launches of the SLS and Orion crew vehicle. SCaN will also provide the vital communications links 

with the James Webb Space Telescope after launch in late 2018. Additionally, SCaN provides services to foreign governments, 

international partners, and non-NASA U.S. missions on a reimbursable basis.

PROGRAMS

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HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017

• Launch Tracking and Data Relay Satellite (TDRS) M spacecraft in August 2017 and insert into orbit as part of TDRS 

System.

• Maintain extremely high levels of operational proficiency for all three networks.

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2018 – FY 2020

• Continue work towards completion of Space Network Ground Segment Sustainment Project to implement a flexible and 

extensible ground segment that will allow the Space Network to maintain high levels of service in the future, accommodate 

new users and capabilities, while reducing the effort required to operate and maintain the system.

• Enhance the capabilities of the Deep Space Network (DSN) through the DSN Aperture Enhance Project by completing 

Deep Space Station (DSS) 56 by October 2019 and DSS-53 by October 2020.

• Complete assessment of industry concepts for the generation data relay satellite capabilities and award follow-on study 

contracts.

• Insert new technologies into next generation Near Earth and Deep Space Network systems, including support system 

acquisition, maturing optical communications (near-Earth and deep space), space internetworking, cognitive radios, and 

other technologies needed to enable future missions.

• Cooperate with the National Telecommunications and Information Administration Policy and Plans Steering Group in 

identifying Federal spectrum for auction and repurpose for commercial mobile broadband. This effort, sponsored by 

Presidential Initiative, intends to identify 500 MHz of spectrum for mobile broadband use within 10 years, while ensuring 

critical Federal operations are not adversely impacted.

PARTNER OVERVIEW

• NASA Center(s): GSFC, GRC, JPL-FFRDC 

• Federal Agencies: Department of State, Department of Commerce/National Telecommunications and Information 

Administration, US Air Force and other U.S. Government Agencies

• International: Bilateral cooperation on space communication capabilities with a variety of NASA’s international partners; 

bilateral agreements with Spanish and Australian Space agencies related to NASA’s Deep Space Network complexes 

located in those countries; and international participation in organizations such as Interagency Operations Advisory 

Group, Consultative Committee for Space Data Systems, Space Frequency Coordination Group, and the United Nations’ 

International Telecommunications Union (193 participating nations) and International Committee on Global Navigation 

Satellite System)

• Academia: MIT/Lincoln Laboratory

• Industry: Boeing Space Systems, Harris Corporation, and General Dynamics

PROGRAMS

SPACE COMMUNICATIONS AND NAVIGATION

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HUMAN SPACE FLIGHT OPERATIONS

SHORT DESCRIPTION

Human Space Flight Operations (HSFO) program supports the training, readiness, and health of crewmembers before, during, 

and after each space flight mission to the ISS. All crews on board the Space Station have undergone rigorous preparation, 

which is critical to mission success. Within the HSFO program, the Space Flight Crew Operations (SFCO) element provides 

the capability for astronaut selection and training while the Crew Health and Safety (CHS) element manages all aspects of 

astronaut crew health.

SFCO provides trained astronauts for all NASA human space flight mission which begins with selecting astronaut candidates, 

and includes managing flight crew activities, recommending mission assignments, and operating support and training aircraft. 

Using a curriculum validated by the National Academy in their report, Preparing for the High Frontier, (NRC, 2011), astronaut 

training takes 12-18 months from selecting a new astronaut class until their successful acceptance to be assigned to a mission 

and then another 30 months of ISS training before a new astronaut reaches the ISS. Astronaut training is consistent with ISS 

and exploration manifest requirements and includes supporting Soyuz, as well as projected Commercial Crew and Orion/SLS 

development flights. 

CHS is responsible for the medical screening of astronaut candidates as part of the selection process and maintaining their 

health during all phases of space flight missions. In addition, CHS works to prevent and mitigate negative long-term health 

consequences from exposure to the space flight environment. CHS collaborates with the Human Research Program (HRP) to 

transition research results into operational health protocols. As research continues on ISS through 2024, CHS will collaborate

with other Federal agencies to seek new ways of protecting the astronauts. CHS focuses on preventive care, managing health 

risks, and long-term health monitoring. CHS documents and assesses all emerging health risks, such as potential impacts 

on the visual system and collaborates with a number of non-NASA organizations, such as the National Academies, seeking 

solutions to reduce the risk.

PROGRAMS

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HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017

• Support future ISS Expedition flight crew training requirements and ISS mission operations with typically eight astronauts in 

training curriculum per year.

• Support flight crew training requirements and mission operations for test flights of the NASA crewed SpaceX Dragon and 

Boeing Starliner commercial spacecraft.

• Operate support aircraft to provide a more reliable transportation system for direct crew return from Kazakhstan (Soyuz) 

and from commercial spacecraft landing, conduct flight readiness training, and provide “Super Guppy” transport for 

oversized cargo such as Orion’s heat shield.

• Meet crew member pre-flight training, medical, behavioral health management, physical conditioning and baseline 

occupational surveillance requirements in support of ISS for future increments at a rate of four per year.

• Support in-flight medical and behavioral health management operations, implement and monitor onboard physical 

conditioning and in-flight occupational surveillance requirements during ISS increments involving 8 crewmembers per 

year.

• Provide post-flight clinical, behavioral and reconditioning services to NASA crew members returning to Earth.

• Evaluate the Orion/SLS EM-1 mission for radiation environmental data to support future crewed flights.

• Provide preflight and operations support to test flights of NASA crewed SpaceX Dragon and Boeing CST-100 Starliner 

commercial spacecraft. 

• Provide medical and behavioral certification services for the supporting the selection of the Astronaut Class of 2017 and 

potential Class of 2020.

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2018 – FY 2020

• Begin training the FY 2017 Astronaut Candidate class (18-month training cycle).

• Support selection process for potential FY 2020 Astronaut Candidate class.

PARTNER OVERVIEW

• NASA Center(s): JSC

• Federal Agencies: N/A

• International: N/A

• Academia: N/A

• Industry: DynCorp International LLC, Wyle Integrated Science and Engineering Group

PROGRAMS

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ROCKET PROPULSION TEST

PROGRAM WEBSITE - http://rockettest.nasa.gov

SHORT DESCRIPTION

NASA’s Rocket Propulsion Test (RPT) program maintains and manages a wide range of facilities for ground testing rocket 

engines and components under controlled conditions. This world-class test organization includes facilities located across the 

United States and a highly-skilled workforce, capable of performing tests on all modern day rocket engines. RPT provides a 

single entry point for any user of the rocket test stands, including the Department of Defense, other Government Agencies,

and aerospace contractors. RPT is critical for NASA’s journey to Mars, providing affordable and reliable rocket test capabilities 

(such as the B-2 stand at the Stennis Space Center for testing of the SLS Core Stage and Exploration Upper Stage (EUS) to 

ensure the safety of exploration systems.

The program has instituted policies and procedures to transition facilities to different readiness states to effectively meet 

customer requirements and reduce operations and maintenance budgets. This allows the program to manage facility usage 

and eliminate redundant capabilities by closing, consolidating, and streamlining test facilities. In addition, the program 

approves and provides direction on test assignments, capital improvements, and facility modernization and refurbishment. 

RPT integrates multi-site test activities, identifies and protects core capabilities, and develops advanced testing technologies.

RPT is the NASA representative for the National Rocket Propulsion Test Alliance (NRPTA)—an interagency collaboration 

with the Department of Defense to facilitate efficient and effective use of the Federal Government’s rocket propulsion test 

capabilities. The RPT Program Manager serves as a co-chair of the NRPTA Senior Steering Group.

PROGRAMS

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PROGRAMS

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017

• Complete refurbishment of B-2 test stand for SLS Core Stage testing in support of Exploration Mission-1 (EM-1), an 

uncrewed test flight of SLS and Orion around the Moon.

• Prepare for testing of the EUS at the SSC B-2 test stand, which will begin in October 2020.

• Perform technology development testing of “additive manufacturing” engine components, which could be used to lower 

manufacturing costs.

• Perform acceptance and qualification testing of European Space Agency provided Service Module for the Orion crew 

vehicle.

• Perform acceptance and qualification testing of the Boeing CCT-100 Service Module, as well as its reaction control system 

thrusters, orbital maneuvering and control thrusters, and launch abort engines. 

• Test in support of U.S. National defense systems including the USAF Minuteman missile, U.S. Navy missiles, and other 

testing for the Missile Defense Agency. 

• Prepare to demolish test stands at WSTF and MSFC, which consolidates facilities, reducing costs.

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2018 – FY 2020

• Perform hot-fire testing of SLS Core Stage in support of EM-1. 

• Complete facility modifications required to test RS-25 engines--a key component of the SLS Core Stage.

• Complete refurbishing the A-2 test stand at SSC in preparation of reimbursable Aerojet Rocketdyne AR-1 engine testing (a 

part of the National effort to eliminate reliance on the Russian RD-180 engine).

• Perform Aerojet Rocketdyne RS-68 engine testing in support USAF launch activities, AR-1 component development, 

and SpaceX combustion device testing.

• Perform eCryo SHIVER (Structural Heat Intercept, Insulation and Vibration Evaluation Rig) testing on cryogenic fluid 

management technologies in a simulated space environment in support of SLS.

• Invest in test facility consolidation and modernization across the Agency.

PARTNER OVERVIEW

• NASA Center(s): GRC—Plum Brook Station, JSC —White Sands Test Facility, MSFC, SSC 

• Federal Agencies: Department of Defense

• International: N/A

• Academia: N/A

• Industry: N/A

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APPROACH TO MISSIONS

The NASA Science Mission Directorate (SMD) leads the Nation on a great journey of discovery. SMD accomplishes this through 

four science divisions – Heliophysics, Earth Science, Planetary Science, and Astrophysics – that seek answers to: How is the 

Earth system changing? What causes the Sun to vary? How did the solar system form and evolve? How did the Universe begin? 

Are we alone? All the divisions are interconnected as SMD is an organization where discoveries in one scientific discipline have 

a direct route to other areas of study. 

The National Aeronautics and Space Act of 1958 established NASA’s mandate to conduct activities in space to accomplish 

national objectives, including “the expansion of human knowledge of the Earth and of phenomena in the atmosphere and 

space” and “the development and operation of vehicles capable of carrying instruments, equipment, supplies, and living 

organisms through space.” NASA follows this, the Authorization Acts of 2005, 2008, 2010, and the National Space Policy of 

2010, to carry out its science program. Additionally, the Nation’s greatest scientific minds via the National Academy of Sciences 

(NAS), Engineering and Medicine prioritize and recommend approaches to answer profound questions through decadal 

recommendations to SMD and other research agencies. Using these decadal surveys and armed with the directives of the 

U.S. Government, SMD develops science objectives and programs to lay the intellectual foundation for the robotic and human 

expeditions of the future, and lead the Nation in economic, scientific and technological growth. Operating or building over 100

missions, the Nation’s investment is maximized through SMD.

Building upon the Nation’s investment, SMD will execute over ten launches in 2017, and the first total solar eclipse across the

entire country in almost a century occurs August 21, 2017. The launch of the Solar Probe Plus mission in July 2018 will fulfill

one of the highest heliophysics priorities over the past 5 decades, sending this spacecraft closest to the Sun than ever before. 

But the showpiece will occur October 2018 with the launch of the premier observatory, the James Webb Space Telescope 

(JWST). The JWST will peer into the early universe and the formation of galaxies and stars, as well as planetary systems and 

their potential for life. All of these missions and partnerships advance the science, technology, engineering and mathematics 

(STEM) workforce pipeline and drive technological innovation, and help ensure we have the knowledge and tools to protect our 

homeland.

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HIGHLIGHTS OF KEY ACHIEVEMENTS FOR 2016

• Launched the Origins, Spectral Interpretation, Resource Identification, and Security-Regolith Explorer (OSIRIS-REx) on its 

2-year journey to the near-Earth asteroid Bennu.

• Initiated the formulation phase for Earth Science Plankton, Aerosols, Clouds, and Ocean Ecosystem (PACE) and Landsat-9 

missions.

• Delivered flight hardware and completed integration of the Gravity Recovery and Climate Experiment Follow-on GRACEFO) observatory.

• The Ice, Cloud, and land Elevation Satellite-2 (ICESat-2) is undergoing assembly and testing.

• Successfully inserted the Juno spacecraft in Jupiter orbit on July 4, 2016; science is underway.

• Entered formulation phase for Europa flyby mission.

• Confirmed Mars 2020 mission to begin implementation.

• Established the Planetary Defense Coordination Office (PDCO) to monitor Near Earth Objects (NEO).

• Established Interagency Working Group (IWG) for Deflecting and Mitigating the Impact of Earth-bound Near-Earth Objects 

(DAMIEN) to develop the National Strategy and Action plan for U.S. government preparedness for a NEO impact hazard.

• Awarded five concept studies for one or two future Discovery missions to launch in approximately 2021.

• Completed two studies for the Mars human landing site selection effort, to understand the potential of water feedstocks 

and what it will take to produce usable water from them.

• The Wide Field Infrared Survey Telescope (WFIRST) entered its formulation phase.

• Kepler’s discovery of exoplanet candidates exceeded 4,000, including 10 Earth-size planets orbiting in the habitable zone 

of their host stars and which could have their atmospheres measured by the James Web Space Telescope (JWST).

• The Stratospheric Observatory for Infrared Astronomy (SOFIA) produced high-impact science results that attracted strong 

public interest: atmospheric atomic oxygen on Mars, water around a star in-the-making, catching an incredibly rapid 

transition of an aging star expelling carbon, and clues to the formation of organic molecules that could be the building 

blocks of life.

• Completed installation of JWST mirror segments and integrated Optical Telescope Element (OTE) and Integrated Science 

Instrument Module (ISIM) to form the Optical Telescope Element and Integrated Science (OTIS) Instrument Model.

• Chandra and optical observations found the smallest supermassive black hole (mass 50,000 times that of the Sun) in the 

dwarf galaxy RGG118.

• Solar Probe Plus (SPP) completed hardware development and entered integration and testing phase to support a 2018 

launch.

• Released Announcement of Opportunity for future Heliophysics Small Explorer (SMEX) missions.

• Launched of Jason-3 spacecraft for National Oceanic and Atmospheric Administration (NOAA) to measure ocean surface 

height.

• Transitioned the Deep Space Climate Observer (DSCOVR) spacecraft to become the principal space weather operational 

asset for NOAA’s Space Weather Prediction Center (SWPC).

APPROACH TO MISSIONS

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ICE, CLOUD, AND LAND 

ELEVATION SATELLITE 2 

(ICESAT-2)

PROGRAM WEBSITE - http://icesat.gsfc.nasa.gov/index.php

SHORT DESCRIPTION

The ICESat-2 mission will serve as an ICESat follow-on satellite to 

continue the assessment of polar ice changes. ICESat-2 will also 

measure vegetation canopy heights, allowing estimates of biomass and 

carbon in above-ground vegetation in conjunction with related missions, 

and allow measurements of solid earth properties. ICESat-2 will continue 

to provide an important record of multi-year elevation data needed to 

determine ice sheet mass balance and cloud property information. It 

will also provide topography and vegetation data around the globe in 

addition to the polar-specific coverage over the Greenland and Antarctic 

ice sheets. The ICESat-2 mission is a Tier 1 mission, recommended 

by the National Academies. It entered formulation in FY 2010 and 

entered implementation in FY 2013. The ICESat-2 observatory employs 

a dedicated spacecraft with a multi-beam photon-counting surface elevation lidar, which measures distance by illuminating 

the Earth’s surface with a laser and analyzing the reflected light. ICESat-2 will continue the measurements begun with the first

ICESat mission, which launched in 2003, and will improve upon ICESat by incorporating a micro-pulse multi-beam laser to 

provide dense cross-track sampling, improving elevation estimates over inclined surfaces and very rough (e.g., crevassed) 

areas and improving lead detection for above-water sea ice estimates. 

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017 – FY 2020

• Complete integration of spacecraft in FY 2017.

• Launch in FY 2018.

PARTNER OVERVIEW

• NASA Center(s): Goddard Space Flight Center(GSFC)

• Federal Agencies: N/A

• International: N/A

• Academia: N/A

• Industry: N/A

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GRAVITY RECOVERY AND 

CLIMATE EXPERIMENT-FOLLOW 

ON (GRACE-FO)

PROGRAM WEBSITE - http://gracefo.jpl.nasa.gov

SHORT DESCRIPTION

The GRACE-FO mission will allow scientists to gain new insights into 

the dynamic processes in Earth’s interior, currents in the oceans, 

and variations in the extent of ice coverage. Data from the mission, 

combined with other existing sources of data, will greatly improve 

scientific understanding of glaciers and hydrology. GRACE-FO will 

obtain the same extremely high-resolution global models of Earth’s 

gravity field, including how it varies over time, as in the original GRACE 

mission (launched in 2002). GRACE-FO data is vital to ensuring 

there is a minimal gap in gravitational field measurements following 

the decommissioning of the currently operating GRACE mission. 

GRACE-FO includes a partnership with the German Research Centre

for Geosciences (GFZ). The GRACE-FO observatory employs two 

dedicated spacecraft, launched into a near-circular polar orbit. As 

the two spacecraft orbit Earth, slight variations in gravity will alter the spacecraft speed and distance relative to each other. 

Scientists use the speed and distance changes to extrapolate and map Earth’s gravitational field. The GRACE-FO instrument 

suite includes the Microwave Instrument, which accurately measures changes in the speed and distance between the 

two spacecraft. The accelerometer instrument measures all non-gravitational accelerations (e.g., atmospheric drag, solar 

radiation pressure, attitude control, and thruster operation) on each GRACE-FO satellite. The Laser Ranging Interferometer is 

a technology demonstration and is a partnership between the United States and Germany. The launch vehicle will be provided 

by GFZ. NASA will use the science data from the GRACE-FO mission to generate an updated model of Earth’s gravitational 

field approximately every 30 days for the 5-year lifetime of the prime mission.

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017 – FY 2020

• Launch of GRACE-FO is planned for FY 2018.

PARTNER OVERVIEW 

• NASA Center(s): Jet Propulsion Laboratory – Federally Funded Research and Development Center (JPL-FFRDC)

• Federal Agencies: N/A

• International: German Research Centre for Geosciences (GFZ)

• Academia: N/A

• Industry: N/A

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SURFACE WATER AND OCEAN 

TOPOGRAPHY (SWOT)

PROGRAM WEBSITE - http://swot.jpl.nasa.gov

SHORT DESCRIPTION

The SWOT mission will improve our understanding of the world’s 

oceans and terrestrial surface waters. The mission, through broad 

swath altimetry, will make high-resolution measurements of ocean 

circulation, its kinetic energy, and its dissipation. These measurements 

will improve ocean circulation models, leading to better prediction of 

weather and climate. The mission will also revolutionize knowledge of 

the surface water inventory on the continents by precise measurement 

of water levels in millions of lakes and water bodies and the discharge 

of all major rivers. This will allow for deeper understanding of the natural 

water cycle and the informed control of this resource. The 2007 National 

Academies decadal survey of Earth Science and the NASA’s 2010 

Climate Plan endorsed SWOT. The mission will complement the Jason 

oceanography missions, as well as other NASA missions currently in 

operation and development to measure the global water cycle (Global 

Precipitation Measurement (GPM), Soil Moisture Active Passive (SMAP), and GRACE-FO). NASA will collaborate with the 

French Space Agency, Canadian Space Agency, and United Kingdom Space Agency to accomplish this mission. SWOT will 

provide broad-swath sea surface heights and terrestrial water heights for at least 90 percent of the globe using a dual-antenna 

Ka-band Radar Interferometer (KaRIn). The SWOT payload will also include a precision orbit determination system consisting 

of Global Positioning System-Payload (GPSP), Doppler Orbitography and Radiopositioning Integrated by Satellite (DORIS) 

receivers, and a Laser Retro-reflector Assembly (LRA). In addition, SWOT carries a Nadir Altimeter, and a radiometer for 

tropospheric path delay corrections. SWOT is planned for launch in FY 2022. The mission will operate for three years. 

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017 – FY 2020 

• Complete mission Critical Design Review in FY 2017.

PARTNER OVERVIEW

• NASA Center(s): JPL-FFRDC

• Federal Agencies: N/A

• International: French Space Agency (CNES), Canadian Space Agency (CSA), United Kingdom Space Agency (UKSA)

• Academia: N/A

• Industry: N/A

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NASA-ISRO SYNTHETIC 

APERTURE RADAR (NISAR)

PROGRAM WEBSITE - http://nisar.jpl.nasa.gov/

SHORT DESCRIPTION

The NISAR mission will provide an unprecedented, detailed view 

of the Earth using advanced radar imaging. The NISAR satellite will 

observe and take measurements of some of the planet’s most complex 

processes, including ecosystem disturbances, ice sheet collapses, 

and natural hazards, such as earthquakes, tsunamis, volcanoes, 

and landslides. NISAR is a dual frequency (L- and S-band) Synthetic 

Aperture Radar (SAR) mission, and data collected by the NISAR satellite 

will reveal information about the evolution and state of Earth’s crust, 

help scientists better understand our planet’s processes and changing 

climate, and aid future resource and hazard management. The mission 

is currently in formulation in partnership with ISRO. Scientists have 

proposed L-band SAR missions in various forms for over a decade. 

Scientists derived the L‐band SAR science of the NISAR mission from 

Deformation, Ecosystem Structure, and Dynamics of Ice (DESDynI),a 

2007 Decadal Survey Tier 1 mission recommended by the National 

Academies. NASA will provide the L-band SAR. ISRO will provide the 

S-band SAR, the spacecraft bus, the launch vehicle, observatory integration and testing, and spacecraft operations. NASA 

and JPL-FFRDC will be providing the L-band SAR instrument and associated payload elements, including L-band electronics, 

radar feed, reflector and boom assembly, solid state recorder, GPS receiver, high-rate telecom system, and payload data 

subsystem. NISAR is planned for launch in FY 2022.

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017 – FY 2020 

• Complete the design of the NISAR mission in FY 2017.

• Complete Critical Design Review in FY 2018.

PARTNER OVERVIEW 

• NASA Center(s): JPL - FFRDC

• Federal Agencies: N/A

• International: Indian Space Research Organisation (ISRO)

• Academia: N/A

• Industry: N/A

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LANDSAT 9

PROGRAM WEBSITE - http://landsat.gsfc.nasa.gov/

SHORT DESCRIPTION

The Landsat 9 mission is the successor mission to Landsat Data Continuity 

Mission (LDCM) – renamed Landsat 8 after commissioning in May 2013. 

Landsat satellites have continuously acquired multispectral images of the 

global land surface since the launch of Landsat 1 in 1972. The Landsat data 

archive constitutes the longest continuous moderate-resolution record of the 

global land surface as viewed from space. The Landsat 9 mission objective 

is to extend the ability to detect and quantitatively characterize changes on 

the global land surface at a scale where natural and human-induced causes 

of change can be detected and differentiated. Landsat data supports a 

broad range of users with monitoring and change/trend detection needs 

including land cover/land use change, crop and vegetation health, and – 

especially in the western U.S. – essential high-resolution, regional-extent 

monitoring of evapotranspiration and water use, made possible by high-quality 

measurements in the thermal infrared band. The FY 2016 President’s Budget 

Request, called for a Sustainable Land Imaging (SLI) program to enable 

the development of a multi-decade, spaceborne system that will (a) provide 

U.S. users with high-quality global land-imaging measurements that are 

compatible with the existing 43-year plus record, (b) address near- and longer-term issues of continuity risk, and (c) evolve flexibly and 

responsibly through investment in, and introduction of, new sensor and system technologies. Landsat 9 is one of the first elements of 

the SLI architecture, and a single spacecraft mission that will fly near-identical copies of the Operational Land Imager (OLI) and Thermal 

Infrared Sensor (TIRS) instruments that were flown on Landsat-8. The TIRS instrument will be upgraded to a risk class B implementation, 

whereas no changes are planned for OLI. With respect to the Landsat 9 project, these instruments will be referred to as OLI-2 and 

TIRS-2. The OLI-2 instrument provides Visible and Near Infrared / Short Wave Infrared (VNIR/SWIR) imagery consistent with previous 

Landsat spectral, spatial, radiometric and geometric qualities. The TIRS-2 instrument is a two-band thermal imaging sensor providing 

imagery sufficiently consistent with Landsat 8 thermal spectral, spatial, radiometric and geometric qualities to enable consistent retrieval 

of surface temperature. Landsat 8 designs and subsystems will be used to the extent possible to minimize cost, schedule, and risk. 

The allocation of responsibilities between NASA and USGS will be a very similar agency split as was implemented for Landsat 8. The 

responsibilities for Landsat 9 project implementation are largely divided between mission segment areas; NASA is responsible for 

the development of the Space Segment and Launch Segment and the United States Geological Survey (USGS) is responsible for 

the development of the Ground Segment. USGS is also responsible for Landsat 9 mission operations after completion of the on-orbit 

checkout period, including image-data collection, management, and distribution. NASA will serve as the system integrator for the entire 

Landsat 9 project and lead the mission systems engineering and mission assurance efforts through the on-orbit checkout period. After 

on-orbit checkout, primary responsibility for the Landsat 9 mission and its operation transfers from NASA to USGS. Landsat 9 is targeting 

a launch in FY 2021.

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017 – FY 2020

• Award spacecraft contract, initiation of the launch vehicle procurement, and sign interagency agreement between NASA 

and USGS in FY 2017.

• Deliver all mission flight hardware in FY 2020.

PARTNER OVERVIEW

• NASA Center(s): GSFC 

• Federal Agencies: United States Geological Survey (USGS)

• International: N/A

• Academia: N/A

• Industry: N/A

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PLANKTON, AEROSOLS, CLOUDS, 

AND OCEAN ECOSYSTEM (PACE)

PROGRAM WEBSITE - http://pace.gsfc.nasa.gov/

SHORT DESCRIPTION

PACE is a strategic Climate Continuity mission, defined in the 2010 plan, 

Responding to the Challenge of Climate and Environmental Change: 

NASA’s Plan for Climate-Centric Architecture for Earth Observations 

and Applications from Space. PACE will be a polar-orbiting mission with 

an ocean color sensor and an aerosol-cloud polarimeter. The mission 

will be capable of performing radiometric and polarimetric ocean and 

atmosphere data collection, returning a range of geophysical data from 

which properties of the ocean and atmosphere can be determined,

to add to other critical climate and Earth system records. PACE will 

extend key, systematic, global ocean biological, ecological, and 

biogeochemical climate data records, as well as aerosol climate data. 

The climate-quality global ocean color measurements are essential for 

understanding the global carbon cycle and global ocean ecology. It will 

also determine how the oceans’ role in global biogeochemical cycling 

and ocean biology and ecology both affects, and is affected by, climate change. PACE will also make key observations of 

aerosols and clouds, focusing on reducing the largest uncertainty in physical climate and in radiative forcing of the global 

Earth system. This will provide better quantitative estimates of aerosol type and height, improving our understanding of 

atmospheric dynamics and radiative sciences. It will also improve the atmospheric correction for ocean color remote sensing. 

PACE is targeting a launch in FY 2022.

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017 – FY 2020

• Complete Systems Requirement Review/Mission Definition Review, and Key Decision Point B in FY 2017.

PARTNER OVERVIEW

• NASA Center(s): GSFC

• Federal Agencies: N/A

• International: N/A

• Academia: N/A

• Industry: N/A

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SENTINEL 6A/B

PROGRAM WEBSITE - http://eospso.nasa.gov/missions/sentinel-6a

SHORT DESCRIPTION

The Sentinel-6A/B mission is a U.S.-European cooperation involving NASA, the National Oceanic and Atmospheric 

Administration (NOAA), the European Space Agency (ESA), and the European Organisation for the Exploitation of 

Meteorological Satellites (EUMETSAT). It involves NASA-led U.S. participation in the development, launch, and on-orbit 

exploitation of two precision altimeter satellites for launch in FY 2021 and FY 2026, to measure sea-level as part of the 

European Copernicus system of Earth observing satellites. The 2016 President’s Budget Request established a new framework 

in which NOAA is responsible for satellites that contribute directly to its weather and space weather missions, while NASA is 

responsible for other civil Earth-observing satellite missions. This resulted in the transfer of responsibility to NASA for ocean 

altimetry missions, including the Sentinel-6A and -6B satellites, beginning in 2016. Funds to implement the Administration 

proposal were appropriated by Congress in late December 2015. Accordingly, NASA inherited the Sentinel-6 acquisition 

strategy established prior to the transfer of responsibility from NOAA- as the previous lead agency for the U.S. - had developed 

in the context of the partnership with ESA and EUMETSAT. This implementation/acquisition/workshare strategy is codified 

in the Memorandum of Understanding (MOU) that is currently routing for approval with the partners. The acquisition scope 

and approach inherited by NASA entails two sets of instruments, one each for the Sentinel-6A and Sentinel-6B spacecraft, 

consisting of substantial rebuilds of the Advanced Microwave Radiometer – Climate Quality (AMR-C) from the OSTM/Jason-2, 

Jason-3, and the Surface Water and Ocean Topography (SWOT) missions; substantial rebuilds of the Global Navigation 

Satellite System for Radio Occultation (GNSS-RO) receiver from the Constellation Observing System for Meteorology, 

Ionosphere, and Climate (COSMIC)-2 mission with minor software updates, a 1553 interface, and radio occultation antennas 

adapted from the COSMIC-1 mission; and build-to-print copies of the Laser Retroreflector Array (LRA) from Jason-3. The NASA 

workshare/approach also includes provision of two intermediate class launch vehicles and services for the Sentinel-6A and 

Sentinel-6B spacecraft that will be competitively procured through standard NASA Launch Services Program (LSP) processes. 

JPL-FFRDC is the Implementing Center given its role on Sentinel-6 supporting NOAA on a reimbursable basis prior to the 

transfer of the project to NASA, and its expertise, involvement, and previous accomplishments for all previous NASA altimeter 

missions. Sentinel 6A is targeted for launch in FY 2021 and Sentinel 6B is targeted for launch in FY 2026.

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017 – FY 2020

• Complete Key Decision Point C and establish Agency Baseline Commitment in FY 2017. 

PARTNER OVERVIEW 

• NASA Center(s): JPL-FFRDC

• Federal Agencies: NOAA

• International: European Space Agency (ESA), European Organisation for the Exploitation of Meteorological Satellites 

• Academia: N/A

• Industry: N/A

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EARTH VENTURE-CLASS PROJECTS

PROGRAM WEBSITE - http://eospso.nasa.gov/mission-category/13

SHORT DESCRIPTION

Earth Venture was introduced to NASA’s Earth Science Program as part of a strategy to restore more frequent launch 

opportunities and to facilitate the demonstration of innovative ideas and higher-risk technologies. It is a scientifically broadreaching program element that regularly solicits small-scale orbital and suborbital missions, and orbital instruments. Ventureclass investigations complement the larger systematic missions identified in the Earth Science decadal survey, providing 

flexibility to accommodate scientific advances and new implementation approaches. Venture-Class comprises three “strands”:

Earth Venture Suborbital (EVS)

Suborbital/airborne investigations, with five-year durations from project initiation. These are typically complex sets of 

instruments flown on suitable suborbital platforms to address focused sets of scientific questions. The first five EVS 

investigations were selected in FY 2010 and completed in FY 2016. The second six EVS investigations were selected in FY 

2015. Solicitations will be issued every four years. 

Earth Venture Mission (EVM)

Small complete missions; ~$150 million total cost. These can be small satellites or stand-alone payloads as part of a larger 

mission. The first EVM small mission, CYclone Global Navigation Satellite System (CYGNSS), was selected in 2012. CYGNSS 

is a constellation of microsatellites that will study ocean surface winds. The second EVM selection will be made in CY 2016. 

Solicitations will be issued every four years.

Earth Venture Instrument (EVI)

Spaceborne instruments for flight on a Mission of Opportunity (MoO); ~$90 million total cost for development and operations. 

The first EVI selection was made in FY 2013 for the Tropospheric Emissions: Monitoring of Pollution (TEMPO). TEMPO is a 

geostationary instrument that will measure atmospheric pollution covering most of North America hourly and at high spatial 

resolution. The second EVI selections were made in FY 2014 for two International Space Station payloads: Global Ecosystem 

Dynamics Investigation Lidar (GEDI) and ECOsystem Spaceborne Thermal Radiometer Experiment on Space Station 

(ECOSTRESS). GEDI will characterize the effects of changing climate and land use on ecosystem structure and dynamics 

to enable radically improved quantification and understanding of the Earth’s carbon cycle and biodiversity. ECOSTRESS 

will address critical questions on plant–water dynamics and future ecosystem changes with climate through an optimal 

combination of thermal infrared (TIR) measurements over the diurnal cycle for a wide range of biomes with high spatiotemporal. 

The third EVI selection was made in FY 2016 for the Multi-Angle Imager for Aerosols (MAIA) and Time-Resolved Observations 

of Precipitation structure and storm Intensity with a Constellation of Smallsats (TROPICS). MAIA project will combine MAIA air

pollution measurements with population health records to better understand the connections between aerosol pollutants and 

health problems such as adverse birth outcomes, cardiovascular and respiratory diseases and premature deaths. TROPICS is 

a cubesat constellation that will observe the thermodynamics and precipitation structure of tropical cyclones. EVI Solicitations 

will be issued every 15-18 months. 

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In selecting Venture Class missions, instruments and suborbital investigations, priority is given to cost-effective, innovative 

missions rather than those with more demanding scientific and technological requirements. Maintaining a steady stream of 

opportunities for community participation in the development of innovative ideas is key to the success of Earth Venture. The 

selected investigations will be strictly held to schedule and cost guidelines to ensure the long-term viability of the program.

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017 – FY 2020

• Launch CYGNSS in FY2017. 

• Deliver TEMPO instrument to a host spacecraft in FY2018. 

• Deliver GEDI instrument to the ISS in FY2018. 

• Deliver ECOSTRESS instrument to the ISS in FY2019.

PARTNER OVERVIEW

• NASA Center(s): Ames Research Center(ARC), Langley Research Center (LaRC), JPL - FFRDC

• Federal Agencies: NOAA

• International: Bermuda Institute of Ocean Sciences, European Space Agency (ESA), European Organisation for the 

Exploitation of Meteorological Satellites 

• Academia: Harvard-Smithsonian Center for Astrophysics, Harvard University, Massachusetts Institute of TechnologyLincoln Laboratory, Oregon State University, Pennsylvania State University, University of Maryland, University of Michigan

• Industry: Southwest Research Institute 

EARTH SCIENCE PROGRAMS

EARTH VENTURE CLASS PROJECTS

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ORIGINS, SPECTRAL 

INTERPRETATION, RESOURCE 

IDENTIFICATION, AND SECURITY - 

REGOLITH EXPLORER 

(OSIRIS-REX)

PROGRAM WEBSITE - http://science.nasa.gov/missions/osiris-rex

SHORT DESCRIPTION

The Origins, Spectral Interpretation, Resource Identification, and 

Security-Regolith Explorer (OSIRIS-REx) spacecraft will travel to Bennu, 

a near-Earth carbonaceous asteroid formerly designated 1999 RQ36, 

to study the asteroid in detail and bring back a sample (at least 60 

grams or 2.1 ounces) to Earth. This sample will yield insight into planet 

formation and the origin of life, and the data collected at the asteroid will 

aid in understanding asteroids that can collide with Earth. This mission 

will also measure the Yarkovsky effect on a potentially hazardous 

asteroid and measure the asteroid properties that contribute to this effect. By describing the integrated global properties of a 

primitive carbonaceous asteroid, this mission will allow for direct comparison with ground-based telescopic data of the entire

asteroid population.

OSIRIS-REx has connections with both the Asteroid Redirect Mission (ARM) and the Planetary Defense Coordination Office 

(PDCO). The lessons OSIRIS-REx will learn at Bennu will write the handbook for future asteroid missions, beginning with ARM. 

For Planetary Defense, there are far more Near-Earth Objects (NEOs) than we can visit with spacecraft. Our ability to predict 

the path of a NEO and other key physical parameters will depend upon how good our models are, models of the Yarkovsky 

effect that influence the NEOs trajectory, as well as models of the structure of the NEO, where it came from, what it is made up 

of, and how solid it is. One of the science goals of OSIRIS-REx is to test and improve our models in these areas.

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017 – FY 2020

• Perform fly-by of Earth for a gravitational assist and to obtain calibration observations of Earth and the Moon in FY 2017.

• Arrive at the asteroid Bennu and begin the process to map and characterize the surface in FY 2018.

• Acquire sample from Bennu in FY 2020.

PARTNER OVERVIEW

• NASA Center(s): GSFC, Marshall Space Flight Center (MSFC), Kennedy Space Center (KSC), Johnson Space Center 

(JSC)

• Federal Agencies: N/A

• International: Canadian Space Agency (CSA)

• Academia: Arizona State University, Massachusetts Institute of Technology, University of Arizona, Harvard University

• Industry: Lockheed Martin 

PLANETARY SCIENCE PROGRAMS

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JUNO

PROGRAM WEBSITE - www.nasa.gov/mission_pages/juno/main/index.html

SHORT DESCRIPTION

Juno will conduct an in-depth study of Jupiter, the most massive planet 

in the solar system. Juno’s instruments will seek information from deep in 

Jupiter’s atmosphere, enabling scientists to understand the fundamental 

processes of the formation and early evolution of the solar system. Juno 

successfully launched on August 5, 2011, as scheduled and within the 

budget allocated for development of this mission, and arrived at Jupiter 

to begin science operations on July 4, 2016. Juno is the first solar-panel 

powered spacecraft to orbit the giant planet.

During its 16-month science operations mission, Juno, with the first-ever 

polar orbit of Jupiter, will sample Jupiter’s full range of latitudes and 

longitudes. From its polar perspective, Juno combines remote sensing 

observations to explore the polar magnetosphere and determine what 

drives Jupiter’s remarkable auroras. Juno has an onboard camera to 

produce images and it will provide unique opportunities to engage the 

next generation of scientists.

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017 – FY 2020 

• Begin multiple 14-day science orbits in FY 2017.

• End prime mission and de-orbit into Jupiter in FY 2018.

PARTNER OVERVIEW

• NASA Center(s): GSFC, MSFC, KSC, JPL-FFRDC 

• Federal Agencies: N/A

• International: Italian Space Agency (ASI)

• Academia: Applied Physics Laboratory, University of Iowa

• Industry: Lockheed Martin, Malin Space Science Systems, Southwest Research Institute

PLANETARY SCIENCE PROGRAMS

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JUPITER EUROPA MISSION

PROGRAM WEBSITE - https://www.nasa.gov/europa

SHORT DESCRIPTION

Jupiter’s moon Europa is believed to have the largest known ocean in the solar system, and is one of the most likely places 

to find current life beyond Earth. For over fifteen years NASA has developed concepts to explore Europa and determine if it is 

habitable based on characteristics of its vast oceans (twice the size of all of Earth’s oceans combined), the ice surface – ocean 

interface, the chemical composition of the intriguing, irregular brown surface areas, and the current geologic activity providing 

energy to the system. 

After thorough investigation of concept options, NASA has initiated the Phase A study of a multiple flyby mission that delivers 

the most science for the least cost and risk of all the concepts studied. The flyby concept can take advantage of solar power 

and requires no new technology development, despite the harsh radiation environment that the spacecraft will encounter 

during the flybys. 

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017 – FY 2020

• Complete the Systems Readiness and Mission Design Reviews in FY 2017.

• Complete the Preliminary Design Review in FY 2019.

• Complete the Critical Design Review in FY 2020.

PARTNER OVERVIEW

• NASA Center(s): JPL-FFRDC, MSFC

• Federal Agencies: N/A

• International: N/A

• Academia: Applied Physics Laboratory, Arizona State University, University of Colorado, University of Texas

• Industry: Ball Aerospace, Southwest Research Institute 

PLANETARY SCIENCE PROGRAMS

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MARS ROVER 2020

PROGRAM WEBSITE - http://mars.jpl.nasa.gov/mars2020

SHORT DESCRIPTION

The Mars 2020 science rover mission addresses high-priority goals for 

planetary science, and it is the essential next step in an evolving long-term effort 

of Mars exploration that will ultimately involve human exploration. The mission 

will build upon many discoveries from the Mars Curiosity rover and the two Mars 

Exploration Rovers, Spirit and Opportunity, by advancing our understanding of 

Mars’s potential as a habitat for past or present life. 

The Mars 2020 rover will seek signs of past life on Mars, collect and store a set 

of samples for potential return to Earth in the future, and test new technology 

to benefit future robotic and human exploration of Mars. The mission will also 

deploy new capabilities developed through investments by NASA’s Space 

Technology Mission Directorate, Human Exploration and Operations Mission 

Directorate, and contributions from international partners.

The Mars 2020 mission is planned to launch in July 2020, land on Mars in 

February 2021, and spend at least one Mars year (two Earth years) exploring 

the landing site region. The mission uses much of the design of the highly 

successful Mars Science Laboratory/Curiosity rover, which has been exploring Mars since 2012. The new rover will carry more 

sophisticated, upgraded hardware and new instruments to conduct geological assessments of the rover’s landing site, determine 

the potential habitability of the environment, and search for signs of ancient Martian life. To minimize costs and risks, NASA will use 

a proven landing system and rover chassis design as much as possible, while still delivering a highly capable rover. The Mars 2020 

rover is carrying a competitively selected science and technology instrument payload of seven instruments. NASA chose five of those 

instruments to provide the clearest possible measurements for seeking possible signs of ancient life (potential “biosignatures”) on Mars 

over its long, 4.6 billion-year history. NASA chose the remaining two instruments to assess environmental hazards and natural resources 

for future human exploration. Additionally, scientists will use the instruments on board the rover to identify and collect samples of rock 

and soil, encase them in sealed tubes, and leave them on the surface of Mars for potential return to Earth by a future mission.

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017 – FY 2020 

• Complete the Critical Design Review in FY 2017.

• Select the landing site in FY 2018.

• Launch in FY 2020.

• Land on Mars in FY 2021.

PARTNER OVERVIEW 

• NASA Center(s): JPL - FFRDC

• Federal Agencies: Department of Energy 

• International: Norwegian Defense Research Establishment, Spanish Center of Astrobiology, Spanish National Institute of 

Aerospace Technology, French National Centre for Space Studies

• Academia: Arizona State University, Massachusetts Institute of Technology

• Industry: Lockheed Martin

PLANETARY SCIENCE PROGRAMS

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NEW FRONTIERS AND 

DISCOVERY PROGRAMS

PROGRAM WEBSITE - https://discoverynewfrontiers.nasa.gov/index.cfml

PROGRAM WEBSITE - http://discovery.nasa.gov/index.cfml

SHORT DESCRIPTION

NASA is in the process of conducting two competitions for small 

and medium-class Principal Investigator-led planetary missions.

The New Frontiers program explores our solar system with 

medium-class spacecraft missions. Within the New Frontiers 

program, possible mission destinations and the science goals 

for each competitive opportunity are limited to specific science

targets announced for the competition. The program is currently 

comprised of three missions, all in operations: New Horizons, 

Juno, and OSIRIS-REx. 

NASA’s Discovery program supports innovative, relatively lowcost, competitively selected planetary science missions. Discovery provides scientists the opportunity to identify innovative

ways to unlock the mysteries of the solar system through missions to explore the planets, their moons, and small bodies such 

as comets and asteroids. The Discovery program currently has two operational spacecraft, Lunar Reconnaissance Orbiter 

(LRO) and Dawn, and one flight mission in development: the Interior Exploration using Seismic Investigations, Geodesy 

and Heat Transport (InSight). The program has also developed and delivered the Strofio instrument as a part of ESA’s 

BepiColombo mission to Mercury.

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017 – FY 2020

• Announce the results of the Discovery downselect process in FY 2017.

• Release the New Frontiers announcement 

of opportunity in FY 2017.

PARTNER OVERVIEW

• NASA Center(s): MSFC, GSFC, JPL - FFRDC

• Federal Agencies: N/A

• International: N/A

• Academia: Applied Physics Laboratory

• Industry: N/A

PLANETARY SCIENCE PROGRAMS

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PLANETARY DEFENSE COORDINATION OFFICE (PDCO)

PROGRAM WEBSITE - https://www.nasa.gov/planetarydefense

SHORT DESCRIPTION

NASA’s Planetary Defense Coordination Office (PDCO) is managed in the Planetary Science Division of the Science Mission 

Directorate at NASA Headquarters in Washington, D.C. PDCO is responsible for:

• Ensuring the early detection of potentially hazardous objects (PHOs) – asteroids and comets whose orbits are predicted to 

bring them within 0.05 Astronomical Units of Earth, and of a size large enough to reach Earth’s surface – that is, greater than 

perhaps 30 to 50 meters;

• Tracking and characterizing PHOs and issuing warnings about potential impacts;

• Providing timely and accurate communications about PHOs; and

• Performing as a lead coordination node in U.S. Government planning for response to an actual impact threat.

The PDCO relies on data from projects supported by NASA’s Near-Earth Object Observations (NEOO) Program. The PDCO also 

coordinates NEO observation efforts conducted at ground-based observatories sponsored by the National Science Foundation 

and space situational awareness facilities of the United States Air Force. In addition to finding, tracking, and characterizing PHOs, 

NASA’s planetary defense goals include developing techniques for deflecting or redirecting PHOs, if possible, that are 

determined to be on an impact course with Earth. In the event that deflection or redirection is not possible, the PDCO is 

responsible for providing expert input to the Federal Emergency Management Agency for emergency response operations should 

a PHO be on an impact course or actually impact the Earth.

In the event that experts find a PHO and predict a possible, probable, or certain impact with Earth, the PDCO is responsible 

for providing timely and accurate information to the Government, the media, and the public. The Minor Planet Center is 

tasked with notifying observers worldwide about PHOs so they can conduct timely follow-up observations. The Jet Propulsion 

Laboratory’s Center for NEO Studies (CNEOS) analyzes data collected on PHOs, predicts future orbits, and calculates impact 

probabilities. CNEOS will use new data to refine its predictions of the PHO’s orbit. If a PHO poses a significant chance of 

impacting Earth (that is, greater than 1 percent over the next 100 years), the PDCO prepares notification messages for the NASA 

Administrator to send to the Executive Office of the President, the U.S. Congress, and other Government organizations.

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017 – FY 2020

• Begin preliminary design for Asteroid Impact and Deflection Assessment-Double Asteroid Redirection Test (AIDA-DART) in 

FY 2017.

• Conduct Asteroid Impact Table Top Exercise #3 with FEMA Region 9 in FY 2017.

• Release the findings from the NEO Science Definition Team 2016 in FY 2017.

• Approve and release the National Near-Earth Object Preparedness Strategy (Strategy) and the accompanying National NearEarth Object Preparedness Action Plan (Action Plan) in FY 2017.

• Hold the 5th International Planetary Defense Conference in Tokyo, Japan in FY 2017.

PARTNER OVERVIEW 

• NASA Center(s): JPL - FFRDC, ARC, Glen Research Center (GRC), GSFC, MSFC, JSC 

• Federal Agencies: Federal Emergency Management Agency (FEMA), National Nuclear Security Administration (NNSA), 

National Oceanic and Atmospheric Administration, Office of Science and Technology Policy (OSTP), United States Air Force

• International: European Space Agency, European Southern Observatory, Japanese Space Agency, Korean Astronomy 

and Space Science Institute, Mexican National Institute of Astrophysics, Optics and Electronics, Romanian Space Agency, 

Russian Academy of Sciences, United Nations Office of Outer Space Affairs

• Academia: Johns Hopkins University-Applied Physics Laboratory, Massachusetts Institute of Technology Lincoln 

Laboratory, University of Arizona, University of Hawaii, University of Maryland, Smithsonian Astrophysical Observatory

• Industry: N/A

PLANETARY SCIENCE PROGRAMS

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MARS HUMAN LANDING SITES

SHORT DESCRIPTION

The United States has amazing robotic spacecraft and rovers at Mars which are dramatically increasing our knowledge about 

the Red Planet and paving the way for future human explorers. 

Because a number of these assets are past their original design lifetimes and given that picking a human landing site on a new

world involves significant unknowns, NASA began the process in 2015 of selecting where humans will land on Mars. 

The goal of this effort is to select a landing site that maximizes the science that can be achieved with human beings on Mars 

while providing access to critical local resources needed to sustain these crews (thereby minimizing how much costly mass 

has to be sent from Earth to Mars). 

A secondary goal of the landing site study is to determine what future reconnaissance will be needed at Mars to ultimately pick 

the landing site and to support human operations there. 

The Mars Landing Sites Study is a joint effort of the Human Exploration and Operations Mission Directorate and the Science 

Mission Directorate. For a short video overview on the effort, visit the link below: VIDEO OVERVIEW - https://www.youtube.com/

watch?v=_lqiEpkIFDU&feature=youtu.be

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017 – FY 2020

• Complete the six projects that will provide critical data to prepare for the next Mars Human Landing Sites workshop in FY 2017.

• Hold the second human landing site workshop in FY 2017.

• Down-select to five potential human landing sites in FY 2019.

PARTNER OVERVIEW 

• NASA Center(s): ARC, GRC, GSFC, JSC, KSC LaRC, JPL – FFRDC 

• Federal Agencies: N/A

• International: N/A

• Academia: Arizona State University, Brown University, Colorado School of Mines, George Mason University, Georgia 

Institute of Technology, Harvard University, Massachusetts Institute of Technology, Missouri University of Science and 

Technology, Purdue University, University of Hawaii, University of Houston, University of Florida, University of New Mexico, 

University of Texas, University of Vermont, Western Washington University

• Industry: Boeing, Lockheed Martin, Southwest Research Institute

PLANETARY SCIENCE PROGRAMS

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CHANDRA X-RAY OBSERVATORY 

(CXO)

PROGRAM WEBSITE - http://chandra.harvard.edu/index.html

SHORT DESCRIPTION

NASA’s Chandra X-ray Observatory (CXO) is a space telescope 

designed to detect X-ray emission from very hot regions of the Universe 

such as exploded stars, clusters of galaxies, and matter around black 

holes. As an X-ray mission, CXO provides information on the hottest and 

most energetic objects in the sky, both near and far. This capability has 

allowed a broad range of astrophysical studies of galaxies, stars and 

planets (including exoplanets), as well as exploration of the behavior of 

matter and energy above nuclear densities. X-ray emissions can only be 

studied from space because the Earth’s atmosphere blocks incoming 

x-rays.

HIGHLIGHTS OF KEY ACHIEVEMENTS 

PLANNED FOR FY 2017 – FY 2020

• Compile a broad range of catalogs and legacy data to guide future studies in all branches of astronomy and astrophysics, 

with emphasis on the study of the origin and evolution of supermassive black holes and their host galaxies.

PARTNER OVERVIEW

• NASA Center(s): MSFC 

• Federal Agencies: N/A

• International: N/A

• Academia: Smithsonian Astrophysical Observatory, in addition researchers from hundreds of academic institutions are 

funded to conduct research using Chandra 

• Industry: N/A

ASTROPHYSICS MISSIONS

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HUBBLE SPACE TELESCOPE (HST) 

OPERATIONS 

PROGRAM WEBSITE - https://www.nasa.gov/mission_pages/hubble/main/index.html

SHORT DESCRIPTION

The Hubble Space Telescope (HST) is a cooperative program of the 

European Space Agency (ESA) and the National Aeronautics and 

Space Administration (NASA) to operate a long-duration space-based 

observatory for the benefit of the international astronomical community. 

HST is operational since the 1990s, and had numerous servicing 

missions. HST is a 2.4-meter reflecting telescope, which was deployed 

in low-Earth orbit (600 kilometers) by the crew of the space shuttle 

Discovery (STS-31) on April 25, 1990, and carries a suite of instruments 

for multi-wavelength observations in the optical, Ultraviolet, IR and Far IR 

portions of the electromagnetic spectrum. 

HST was designed to address the most compelling astrophysics 

questions about the origin and evolution of our Universe. During its long 

lifetime it has observed a pantheon of astrophysical sources – from 

nearby and distant galaxies to supernovae and Solar System bodies. One of the major achievements of HST is the Hubble 

Deep Field, a very deep observation of a small region in the constellation Ursa Major, which provided an unprecedented view 

of the young Universe. 

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017 – FY 2020

• The Space Telescope Science Institute (STScI), which manages Hubble’s science program, will select Cycle 25 science 

observations. Similar to other recent competitions for Hubble observing time, NASA expects requested observational orbits 

to outnumber the available orbits by a factor of six to one, indicating that Hubble remains one of the world’s preeminent 

astronomical observatories.

PARTNER OVERVIEW 

• NASA Center(s): GSFC

• Federal Agencies: N/A

• International: European Space Agency (ESA)

• Academia: Space Telescope Science Institute (STScI)

• Industry: N/A

ASTROPHYSICS MISSIONS

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JAMES WEBB SPACE TELESCOPE 

(JWST) 

PROGRAM WEBSITE - http://www.jwst.nasa.gov/

SHORT DESCRIPTION

The James Webb Space Telescope (JWST) is a NASA strategic mission 

to study many problems in astronomy and astrophysics as diverse

as imaging the earliest stars and galaxies to form after the Big Bang 

to the remote examination of the atmospheres of exoplanets. JWST 

was re-baselined on September 2011 following the report from the 

congressionally-initiated Independent Comprehensive Review Panel 

that recommended several changes in how the Program was managed

and funded. As such, JWST is currently managed in a separate program 

office within SMD and will returns to Astrophysics Division management 

upon commissioning. JWST is expected to launch in 2018. JWST is an 

excellent complement to and scientific successor of the Hubble Space 

Telescope (HST), extending beyond Hubble’s capabilities by virtue of 

its larger mirror and by looking into the near and mid-infrared spectrum, 

where the highly red-shifted early universe can be better observed. 

JWST is optimized for infrared astronomy, with some capability in the visible range. It will have a 6.5-meter-diameter, 

segmented, adjustable primary mirror. JWST’s instruments are: 

• Near Infrared Camera (NIRCam); 

• Mid Infrared Instrument (MIRI); 

• Near Infrared Spectrograph (NIRSpec); and 

• Fine Guidance Sensor (FGS)/Near Infrared Imager and Slitless Spectrograph (NIRISS). 

NIRSpec and MIRI are collaborations with the European Space Agency (ESA), and FGS/NIRISS is being provided by the 

Canadian Space Agency. The telescope is scheduled to launch in 2018. Its operational location is the L2 Lagrange point. 

The JWST Ground Operations, Science Support Center, and archives will be at Space Telescope Science Institute (STScI) in 

Baltimore, MD. 

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017 – FY 2020

• Complete cryo-vacuum testing of the Optical Telescope Element and Integrated Science at Johnson Space Center in FY 

2017.

• Complete Integration and Testing of entire JWST Observatory in FY 2018.

• Launch JWST and begin 5-year primary mission in FY 2019.

PARTNER OVERVIEW 

• NASA Center(s): GSFC, JSC 

• Federal Agencies: N/A

• International: Canadian Space Agency (CSA), European Space Agency (ESA)

• Academia: Space Telescope Science Institute

• Industry: Northrop-Grumman Aerospace Systems

ASTROPHYSICS PROGRAMS

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KEPLER 

PROGRAM WEBSITE - http://kepler.nasa.gov/

SHORT DESCRIPTION

The Kepler mission is a Discovery Program mission, and is the first 

NASA mission aimed specifically at trying to find Earth-sized planets 

orbiting stars similar to our own Sun. Kepler, launched in March 2009, 

was specifically designed to survey a large number of distant stars in 

one region of the Milky Way galaxy to detect and characterize rocky 

planets in or near the “habitable zone” of their host star. The habitable 

zone encompasses the distances from a star where liquid water can 

exist on a planet’s surface.

Kepler observations have resulted in numerous scientific discoveries 

and the project has released a substantial data set to the astronomical 

community. The Kepler prime mission was completed in November 

2012. NASA accepted the recommendation of the 2012 Senior Review 

to extend the mission through 2013, at which time component failures 

ended the original Kepler mission. 

In 2014, the repurposed Kepler spacecraft began its Kepler 2 (K2) mission, surveying the Ecliptic with science goals of 

high value exoplanet discovery (to aid JWST follow-up), many types of astrophysics, and precursor high-impact science of 

microlensing events and supernovae, setting the stage for WFIRST. K2 is still in operation, having been granted a mission 

extension by the 2016 Senior Review.

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017 – FY 2020

• Complete observations and publish results of the more than 100 microlensing events and the joint observations from 

ground-based telescopes.

• Complete observations of the Galactic Center during the upcoming Campaign 11.

• Continue to detect the onset of supernovae events that will provide robust test to understand their progenitors and 

explosion mechanisms.

• Complete final close-out data products to be archived for the community.

PARTNER OVERVIEW 

• NASA Center(s): Ames Research Center (ARC)

• Federal Agencies: N/A

• International: N/A

• Academia: N/A

• Industry: N/A

ASTROPHYSICS MISSIONS

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STRATOSPHERIC OBSERVATORY 

FOR INFRARED ASTRONOMY 

(SOFIA)

PROGRAM WEBSITE - https://www.nasa.gov/mission_pages/SOFIA/index.html

SHORT DESCRIPTION

SOFIA is a unique airborne astronomical observatory that provides 

scientific data that are impossible to obtain from even the largest 

ground-based telescopes, enabling scientific exploration of a wide 

range of astronomical phenomena. Such studies include star birth and 

death and the formation of new solar systems, the development of lifeenabling molecules such as water and of their incorporation into planets, 

the role of dust and complex molecules, and observations of the

planets, comets and asteroids in our solar system to better understand 

Earth’s own evolution. Detecting infrared light emitted by these 

objects is possible only at high altitude (39,000-45,000 feet) where the 

obscuration by water vapor in the Earth’s lower atmosphere is negligible. 

SOFIA is the only operating Far IR NASA mission and enables “Great 

Observatory” class science investigations through acquisition of images, spectroscopy, polarization measurements, and fastspeed photometry spanning four orders of magnitude in wavelength coverage. 

NASA and the Deutches Zentrum für Luft- und Raumfahrt (DLR), Germany’s Aerospace Research Center and Space Agency, 

together maintain and operate SOFIA, a Boeing 747SP aircraft that was modified to accommodate a 2.5 meter reflecting 

telescope. SOFIA became fully operational in 2014. The SOFIA program and science operations are conducted out of the 

NASA Ames Research Center. The modified Boeing 747SP airliner flies its missions from the NASA Armstrong Flight Research 

Center’s Building 703 in Palmdale during what is anticipated to be a 20-year lifespan.

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017 – FY 2020 

• Complete a southern hemisphere deployment to New Zealand with a maximum duration of 7 weeks and involving up to 

three science instruments in FY 2017.

• Complete development of new generation infrared instruments and conduct science operations.

• Prepare senior review proposal for extended operations.

PARTNER OVERVIEW

• NASA Center(s): ARC, GSFC, Armstrong Flight Research Center (AFRC), JPL-FFRDC 

• Federal Agencies: National Science Foundation (NSF)

• International: German SOFIA Institute, German Space Agency (DLR), Max Planck Institut, New Zealand Ministry of 

Education, University of Stuttgart

• Academia: Cornell University, Lowell Observatory, University of California-Davis, University of California-Los Angeles, 

Universities Space Research Association

• Industry: N/A

ASTROPHYSICS MISSIONS

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WIDE FIELD INFRARED SURVEY 

TELESCOPE (WFIRST)

PROGRAM WEBSITE - http://wfirst.gsfc.nasa.gov/

SHORT DESCRIPTION

WFIRST is a NASA observatory designed to perform wide field imaging 

and surveys of the sky at near-infrared wavelengths to address key 

questions in astrophysics. WFIRST is the highest priority large space 

mission in the New Worlds, New Horizon 2010 Decadal Survey of 

Astronomy and Astrophysics, so ranked because of its broad science 

capability including conducting definitive measurements of dark 

energy and cosmology, greatly expanding on the survey of exoplanet 

demographics begun by Kepler, and providing Hubble-quality wide-field 

imaging capability for astronomy in the next decade.

The current design of the mission makes use of an existing 2.4m

telescope, which is the same size as the Hubble Space Telescope. 

The Wide Field Instrument will provide a field of view of the sky that is 

100 times larger than images provided by Hubble. The Coronagraphic 

Instrument will enable astronomers to detect and measure properties of planets and planetary atmospheres in other solar 

systems. Using this instrument suite, WFIRST will achieve the following top level goals:

• Characterize the history of cosmic acceleration and structure growth in the universe;

• Understand how planetary systems form and evolve and determine the prevalence of planets in the colder outer regions;

• Understand the compositions and atmospheric constituents of a variety of planets around nearby stars and determine the 

properties of debris disks around nearby stars; and

• Provide community access to cutting edge scientific research capability via a peer-reviewed Guest Observer program.

WFIRST is a Category 1, Class B mission in Phase A, preparing for a launch in the mid-2020s. The Project continues its 

formulation activities, including design refinements, trade studies, science requirements definition, technology maturation, 

industry studies, international contribution coordination, science simulations, and development planning.

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017 – FY 2020

• Complete all component technology development (up to Technology Readiness Level 5) in FY17.

• Complete System Requirements Review and Mission Design Review in FY 2017. 

PARTNER OVERVIEW 

• NASA Center(s): GSFC, JPL - FFRDC

• Federal Agencies: Naval Research Laboratory (ICON)

• International: University of Liège

• Academia: University of California-Berkeley (ICON), University of Central Florida (GOLD), University of Colorado/

Laboratory for Atmospheric and Space Physics (GOLD), University of Texas-Dallas (ICON) 

• Industry: Orbital-ATK (ICON), SES Government Solutions (GOLD)

ASTROPHYSICS MISSIONS

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HELIOPHYSICS PROGRAMS

SOLAR PROBE PLUS (SPP)

PROGRAM WEBSITE - https://science.nasa.gov/missions/solar-probe/

SHORT DESCRIPTION

Solar Probe Plus (SPP) will be an extraordinary and historic mission, 

exploring what is arguably the last region of the solar system to be 

visited by a spacecraft, the Sun’s outer atmosphere or corona as it 

extends out into space. This Living With a Star (LWS) mission will 

use seven Venus flybys over nearly seven years to gradually shrink 

its orbit around the Sun, coming as close as 3.7 million miles (5.9 

million kilometers) to the Sun, well within the orbit of Mercury and 

about eight times closer than any spacecraft has come before. 

During its unprecedented close-up study of the Sun, SPP will endure 

2600-degrees Fahrenheit, supersonic solar particles, and intense 

radiation. This mission has been the top priority of the heliophysics 

science community for over five decades. The mission is scheduled to 

launch in 2018.

The mission has five science investigations which were selected 

competitively from the scientific community.

READ MORE - http://solarprobe.jhuapl.edu/Spacecraft/index.php#Instruments

SPP has three science objectives:

• Trace the flow of energy that heats and accelerates the solar corona and solar wind.

• Determine the structure and dynamics of the plasma and magnetic fields at the sources of the solar wind.

• Explore mechanisms that accelerate and transport energetic particles.

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017 – FY 2020 

• Deliver the final versions of flight software, flight thermal protection system, and flight solar arrays in FY 2017.

• Complete integration and testing and ship to Cape Canaveral launch site in FY 2018.

• Launch in FY 2018.

• Commence prime mission in FY 2019.

PARTNER OVERVIEW 

• NASA Center(s): GSFC, JPL - FFRDC

• Federal Agencies: Naval Research Laboratory (NRL)

• International: N/A

• Academia: Applied Physics Laboratory, Smithsonian Astrophysical Observatory, University of California-Berkeley

• Industry: Ball Aerospace, Lockheed Martin, Southwest Research Institute

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SOLAR ORBITER 

COLLABORATION (SOC) 

PROGRAM WEBSITE - https://science.nasa.gov/missions/solar-orbiter

SHORT DESCRIPTION

The NASA and ESA SOC mission will provide measurements that 

will give NASA better insight on the evolution of sunspots, active 

regions, coronal holes, and other solar features and phenomena.

The instruments will explore the near-Sun environment to improve 

our understanding of the origins of the solar wind streams and the 

heliospheric magnetic field; the sources, acceleration mechanisms, 

and transport processes of solar energetic particles; and the evolution 

of coronal mass ejections (CMEs) in the inner heliosphere. To achieve 

these objectives, SOC will make in situ measurements of the solar wind 

plasma, fields, waves, and energetic particles. SOC will also make 

imaging/spectroscopic observations. SOC will provide close-up views 

of the Sun’s polar regions and far side. SOC will tune its orbit to the 

direction of the Sun’s rotation to allow the spacecraft to observe one 

specific area for much longer than is currently possible. 

ESA provides the spacecraft and operations, the ESA member states provide the majority of the instruments, and NASA 

provides the launch vehicle and two science investigations/instruments: the Solar Orbiter Heliospheric Imager (SoloHI) and the

Heavy Ion Sensor (HIS). In return for its contributions, NASA will have access to the entire science mission data set. 

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017 – FY 2020

• Deliver flight models of both the NASA-provided science instruments (SoloHI and HIS) to ESA in FY 2017.

• Launch from Kennedy Space Center in FY 2019 and begin its prime mission.

PARTNER OVERVIEW 

• NASA Center(s): GSFC

• Federal Agencies: Naval Research Laboratory

• International: European Space Agency

• Academia: N/A

• Industry: Southwest Research Institute

HELIOPHYSICS PROGRAMS

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MAGNEOTSPHERIC MULTISCALE 

MISSION (MMS)

PROGRAM WEBSITE - https://mms.gsfc.nasa.gov/index.html

SHORT DESCRIPTION

MMS relies on four identical spacecraft, each with a set of 11 

instruments consisting of 25 sensors. The four spacecraft fly in an 

adjustable, pyramid formation that enables them to observe the 

3-dimensional structure of magnetic reconnection as they skim the 

magnetopause boundary and magnetotail. Four spacecraft give MMS

the necessary perspectives to fully resolve this poorly understood, 

fundamental process, which not only connects and disconnects Earth 

and Sun, explosively releasing energy, but is also a major source of 

space weather. 

HIGHLIGHTS OF KEY ACHIEVEMENTS 

PLANNED FOR FY 2017 – FY 2020

MMS consists of four spacecraft in specified formation in elliptical Earth orbit. The mission has conducted a near-Earth phase 

for measuring magnetic reconnection at the sun-facing side of the magnetosphere, and will in the upcoming period raise 

maximum Earth distance to reach into the magnetic reconnection region in the magnetotail. It specifically focuses on the 

behavior of electrons during reconnection. During the second phase it will also obtain high-resolution measurements of the 

solar wind.

PARTNER OVERVIEW 

• NASA Center(s): GSFC

• Federal Agencies: N/A

• International: Japanese Aerospace Exploration Agency, Austrian Academy of Science, École Polytechnique, Centre 

d’Etude Spatiale des Rayonnements, Swedish National Space Board

• Academia: University of New Hampshire, Johns Hopkins University, The Aerospace Corporation, Rice University, 

University of Iowa, University of Colorado, University of California

• Industry: Southwest Research Institute, Lockheed Martin

HELIOPHYSICS PROGRAMS

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VOYAGER INTERSTELLAR 

MISSION

PROGRAM WEBSITE - http://voyager.jpl.nasa.gov

SHORT DESCRIPTION

The Voyager Interstellar Mission explores the interaction of the outer 

reaches of the solar wind with the winds from other stars, the interstellar 

medium (LISM). Of the two spacecraft, Voyager 1 is the farthest away, 

at more than 13 billion miles (20 billion km), and since 2012 explores 

the interstellar medium directly. Voyager 2, which has visited all four 

solar system gas giants, Jupiter, Saturn, Uranus and Neptune, is the 

longest continuously operating spacecraft, is still immersed in the outer 

reaches of the solar wind. Both provide unique observations on their 

way outward of the unexplored space environment at record-setting 

distances.

HIGHLIGHTS OF KEY ACHIEVEMENTS 

PLANNED FOR FY 2017 – FY 2020

Voyager 2 may cross the Heliopause in this time frame. The Heliopause location likely fluctuates in response to the solar wind. 

It forms the most critical barrier that shields the Earth and other planets from high fluxes of cosmic rays. Voyager 2 will then 

start exploring interstellar space in tandem with Voyager 1. Both will continue detecting large-scale disturbances from the sun 

and help understanding of physical processes at the vast region that separates solar material from that of other stars.

PARTNER OVERVIEW 

• NASA Center(s): JPL, GSFC

• Federal Agencies: N/A

• International: N/A

• Academia: Caltech, University Iowa, Johns Hopkins University

• Industry: N/A

HELIOPHYSICS PROGRAMS

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HELIOPHYSICS EXPLORER PROGRAM 

PROGRAM WEBSITE - http://explorers.gsfc.nasa.gov/

SHORT DESCRIPTION

The Heliophysics Explorer Program provides frequent flight opportunities for world-class 

scientific investigations on focused and timely science topics. Explorers use a suite of smaller, 

fully competed missions that address these topics to complement the science of strategic 

missions of the other Heliophysics mission lines – the Living With Star and Solar Terrestrial 

Probes programs. Competitive selections ensure accomplishment of the most current and best 

science. 

The Explorers Program provides several classes (Medium Explorers-MIDEX and Small 

Explorers-SMEX) of flight opportunities to accomplish the goals of the science program. The 

2011 NASA AO introduced a new class of flight opportunity, the Explorers (EX) missions, in 

response to the currently available expendable launch vehicles. EX missions fall between the 

SMEX and MIDEX class missions. The Explorer Program enables NASA to increase the number 

of flight opportunities in response to recommendations from the scientific community. Awarded 

missions utilize one of the several, lower-cost expendable launch vehicles available through 

NASA’s Launch Services Program. 

Explorer Missions of Opportunity (MO) are smaller investigations, typically an instrument, 

characterized as being part of a host space mission, sub-orbital flight, small complete 

missions, and new science investigations using existing spacecraft or ISS-attached payloads.

Currently, one Explorer mission, the Ionospheric Connections Explorer (ICON), and one Mission 

of Opportunity, Global-scale Observations of Limb and Disk (GOLD), are in implementation. 

ICON is a single spacecraft mission dedicated to understanding neutral-ion coupling in the 

Earth’s low-latitude upper atmosphere, also known as the thermosphere, and ionosphere. It will 

resolve both long-standing and newly emerging questions about the mechanisms that control 

the daily development of plasma in Earth’s space environment.

The GOLD investigation will perform unprecedented imaging of the Earth’s thermosphere and ionosphere from geostationary orbit. It is 

pioneering a new pathway for NASA Science Mission Directorate, as it will be the first hosted NASA science payload on a commercial 

satellite. GOLD will answer fundamental scientific questions about how the thermosphere/ionosphere system responds to geomagnetic 

storms, solar radiation, and upward propagating waves and tides.

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017 – FY 2020

• Select Small Explorer mission concepts for competitive Phase A study in FY 2017.

• Complete ICON integration and test activities in FY2017.

• Launch ICON in early FY 2018.

• Launch GOLD in FY 2018.

PARTNER OVERVIEW 

• NASA Center(s): GSFC

• Federal Agencies: Naval Research Laboratory (ICON)

• International: University of Liège

• Academia: University of California-Berkeley (ICON), University of Central Florida (GOLD), University of Colorado/

Laboratory for Atmospheric and Space Physics (GOLD), University of Texas-Dallas (ICON)

• Industry: Orbital-ATK (ICON), SES Government Solutions (GOLD)

HELIOPHYSICS PROGRAMS

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GEOSTATIONARY OPERATIONAL 

ENVIRONMENTAL SATELLITE-R 

(GOES-R) SERIES

PROGRAM WEBSITE - http://www.goes-r.gov/

SHORT DESCRIPTION

The Geostationary Operational Environment Satellite-R (GOES-R) series 

(GOES-R, S, T, and U) is the next generation of National Oceanic and 

Atmospheric Administration (NOAA) geostationary satellites that will 

provide a major improvement in the quality, quantity and timeliness of 

data collected. GOES-R series will provide improved detection and 

observations of meteorological and solar phenomena that directly 

impact public safety, protection of property and economic health and 

development. 

GOES-R will leverage its advanced spacecraft and instrument 

technology to support expanded detection of environmental 

phenomena, resulting in more timely and accurate weather forecasts 

and warnings; provide continuous imagery and atmospheric 

measurements of Earth’s Western Hemisphere and space weather 

monitoring; and function as the primary tool for the detection and tracking of hurricanes and severe weather. The GOES-R 

series will continue the two-satellite system implemented by the current GOES series. The GOES-R series operational lifetime 

extends through December 2036.

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017 – FY 2020 

• Launch GOES-R and complete 6-month on-orbit checkout period in FY 2017.

• Launch GOES-S in FY 2018 and complete 6-month on-orbit checkout period in FY 2019.

• Launch GOES-T in FY 2019 and complete on-orbit checkout period in FY 2020.

PARTNER OVERVIEW

• NASA Center(s): GSFC

• Federal Agencies: National Oceanic and Atmospheric Administration

• International: N/A

• Academia: N/A

• Industry: N/A

JOINT AGENCY SATELLITE DIVISION MISSIONS

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JOINT POLAR SATELLITE SYSTEM 

(JPSS)

PROGRAM WEBSITE - https://jointmission.gsfc.nasa.gov/jpss.html

SHORT DESCRIPTION

The Joint Polar Satellite System (JPSS) is the next generation of 

National Oceanic and Atmospheric Administration (NOAA) polar 

orbiting environmental monitoring satellites and represents significant 

technological and scientific advancements in severe weather prediction 

and environmental monitoring. The JPSS mission will increase the 

accuracy and reliability of weather forecasting capabilities especially 

for severe weather and tropical cyclones, improve use of polar-orbiting 

satellite data for ocean and coastal applications, and continue and 

enhance our long-term environmental data sets to facilitate long term 

climate monitoring and prediction. 

JPSS is set to deploy and operate through FY 2038. It consists of five 

satellites: the Suomi National Polar-orbiting Partnership (Suomi NPP), 

which launched in 2011, JPSS-1, JPSS-2, JPSS-3 and JPSS-4. The 

JPSS-1 satellite is currently in its environmental test phase. 

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017 – FY 2020

• Launch JPSS-1 from Vandenberg Air Force Base in FY 2017.

• Complete JPSS-1 nominal 90 day on-orbit checkout period in FY 2017.

• Complete JPSS-2 Mission Preliminary Design Review in FY 2017.

• Complete Key Decision Point C and establish Agency Baseline Commitment in FY 2017 for JPSS-3/4 Polar Follow-on 

(PFO).

PARTNER OVERVIEW 

• NASA Center(s): GSFC

• Federal Agencies: National Oceanic and Atmospheric Administration

• International: N/A

• Academia: N/A

• Industry: N/A

JOINT AGENCY SATELLITE DIVISION MISSIONS

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SUBORBITAL RESEARCH PROGRAM

PROGRAM WEBSITE - http://www.nasa.gov/centers/wallops/home

PROGRAM WEBSITE - https://airbornescience.nasa.gov

 

SHORT DESCRIPTION

The Suborbital Research Program (SRP) enables fundamental scientific, technological, and educational investigations, and 

is characterized by frequent flight opportunities utilizing aircraft, balloons, sounding rockets, cubesats, suborbital reusable 

launch vehicles, and small International Space Station (ISS) payloads. These platforms support a wide variety of scientific 

objectives related to Earth science, heliophysics, planetary science, and astrophysics. Suborbital platforms can often provide

data on much finer spatial and temporal scales than those achievable by on-orbit instruments, and they enable in situ

measurements and active experiments that require waiting for appropriate geophysical conditions. The Suborbital research 

program enables: 

• Cutting edge Earth and Space science

• Developing space technologies to enable new missions

• Promoting STEM and inspiring students through hands-on student training missions 

The Program seeks to provide safe, low-cost, access to near space through a commitment to developing enabling 

technologies that are intended to extend the performance capabilities of the research carriers to support investigation 

requirements, as well as increase the Technology Readiness Level (TRL) of science instruments. The Program will also provide 

opportunities to train the next generation of scientists and engineers, and to promote science, technology, engineering and 

mathematics (STEM) through providing hands-on educational training activities.

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017 – FY 2020 

• Sounding Rockets will launch 15-20 investigations each year.

• Balloons will launch 10-16 investigations each year.

• Aircrafts will fly 2000-4000 investigation flight hours each year.

• Special projects will launch 1-2 investigations each year.

PARTNER OVERVIEW

• NASA Center(s): GSFC, ARC, GRC, JSC, LaRC 

• Federal Agencies: Multiple

• International: N/A

• Academia: Multiple

• Industry: Multiple

DIRECTORATE-WIDE PROGRAMS

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TECHNOLOGY DEVELOPMENT

PROGRAM WEBSITE - https://science.nasa.gov/technology

PROGRAM WEBSITE - https://techport.nasa.gov

SHORT DESCRIPTION

Each of the four SMD science divisions develop fundamental science questions upon which to base future research and 

mission programs. Often the breakthrough science required to answer these questions requires significant technological 

innovation—e.g., instruments or platforms with capabilities beyond the current state of the art. SMD’s targeted technology 

investments fill technology gaps, enabling NASA to build the challenging and complex missions that accomplish 

groundbreaking science. The Directorate works to ensure that NASA actively identifies and invests in the right technologies at

the right time to enable the Agency’s science program. SMD technology development is part of a comprehensive Agency-wide 

strategy that involves coordination with the NASA Chief Technologist and other Agency mission directorates. This coordination

helps ensure that crosscutting technology development needs are identified across the Agency and that there is optimal return 

on investments to fulfill those needs. SMD accomplishes technology development through technology programs established in 

each of its four science divisions. 

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017 – FY 2020

• Complete joint SMD/STMD study on Small Satellites.

• Develop new opportunity to mature SMD technologies through the STMD Technology Demonstration Missions Program.

• Infuse and develop technologies in new missions.

• Support a Small Spacecraft Framework for the Future.

PARTNER OVERVIEW 

• NASA Center(s): JPL - FFRDC, GRC, LaRC, MSFC, JSC, GSFC, KSC, ARC, Wallops Flight Facility (WFF)

• Federal Agencies: N/A

• International: N/A

• Academia: Many partners

• Industry: Many partners

DIRECTORATE-WIDE PROGRAMS

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SCIENCE STEM ACTIVATION

PROGRAM WEBSITE - https://science.nasa.gov/learners

SHORT DESCRIPTION

Since 2013, SMD has undergone a significant restructuring of science education-related activities. SMD no longer supports 

mission-by-mission education efforts but has aggregated towards meeting the needs of learners by offering science conceptbased content consistent with how science is offered in the Nation’s learning environments. SMD’s vision for science 

education-related activities is: 

To share the story, the science, and the adventure of NASA’s scientific explorations of our home planet, the solar system, and 

the universe beyond, through stimulating and informative activities and experiences created by experts, delivered effectively 

and efficiently to learners of many backgrounds via proven conduits, thus providing a return on the public’s investment in 

NASA’s scientific research.

The desired outcome of the restructuring is to increase the overall coherence of our efforts leading to more effective, 

sustainable, and efficient utilization of SMD science discoveries and learning experiences and to meet overall SMD science 

education objectives. Fundamental to achieving this outcome is to enable NASA scientists and engineers to engage more 

effectively and efficiently in the learning environment with learners of all ages. Last September, SMD announced the selection 

of 27 institutions to receive cooperative agreements for up to ten years. 

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017 – FY 2020

• Dissemination of content through cooperative agreement awardees to meet desired outcome.

• 2017 Total Solar Eclipse learning objectives.

• Bi-annual Learner survey to track metrics.

• Annual external evaluation.

PARTNER OVERVIEW

• NASA Center(s): ARC, GSFC, JSC, LaRC, MSFC, JPL - FFRDC, 

• Federal Agencies: USGS

• International: N/A

• Academia: Numerous

THE FULL LISTING CAN BE FOUND AT - http://www.nasa.gov/press-release/nasa-selects-science-education-partners-for-stem-agreements

• Industry: N/A

DIRECTORATE-WIDE PROGRAMS

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The Space Technology research and development portfolio supports the entire range of technology maturation levels including 

early stage conceptual studies that focus on discovering new concepts and technologies, rapid competitive development and 

ground-based testing to determine feasibility, and flight demonstrations in relevant environments. This includes technologies 

that advance the U.S. space industry, other government agencies, NASA’s future science missions, and human spaceflight 

endeavors beyond low-Earth orbit. To advance these critical technologies, NASA sources technology from the entire pool of 

potential technology suppliers: industry, academia, small businesses, other government agencies, individual entrepreneurs, 

and NASA centers. In addition, Space Technology utilizes public – private partnerships to leverage NASA resources, facilities 

and expertise to spur innovation and increase collaboration with the U.S. aerospace industry. These technologies progress 

through the technology pipeline supported by the portfolios and programs described below: Early Stage Portfolio, Commercial 

Partnerships Portfolio, Small Spacecraft Technology, Game Changing Development and Technology Demonstration Missions. 

The Agency looks to Space Technology to enable future missions. To that end, Space Technology targets investments in 

technology thrust areas, key to future NASA missions and enhance national space capabilities. These enabling technology 

thrusts are space power and propulsion; life support and resource utilization; entry, descent, and landing; autonomy and 

space robotic systems; high bandwidth communications, deep-space navigation, and avionics; lightweight structures 

and manufacturing; and space observatory systems. Significant advances are required in these areas to enable more 

capable, affordable and reliable science and human exploration missions. By engaging the brightest minds on the toughest 

technological challenges, NASA spurs innovation throughout the aerospace enterprise.

In 2017, Space Technology will conduct a number of in-space demonstrations of technology including an integrated Green 

Propellant propulsion system, to demonstrate a higher performing, safe alternative to highly toxic hydrazine and a Deep Space 

Atomic Clock to improve navigational accuracy for deep space and improve gravity science measurements. In addition, 

three small spacecraft missions will launch in first quarter of FY 2017 demonstrating laser communications, formation flight, 

autonomous rendezvous, and docking in orbit, as well as radio frequency communications.

HIGHLIGHTS OF KEY ACHIEVEMENTS FOR FY 2016

• Manufactured and tested Solar Electric Propulsion thrusters and power processing unit and finalized advanced solar array 

design. Once proven, high-powered Solar Electric Propulsion can efficiently propel NASA’s future robotic science and 

human exploration missions beyond the Earth and into deep space.

• Completed Green Propellant Infusion Mission spacecraft integration and testing for 2017 launch to demonstrate nontoxic propellant propulsion with the goal to provide an alternative to highly corrosive and highly toxic hydrazine propellant.

• Demonstrated ground modem optical communications for Laser Communication Relay Demonstration with MIT Lincoln 

Labs, and delivered an engineering model of the space switching unit to MIT Lincoln Labs. This project aims to prove 

optical communications technology in a near-Earth operational setting, providing data rates up to 100-times faster than 

today’s radio frequency based communication systems.

• Delivered Deep Space Optical Communications photon counting camera to enhance NASA’s deep-space 

telecommunications by 10 times without increasing mass, power, volume and/or spectrum use. 

• Delivered a wax-based Phase Change Material Heat Exchanger to the International Space Station, to assess the 

performance of phase change heat exchangers in a micro-gravity environment for potential use on Orion.

• Delivered 16 small satellites through the Small Spacecraft Technology program and successfully completed two in-space 

demonstration missions and one suborbital flight. 

• Awarded nearly one million dollars in prize funding in FY 2016 through the Centennial Challenges Program, including 

$750,000 to West Virginia University for developing a robot that located and retrieved samples without human control or 

use of terrestrial navigation aids.

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TECHNOLOGY DEMONSTRATION MISSIONS 

PROGRAM WEBSITE - https://www.nasa.gov/mission_pages/tdm/main/ 

SHORT DESCRIPTION

Space Technology conducts Technology Demonstration Missions to bridge the gap between early developments and mission 

infusion by demonstrating technology in a relevant operational environment. Ground-based and atmospheric demonstrations 

are used to mature new technologies to the point of a high-fidelity prototype. This program validates these prototypes in space 

to prove mission readiness. The current portfolio includes:

• Green Propellant Infusion Mission: Spaceflight demonstration of high-performance “green” propellant-based propulsion 

systems. The GPIM propulsion system utilizes AFM-315E, a non-toxic replacement for hydrazine that delivers a 40% 

improvement in volumetric impulse while reducing spacecraft propellant system processing and fueling costs by at least 

50%. 

• Deep Space Atomic Clock: Spaceflight of hosted demo of a small, low-mass atomic clock with unprecedented navigation 

accuracy in an on-board system for deep space navigation and timing, only drifting one second every 10,000,000 years. 

• Restore-L: In Space demonstration of robotic satellite servicing including rendezvous with, inspecting and performing 

autonomous capture of client satellite to refuel, relocate, release, and safely depart from client satellite enabling on-orbit 

satellite life extension.

• Solar Electric Propulsion: Spaceflight demonstration of a 50 kW-class solar electric propulsion system, advancing 

electric thruster, power processor, and solar array technologies critical to the Asteroid Redirect Mission and ultimately 

the transportation system for human exploration to Mars. These technologies also have high interest from the commercial 

spacecraft market. The thrusters will operate at ~2.5 times the power level of the highest powered electric thrusters now 

in use. The advanced solar arrays are 2 times lighter and use 4 times less stowed volume for the amount of electricity 

produced than commercially available arrays, and can withstand 4 times more radiation exposure.

• Laser Communications Relay Demonstration: Two-year flight demonstration to advance optical communication

technology for infusion into near-Earth operational systems. The outcome of this demonstration will benefit both commercial 

and government users by validating utility of optical communications technology in an operational setting, providing data 

rates up to 100-times faster than today’s radio frequency-based communication systems.

• Mars 2020 Technologies: Mars Oxygen ISRU Experiment (MOXIE): Demonstrate small-scale in situ resource utilization 

technologies to enable oxygen production from the Martian atmosphere for propellant and human consumption on future 

exploration missions. Terrain Relative Navigation: Demonstrate on-board map relative position estimation and hazard 

avoidance during entry descent and landing operations. Both planned for development and demonstration in flight on 

SMD’s Mars 2020 mission.

• In-space Robotic Manufacturing and Assembly: Launch-shroud size, lift capacity, and launch loads/environments 

limit the size and capabilities of systems pre-assembled on the ground and deployed using a single launch. With Orbital 

ATK, Made in Space and Space Systems Loral, NASA will develop and demonstrate technologies required to assemble, 

aggregate, and manufacture large and/or complex systems in space utilizing robotics technology. This disruptive 

capability could transform the traditional spacecraft-manufacturing model by enabling in-space creation of large 

spacecraft systems. 

• Deep Space Optical Communication: Spaceflight demonstration of improved high-rate optical downlink from deepspace resulting in order-of-magnitude improved data-rate performance to state-of-art telecommunications systems. These 

technologies are considered essential for future human missions to Mars and have a wide range of applicable planetary 

science missions including those to Mars and Jovian systems.

PROGRAMS

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HIGHLIGHTS OF KEY 

ACHIEVEMENTS PLANNED FOR 

FY 2017 – FY 2020

• Launch and conduct demonstration mission of 

Green Propellant Infusion Mission and Deep 

Space Atomic Clock (FY 2017).

• Conduct critical design review, and deliver flight 

modems and Space Switching Unit as well as 

launch aboard STP-3 for space demonstration of 

laser communications.

• Develop and deliver electric propulsion system 

hardware in FY 2019 delivery for demonstration on 

Asteroid Redirect Robotic Mission.

• Develop and deliver MOXIE and TRN hardware to 

support Mars 2020.

• Develop Restore-L mission hardware and 

integrate, test and launch.

PARTNER OVERVIEW

• NASA Centers: Marshall Space Flight Center, Goddard Space Flight Center, Jet Propulsion Laboratory (JPL) – Federally 

Funded Research and Development Center (FFRDC), Langley Research Center, Glenn Research Center, Kennedy Space 

Center, Ames Research Center, Johnson Space Center

• Federal Agencies: United States Air Force, Defense Advanced Research Projects Agency, United States Geological 

Survey 

• International: French Space Agency (CNES)

• Academia: California Institute of Technology, University of Colorado, MIT; Ohio Aerospace Institute 

• Industry: Approximately 20 companies including Ball Aerospace, Aerojet Rocketdyne, Space Systems Loral, Surrey, 

Moog Broad Reach, Made in Space; ILC-Dover; Boeing; Lockheed-Martin, Northrop Grumman, Sierra Lobo Inc.; 

Orbital ATK; Deployable Space Systems

PROGRAMS

TECHNOLOGY DEMONSTRATION MISSIONS

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GAME CHANGING DEVELOPMENT

PROGRAM WEBSITE - http://www.nasa.gov/directorates/spacetech/game_changing_development/index.html

SHORT DESCRIPTION

Game Changing Development (GCD) aims to advance exploratory concepts and deliver infusion-ready technology solutions 

that enable new capabilities or radically alter current approaches. The program focuses on high-reward technologies and 

targets rapid maturation of technologies to be infused into NASA missions and advance commercial technologies and markets. 

Game Changing supports between 25-35 projects annually aligned with the Space Technology Thrust areas. Each project is 

given two to three years to advance technology with annual progress reviews. Current areas of emphasis include: 

• Entry, Descent and Landing: Enable more capable future robotic and exploration missions to land on various bodies 

such as the Mars, moons, and asteroids. Robust and highly reliable solutions are essential to increase landed mass and 

enable precision landings. (Investments include: Entry Systems Modeling, Propulsive Descent Technologies, Thermal 

Protection Systems Materials)

• Space Power and Propulsion: Create improvements in power generation and energy storage for more capable science 

and human exploration missions, emphasizing thrust levels, specific power, and alternatives to traditional chemical 

propulsion systems for deep space exploration spacecraft systems. (Investments include: Advanced batteries, extreme 

environment solar power, nuclear thermal propulsion, and surface nuclear power systems) 

• Autonomy and Space Robotic Systems: Enhance the efficacy of operations, and improve the ability to manipulate assets 

and resources through development of autonomous systems and advanced robotics. Through the use of remote and in 

situ sensors, machine learning and intelligent robotics, we are able to reduce human dependency, thereby expanding our 

reach in space. (Investments include: IBM Watson Collaboration, Crew Assistant Technology, Rover Technologies)

• High Bandwidth Communications, Deep Space Navigation and Avionics: Substantially increase the available 

bandwidth and data rates for near earth and deep space and assure data delivery through a robust interconnected space 

communications network. Within Navigation, increase capability for science and exploration missions to utilize advanced 

atomic clocks, x-ray detectors, and fast optical light gyroscopes for increased accuracy in deep space navigation. 

(Investments include: deep space navigation and High Performance Spaceflight Computing)

• Advanced Life Support and Resource Utilization Human exploration missions beyond low earth orbit requires highly 

reliable technologies that minimize resupply requirements and increase independence from earth. NASA is working toward 

closed loop life support systems, atmospheric capture and conversion for breathable air, recovery of water and volatiles 

from surface regolith on the Moon, Mars, and asteroids for production of water, oxygen, and propellant. (Investments 

include: Next Generation Life Support, Advanced Radiation Protection, Advanced Environmental Control and Life Support 

System)

• Space Observatory Systems: Enable advances in sensor and detector technologies to increase observation capabilities 

for greater science. (Investments include: Coronagraph Technology Development)

• Lightweight Structures and Manufacturing: Reduction of launch flight vehicle structural mass, as well as reduction 

in mass required for entry decent and landing and habitation systems by using innovative concepts and advanced 

manufacturing solutions to reduce cost and risk. (Investments include: Ultra Lightweight Deployable Boom, Near Net 

Shape Technologies, Bulk Metallic Glass, Automated Reconfigurable Mission Adaptive Digital Assembly Systems)

PROGRAMS

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HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017 – FY 2018

Accomplishments below are expected or planned within the FY 2017-FY 2018 timeframe. Game Changing Development makes 

fixed duration investments of 2-3 years with new or follow-on work prioritized based on technical progress and stakeholder 

needs. 

• Deliver Station Explorer for X-ray Timing and Navigation Technology (SEXTANT) unit to integrate with the Neutron star 

Interior Composition Explorer (NICER) hardware for its mission on the International Space Station in FY2017. The goal of 

the NICER/SEXTANT mission will be to investigate pulsars and demonstrate real-time, autonomous spacecraft navigation 

using pulsars as beacons. 

• Complete assessment study of 1kg of 90% purified Tungsten, and validate feasibility for a ground-based Nuclear Thermal 

Propulsion (NTP) demonstration.

• Award contracts for High Performance Spaceflight Computing development to bring greater processing power at 

significantly reduced power use over existing radiation-hardened processors. 

• Deliver engineering hardware for Mars 2020 including: MEDLI-2 atmospheric entry sensors on the heat shield, Mars 

Environmental Dynamics Analyzer sensors that will provide measurements of temperature, wind speed and direction, 

pressure, relative humidity and dust on Mars.

• Complete flight verification on the International Space Station and complete on-orbit commissioning of Astrobee free flyer 

robots. 

• Complete full-scale additive construction to demonstrate a mass construction material print head in partnership with Army 

Corps of Engineers.

• Deliver solar cell/solar array design concept technologies for space power applications in high radiation and for 

environments with limited concentrated sunlight.

PARTNER OVERVIEW

• NASA Centers: All

• Federal Government: National Science Foundation; U.S. Army Corps of Engineers; US Forestry Service; Department of 

Defense; Department of Energy 

• International: Centro de Astrobiologia, Instituto Nacional de Tecnica Aeroespacial, Spain; Tel-Aviv University 

• Academia: More than 50 Academic Institutions

• Industry: More than 85 companies 

PROGRAMS

GAME CHANGING DEVELOPMENT

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SMALL SPACECRAFT TECHNOLOGY

PROGRAM WEBSITE - http://www.nasa.gov/directorates/spacetech/small_spacecraft/index.html#.VQb6QkjJzyE

SHORT DESCRIPTION

Small Spacecraft Technology develops and demonstrates new capabilities employing the unique features of small spacecraft 

for NASA’s missions in science, exploration, and space operations. Small Spacecraft are most often delivered to space using a 

rideshare approach, where the spacecraft uses launch vehicle capacity that would otherwise go unused by a primary payload. 

Collectively, the projects demonstrate technologies to enable NASA missions and commercial applications at much lower cost.

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017 – FY 2018

• Space Technology expects to have three small spacecraft missions launching in first quarter of FY 2017 to demonstrate: 

laser communications, formation flight and autonomous rendezvous and docking in orbit, and a radio frequency 

communication system that dramatically boosts the amount of data that a small satellite can transmit. An additional six new 

missions are planned for 2017-18.

PARTNER OVERVIEW

• NASA Centers: Ames Research Center, Goddard Space Flight Center, Marshall Space Flight Center, Glenn Research 

Center, Langley Research Center, Johnson Space Center, Jet Propulsion Laboratory (JPL) – Federally Funded Research 

and Development Center (FFRDC), Kennedy Space Center

• Federal Agencies: Air Force Research Laboratory

• Academia: Approximately 35 Academic Institutions

• Industry: Busek, Exoterra, Nexolve, Fibertek, Northrop Grumman Corporation,,Applied Defense Solutions; Tyvak 

Nano-Satellite System Inc., Blue Canyon Technologies, Aerojet Rocketdyne, Inc, Tethers Unlimited, Pumpkin, Inc.; The 

Aerospace Corporation

PROGRAMS

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EARLY STAGE PORTFOLIO

SHORT DESCRIPTION

Space Technology invests in early stage space technology research and development sourced from academia, industry, 

entrepreneurs and from the NASA workforce to bring pioneering approaches to the Agency’s difficult and far reaching 

challenges. While the National Research Council recommends 10%, the early stage portfolio currently represents roughly 

8% of the STMD budget. NASA Centers are engaged in these efforts through the Center Innovation Fund and serve as 

collaborators to research grant recipients and NIAC awardees. STMD’s early-stage portfolio maintained 333 activities in FY 

2016, with nearly all focused within the Space Technology thrust areas. Within this portfolio are the following programs: 

• NASA Innovative Advanced Concepts: Pushes the boundaries of what is currently possible, engaging visionary 

innovators to explore radical concepts and redefine the future of aerospace. NIAC issues both Phase I and continuation 

Phase II solicitations annually, open to NASA Centers, other government agencies, universities, industry, and individual 

entrepreneurs. In FY 2016, NIAC made 13 Phase I and 8 Phase II awards across industry, academia, and NASA Centers, 

while completing 15 2015 Phase I studies and 5 2014 Phase II studies. NIAC innovations have generated follow-on efforts 

by NASA and external stakeholders valued at more than $200 million dollars. 

WEBSITE - http://www.nasa.gov/directorates/spacetech/niac/index.html#.VQb6I0jJzyE

• Space Technology Research Grants: Challenges academia, from graduate students to senior faculty, to examine the 

theoretical feasibility of ideas and approaches that are critical to making science, space travel, and exploration more 

effective, affordable, and sustainable. Program issues awards annually for graduate student fellowships, and grants to 

Early Career Faculty and Early Stage Innovations. In FY16, Space Technology Research Grants awarded 58 fellowships, 

15 Early Stage Innovations grants and 8 Early Career Faculty grants. Since inception, the program has funded research at 

98 universities across 42 states with a total of 438 grants. Graduated fellowship recipients are now employed in industry, 

academia, and the government, including NASA Centers, and developed technologies have successfully transitioned to 

other projects, both internal and external to the Agency. 

WEBSITE - http://www.nasa.gov/directorates/spacetech/strg/index.html#.VQb6T0jJzyE

• Center Innovation Fund: Seeds technology to transform future missions by stimulating innovation at all NASA Centers. 

Annual awards are made to innovative proposals with credible potential to impact scientific, exploration, and aeronautical 

missions. Partnerships with academia, private industry, individual innovators, as well as other NASA Centers and 

Government agencies are encouraged. 

WEBSITE - http://www.nasa.gov/directorates/spacetech/innovation_fund/index.html#.VQb6gUjJzyE

HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017 – FY 2020 

• STMD will select its first two Space Technology Research Institutes, as part of a new early stage initiative. Each institute 

will provide up to 5 years for university-led, sustained, multi-disciplinary space technology research focused in strategic 

areas for transformative impact to future NASA science and exploration. The first two STRI topics will be Bio-Manufacturing 

for Deep Space Exploration and Computationally Accelerated Materials Development for Ultra High Strength Lightweight 

Structures.

PARTNER OVERVIEW

• NASA Centers: ALL 

• Federal Agencies: Department of Homeland Security; National Institute of Standards and Technology; Edgewood 

Chemical and Biological Center; National Center for Physical Acoustics; National Renewable Energy Lab, Sandia National 

Laboratories, Lawrence Livermore National Laboratory 

• International: Finnish Meteorological Institute

• Academia: More than 85 academic institutions involved in FY16

• Industry: Approximately 15-20 in each year’s portfolio

PROGRAMS

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COMMERCIAL PARTNERSHIPS PORTFOLIO

SHORT DESCRIPTION

The Commercial Partnerships Portfolio engages both traditional and non-traditional partners in the established and emerging 

aerospace markets, small businesses, private citizens, and economic regions to leverage common interests and increase 

collaboration to address NASA needs and to grow an innovation economy. The portfolio includes Centennial Challenges, Flight 

Opportunities, Region Economic Development, and Small Business Innovative Research and Small Business Technology 

Transfer (SBIR/STTR). 

• SBIR/STTR: Enables small businesses to deliver technological innovation that promotes economic growth for the benefit 

of NASA, industry, and society in accordance with the SBIR/STTR Reauthorization Act of 2011 (Public Law 112-81). 

WEBSITE - http://www.nasa.gov/directorates/spacetech/sbir_sttr/index.html

• Flight Opportunities: Advances the operational readiness of innovative space technologies while stimulating the 

development and utilization of the U.S. commercial spaceflight industry, particularly for the suborbital and small 

launch vehicle markets. Since its initiation in 2010, the program has provided affordable access to relevant space-like 

environments for over 100 payloads across a variety of flight platforms. 

WEBSITE - http://www.nasa.gov/directorates/spacetech/flightopportunities

• Centennial Challenges: Engages the public in the process of advanced technology development. The program offers 

incentive prizes to generate revolutionary solutions to problems of interest to NASA and the nation. The program seeks 

innovations from diverse and non-traditional sources. Competitors are not supported by government funding and awards 

are only made to successful teams when the challenges are met. 

WEBSITE - http://www.nasa.gov/directorates/spacetech/centennial_challenges/index.html

• Regional Economic Development: Accelerates innovation and commercialization through focused technology 

collaborations between NASA and multiple public, private, commercial, and economic development entities within 

strategic geographic regions of interest. For example, Space Technology is collaborating with the Black Chamber of 

Commerce in Detroit, to accelerate technology commercialization and strength the supply chains of interest to both NASA 

and the auto industry such as lightweight and high performance materials, fuel cells, and power storage. 

WEBSITE - http://www.nasa.gov/directorates/spacetech/regional_economic_development 

• Technology Transfer: Shares the Agency’s technology with industry, academia and other government agencies, making 

it simpler and faster for end users to access the benefits of the Nation’s investment in aerospace research. New initiatives 

included Startup NASA, which provides favorable terms and assistance to new enterprises that form to commercialize 

NASA technology and the Gift to the Public Domain, which allocated several dozen patents for unencumbered public 

use. NASA also conducted a business plan competition designed to create startup companies, training them in 

entrepreneurship and then connecting them to venture capital. 

WEBSITE - http://www.nasa.gov/offices/oct/techtransfer

PROGRAMS

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HIGHLIGHTS OF KEY ACHIEVEMENTS PLANNED FOR FY 2017 – FY 2020 

• Host the final ground tournament for the Cube Quest Centennial Challenge (total prize purse of $5.05M). The purpose of 

this challenge is to design, build, and launch flight-qualified, small satellites capable of advanced operations near and 

beyond the moon, and to demonstrate communications and propulsion technologies. The top three teams will have the 

opportunity to launch their satellites on NASA’s Space Launch System. 

• Execute phases 2 and 3 of the 3-D Printed Habitat Centennial Challenge to advance autonomous, additive construction 

technology to create sustainable housing on Earth and beyond. The total prize purse for this challenge is $2.54M.

• Develop the suborbital and small launch vehicle market in addition to maturing technologies for future space missions.

PARTNER OVERVIEW

• NASA Centers: Centennial Challenges-Marshall Spaceflight Center; Flight Opportunities-Armstrong Flight Research 

Center; SBIR/STTR-Ames Research Center; Regional Economic Development-Langley Research Center 

• Federal Agencies: Argonne National Laboratory. Federal Communications Commission; Air Force Research LaboratoryKirtland Air Force Base; Defense Advanced Research Projects Agency; Department of Commerce (Economic 

Development Agency, National Institute of Technology and Standards and NIST Manufacturing Extension Partnership 

• Other Government: Spacecoast Economic Development Commission, States of Michigan and Virginia, Chambers of 

Commerce, The New Economy Initiative

• International: Universitat Politecnica de Catalunya; Advanced Technical Institute I.T.I.S “E. Fermi” 

• Academia: More than 100 academic institutions

• Industry: Approximately 400 industry partners (predominately small businesses)

PROGRAMS

IMAGE 13.54COMMERCIAL PARTNERSHIPS PORTFOLIO

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NASA HQ OFFICE PROFILES

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AERONAUTICS RESEARCH MISSION DIRECTORATE CORE FUNCTIONS

AERONAUTICS RESEARCH MISSION 

DIRECTORATE (ARMD)

AIRSPACE OPERATIONS 

AND SAFETY

Develop and explore new technologies that increase 

efficiency of the nation’s air traffic management systems, 

reducing flight delays and fuel consumption.

ADVANCED AIR VEHICLES

Develop the tools, technologies, and concepts that 

enable new generations of civil aircraft that are safer and 

more energy efficient.

INTEGRATED AVIATION SYSTEMS

Conduct experimental flight research, such as X planes 

and major demonstrations of transformative innovation.

TRANSFORMATIVE AERONAUTICS 

CONCEPTS

Cultivate multi-disciplinary, revolutionary concepts to 

enable aviation transformation and harness convergence 

in aeronautics and non‐aeronautics technologies to 

create new opportunities in aviation.

MISSION

STATEMENT

The Aeronautics Research Mission Directorate (ARMD) conducts 

high-quality, cutting-edge research that generates innovative 

concepts, tools, and technologies to enable revolutionary advances 

in our nation’s future aircraft, as well as in the airspace in which they 

will fly. ARMD programs will facilitate a safer, more environmentally 

friendly, and more efficient national air transportation system.

OFFICE WEBSITE - http://www.aeronautics.nasa.gov

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Aeronautics Research

Mission Directorate

Associate Administrator

JAIWON SHIN

Deputy Associate

Administrator

Strategy

ROBERT PEARCE

Deputy Associate

Administrator

Management

JON MONTGOMERY

Portfolio Analysis &

Management Office

Director

WILLIAM HARRISON

Integration & Management

Office

Director

ANTHONY SPRINGER

Advanced Air Vehicles

Program Office

Director

JAY DRYER

Airspace Operations &

Safety Programs Office

Director

JOHN CAVOLOWSKY

Transformative Aeronautics

Program Office

Director

DOUGLAS ROHN

Integrated Aviation Systems

Program Office

Director

EDGAR WAGGONER

AERONAUTICS RESEARCH MISSION DIRECTORATE ORGANIZATION

ARMD is led by the Associate Administrator who has two Deputy Associate Administrators that report directly 

to him. The two Deputy Associate Administrators oversee the strategic management and the operational/

administrative management of the Mission Directorate through the Portfolio Analysis and Management Office and 

the Integration and Management Office. 

The Associate Administrator also directly oversees the four Program Offices within the Mission Directorate: 

the Airspace Operations and Safety Program Office, the Advanced Air Vehicles Program Office, the Integrated 

Aviation Systems Program Office, and the Transformative Aeronautics Concepts Program Office. The four 

Program Offices located within the Aeronautics Research Mission Directorate oversee the execution of the 

projects at four NASA research centers: Ames Research Center, Armstrong Flight Research Center, Glenn 

Research Center, and Langley Research Center. Mission Directorate organizational chart provides insight into the 

official roles and relationships within ARMD.

Figure 15.1 Aeronautics Research Mission Directorate (ARMD) Organization Chart

Direct Line of Supervisory 

Responsibility

Indirect Line of Supervisory 

Responsibility and/or Support 

for Multiple Areas

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ASSOCIATE ADMINISTRATOR

DR. JAIWON SHIN

Dr. Jaiwon Shin is the Associate Administrator for the Aeronautics Research Mission 

Directorate (ARMD), a position he has held since 2008. Shin manages the Agency’s 

aeronautics research portfolio and guides its strategic direction, including research 

in advanced air vehicle concepts, airspace operations and safety, integrated aviation 

systems, and the nurturing and development of transformative concepts for aviation.

Before becoming the Associate Administrator, he was the Deputy Associate

Administrator for four years. Dr. Shin previously served as the Chief of the Aeronautics 

Projects Office at Glenn. Dr. Shin co-chairs the National Science & Technology 

Council’s Aeronautics Science & Technology Subcommittee and is the current chair of 

the International Forum for Aviation Research. 

EXTENDED BIO - http://www.aeronautics.nasa.gov/people/shin_bio.htm

DEPUTY ASSOCIATE ADMINISTRATOR 

FOR STRATEGY

MR. ROBERT A. PEARCE

Mr. Pearce is the Deputy Associate Administrator for Strategy and is responsible for 

strategic planning to guide the conduct of the Agency’s aeronautics research and 

technology programs, as well as leading ARMD portfolio planning and assessments, 

mission directorate budget development and approval processes, and review and 

evaluation of all of NASA’s aeronautics research mission programs for strategic 

progress and relevance. 

Previously, he was the Director for Strategy, Architecture, and Analysis for ARMD. 

From 2003 until July 2010, Mr. Pearce was the Deputy Director of the FAA-led Next 

Generation Air Transportation System (NextGen), Joint Planning and Development 

Office (JPDO). Prior to JPDO Mr. Pearce held various strategic and program 

management positions within NASA. 

EXTENDED BIO - http://www.aeronautics.nasa.gov/people/pearce_bio.htm

DEPUTY ASSOCIATE ADMINISTRATOR 

FOR MANAGEMENT

MR. JON N. MONTGOMERY

Mr. Montgomery is the Deputy Associate Administrator for Management. In this role

he is responsible for leading the institutional responsibilities of the mission directorate, 

ensuring strategic business processes are in place to effectively plan and implement 

the ARMD mission, leading development and execution of ARMD strategies with 

respect to technical capabilities, partnerships, external communication, human 

resources, and managing the review and evaluation of programs for program planning 

and execution.

Previously he was the Director of the Integration and Management Office in ARMD. 

Prior to joining NASA in 2009, Mr. Montgomery was responsible for policies related to 

research and development, international trade, and global competitiveness of the U.S. 

aerospace industry at the U.S. Department of Commerce. 

EXTENDED BIO - http://www.aeronautics.nasa.gov/people/montgomery_bio.htm

AERONAUTICS RESEARCH MISSION DIRECTORATE LEADERSHIP
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www.nasa.gov

NASA Headquarters

Civil Service Workforce at a Glance 

1,138

Total Headcount 

51

Average age

15 YEARS

Average length of 

service of a HQ 

Employee at NASA

22%

Retirement Eligible 

Employees

Aeronautics Research Mission Directorate

Civil Service Workforce at a Glance 

32

Total Headcount

53

Average age

20 YEARS

Average length of 

service at NASA

22%

Retirement Eligible 

Employees

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

AERONAUTICS RESEARCH MISSION DIRECTORATE AT A GLANCE

Figure 15.2 Aeronautics Research Mission Directorate Workforce at a Glance

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NEW AVIATION HORIZONS (NAH)

New Aviation Horizons (NAH) is the centerpiece of NASA’s 10 year investment plan for advanced aircraft and propulsion 

research. It is an ambitious plan to build a series of five mostly large-scale experimental aircraft – X-planes – that will flight 

test new technologies, systems, and novel aircraft and engine configurations. Of the five X-planes, NASA has determined that 

three subsonic aircraft will be enough to span the range of possible configurations necessary to demonstrate in-flight the major 

enabling technologies to dramatically reduce aircraft fuel emissions and noise. Under NAH, NASA also will demonstrate quiet 

supersonic flight and more electric aircraft configurations. NAH builds upon a strong foundation of vehicle research to develop 

new aircraft and propulsion concepts and technologies.

THE AIRSPACE TECHNOLOGY DEMONSTRATIONS (ATD) PROJECT

The Airspace Technology Demonstrations (ATD) Project is comprised of a collection of critical technology development and 

demonstration activities to enable transformation of the nation’s air traffic management system or NextGen. Research transition

teams (RTT) are being used to coordinate and transition NASA technologies to the FAA for implementation. The Terminal 

Sequencing and Spacing – Flight Deck Interval Management activities, also referred to as ATD-1, will operationally demonstrate 

an integrated set of NASA arrival management software technologies for planning and executing efficient arrival operations in 

the terminal environment of a high-density airport. The Integrated Arrival/Departure/Surface activity, also referred to as ATD-2, 

will develop and adjust precision schedules for gates, spots, runways, and arrival and departure fixes while ensuring efficient 

individual aircraft trajectory.

CONVERGENT AERONAUTICS SOLUTIONS (CAS) 

Convergent Aeronautics Solutions (CAS) consists of research (1 to 3 years) into early stage concept and technology feasibility 

studies to overcome key barriers facing the civil aviation industry. Internal teams propose ideas for overcoming key barriers 

associated with large-scale aeronautics problems. The focus is on making new capabilities in commercial aviation possible 

by merging traditional aeronautics disciplines with advancements driven by the non-aeronautics world. CAS teams conduct 

initial feasibility studies, perform experiments, try out new ideas, identify failures, and try again. At the end of that cycle, a 

review determines whether the developed solutions have met their goals, established initial feasibility, and identified realworld potential. During the reviews, the most promising capabilities will be considered for further development by other NASA 

aeronautics programs or by direct transfer to the aviation community. 

AERONAUTICS RESEARCH MISSION DIRECTORATE AGENCY INITIATIVES

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THE AERONAUTICS EVALUATION AND TEST CAPABILITIES (AETC)

NASA maintains a number of unique assets critical to the lifecycle of real-world flight systems. The Aeronautics Evaluation and 

Test Capabilities (AETC) project manages NASA’s versatile and comprehensive portfolio of ground test aeronautics research 

capabilities. It continues to make targeted investments in its capabilities so that the nation’s aeronautics community (including 

NASA, other government agencies, and industry) has the tools such as wind tunnels and propulsion test facilities to deliver 

the technology innovations and breakthroughs necessary to address the increasingly complex research and development 

challenges associated with safe and effective real-world flight. AETC manages this capability portfolio on behalf of the Agency 

and provides Agency expertise to ensure safe and successful use of the assets and high quality of the research outcomes.

SAFE INTEGRATION OF UNMANNED AIRCRAFT SYSTEMS (UAS)

NASA is providing the world-leading research needed to safely integrate UAS into National Airspace System. NASA is working 

closely with the FAA, the FAA UAS Test Sites, and the overall UAS community to ensure collision avoidance, command and 

control, and other key safety functions are defined and flight validated. This work is executed, for both small, UAS flying at 

low altitude, and large, UAS flying at higher altitudes, to inform development of UAS-related standards and regulations. NASA 

research will ensure the economic benefits of this new market innovation are realized, without compromising safety.

AERONAUTICS RESEARCH MISSION DIRECTORATE AGENCY INITIATIVES

NASA Aeronautics 10-Year Research Acceleration 

Plan Including the New Aviation Horizons Initiative

NASA is With You When You Fly

Aeronautics Portal Topics Page

Aeronautics Research Website

ARMD Strategic Implementation 

Plan and Roadmaps

! ADDITIONAL RESOURCES

WWW

WWW

WWW

WWW
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HUMAN EXPLORATION AND OPERATIONS MISSION DIRECTORATE 

CORE FUNCTIONS

HUMAN EXPLORATION AND OPERATIONS 

MISSION DIRECTORATE (HEOMD)

MISSION

STATEMENT

Human Explorations and Operations Mission Directorate’s (HEOMD) mission 

is to extend human presence into the solar system and to the surface of 

Mars. The NASA Authorization Act of 2010 and US National Space Policy of 

2010 gave NASA goals to: 1) send humans to an asteroid by 2025; and 2) 

send humans to the vicinity of Mars by the mid‐2030s. To prepare, HEOMD 

operates the International Space Station (ISS) as a test bed for long‐duration 

exploration research and technology development. HEOMD partners with 

industry to acquire cargo and crew transportation services to ISS. HEOMD 

is now building NASA’s new Space Launch System (SLS) and Orion 

crew exploration vehicle, which will enable many deep space missions. 

Throughout the 2020s, crewed missions of SLS and Orion will deploy and 

operate deep space habitation and propulsion systems that will validate our 

readiness to conduct human missions beyond the Earth‐moon system in the 

2030s. HEOMD invests in the new technologies and systems astronauts will 

need on the journey to Mars and provides and plans for current and future 

launch and space communication and navigation services to the Agency.

OFFICE WEBSITE - https://www.nasa.gov/directorates/heo/index.html

IMAGE 16.1

COMMERCIAL SPACEFLIGHT 

DEVELOPMENT (CSD)

Facilitating U.S. private industry development of safe, 

reliable, and cost‐effective human space transportation 

to and from LEO and ISS for use by the U.S. Government 

and other customers.

INTERNATIONAL SPACE STATION 

(ISS)

Enabling research and technology developments 

that are benefitting human and robotic exploration of 

destinations beyond low Earth orbit (LEO) and the basis 

for developing a commercial market in LEO. ISS is the 

blueprint for global cooperation – one that enables a 

multinational partnership and advances shared goals in 

space exploration.
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HUMAN EXPLORATION AND OPERATIONS MISSION DIRECTORATE 

CORE FUNCTIONS

ADVANCED EXPLORATION 

SYSTEMS (AES)

Pioneers new approaches for rapidly developing 

prototype systems, demonstrating key capabilities, 

and validating operational concepts for future human 

missions beyond Earth orbit into cis-lunar space, and 

eventually to Mars. AES activities are uniquely related to 

crew safety and mission operations in deep space, and 

are strongly coupled to future launch vehicle, habitation, 

and in-space transportation capability development. To 

make exploration systems more affordable and capable, 

AES incorporates advanced technologies developed 

in coordination with STMD, and uses innovative 

partnerships to engage industry, academia, and the 

public.

LAUNCH SERVICES PROGRAM 

(LSP)

Agency expertise for commercial space transportation, 

procuring commercial launch services for NASA’s robotic 

spacecraft, certifying commercial launch vehicles, 

providing space transportation policy expertise, and 

conducting launch vehicle technical assessments and 

advisory support to the Cargo Resupply Services and 

Commercial Crew Programs.

SPACE COMMUNICATIONS AND 

NAVIGATION (SCAN)

Manage and Operate all of NASA’s space 

communications and navigation capabilities required 

for successful crewed and robotic space missions and 

management of NASA’s radio frequency spectrum.

HUMAN SPACEFLIGHT 

CAPABILITIES

Manage the functions of maintaining the health and 

safety of astronauts in training, during missions, and post 

flight recovery; oversee the quality of flight operations 

for crew members; and ensure availability of rocket test 

stands across the Agency.

EXPLORATION SYSTEMS 

DEVELOPMENT (ESD)

Building the Agency’s foundational human exploration 

capabilities: the crew vehicle (Orion); next generation 

heavy lift launch vehicle (SLS); and advanced 

exploration ground systems to enable human exploration 

and operations to multiple deep space destinations 

extending beyond our Moon, to Mars, and across our 

solar system.

• Space Launch System (SLS): Transportation of 

astronauts in NASA’s Orion spacecraft and other 

large exploration elements on missions beyond 

low Earth orbit. This system will have the ability to 

lift large masses off the Earth and will have more 

lift capability than any rocket in existence. This 

capability is needed for deep space missions.

• Orion Spacecraft: Serves as the exploration vehicle 

that will carry and sustain the crew during the space 

travel, providing emergency abort capability and 

safe re‐entry from deep space.

• Exploration Ground Systems Development: Prepare 

the Kennedy Space Center to process and launch 

the next‐generation launch vehicles and spacecraft 

designed to achieve NASA’s goals for space 

exploration.

ASTEROID REDIRECT MISSION 

(ARM)

First use of capabilities needed to advance NASA’s 

human journey to Mars which includes advanced solar 

electric propulsion, high speed autonomous rendezvous 

and proximity operations in a low gravity environment, 

‘touchdown’ and ‘liftoff’ with a multi‐ton mass, and 

support for crew operations for Asteroid sample 

selection, extraction, containment, and return to Earth.

SPACE LIFE AND PHYSICAL 

SCIENCES RESEARCH AND 

APPLICATIONS (SLPSRA)

Oversee basic and mission driven scientific research in 

support of human space flight, crew health and safety, 

and basic and applied scientific research in life and 

physical sciences.
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Human Exploration and Operations

Associate Administrator

WILLIAM GERSTENMAIER

Space Launch Systems

MSFC JOHN HONEYCUTT

ORION

JSC MARK KIRASICH

Ground Systems Dev & Ops KSC MIKE BOLGER

Exploration Systems

Development Division

Deputy Associate Admin WILLIAM HILL

Resources Management

Office

Director TONI MUMFORD

Chief Engineer JOHN MCMANAMEN

Space Communications &

Navigation Program Office

Deputy Associate Admin BADRI YOUNES

Advanced Exploration Systems Division

Director JASON CRUSAN

Rocket Propulsion Test

SSC ROGER SIMPSON

Human Spaceflight

Capabilities Division

Director BENJAMIN NEUMANN

Launch Services Program

KSC AMANDA MITSKEVICH

Launch Services Office

Director JIM NORMAN

Asteroid Redirect Mission Program Director MICHELE GATESDeputy Associate Administrator JAMES FREE

Commercial Crew Program KSC KATHY LUEDERS

Strategic Integration &

Management Division

Director ALOTTA TAYLOR

Commercial Spaceflight

Development Division

Director PHILIP MCALISTER

Deputy Associate Administrator for Policy &

Plans GREGORY WILLIAMS

Human Research Program

JSC WILLIAM PALOSKI

International Space Station Program

JSC KIRK SHIREMAN

Space Life & Physical

Sciences Research & Apps

Division Director CRAIG KUNDROT

International Space Station

Division Director SAMUEL SCIMEMI

HUMAN EXPLORATION AND OPERATIONS MISSION DIRECTORATE 

ORGANIZATION

The Associate Administrator, along with the Deputy Associate Administrator for Technical and Deputy Associate 

Administrator for Policy and Plans, oversee eleven divisions and offices chartered with developing and 

operating the core transportation elements, key systems, and enabling technologies required for beyond low 

Earth orbit human exploration that provides for continued American leadership in space exploration. These 

organizations include Exploration Systems Development, Human Spaceflight Capabilities, International Space 

Station, Commercial Spaceflight Development, Advanced Exploration Systems, and Space Life and Physical 

Sciences Research and Application Divisions. HEOMD also oversees the organizations that provide Agency‐

wide services and capabilities through the Space Communications and Navigation Program, Launch Services 

Office, and Rocket Propulsion Test Program. Budget formulation and execution and oversight of mission 

directorate business processes are provided by the Resources Management Office and Strategic Integration 

and Management Division. While work for HEOMD is performed at all ten NASA centers, the majority of work 

is concentrated at the four NASA human spaceflight centers: Kennedy Space Center, Johnson Space Center, 

Marshall Space Flight Center, and Stennis Space Center. 

The organizational chart provides insight into the official roles and relationships within HEOMD.

Figure 16.1 Human Exploration and Operations Mission Directorate (HEOMD) Organization Chart

Direct Line of Supervisory 

Responsibility

Indirect Line of Supervisory 

Responsibility and/or Support 

for Multiple Areas

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ASSOCIATE ADMINISTRATOR

MR. WILLIAM (BILL) H. GERSTENMAIER

William H. Gerstenmaier is the Associate Administrator for the Human Exploration 

and Operations Mission Directorate at NASA Headquarters, in Washington, DC. 

He provides executive leadership and strategic direction for all aspects of the 

International Space Station (ISS), development of the Space Launch System and Orion 

spacecraft, Commercial Crew and Cargo programs that will provide logistics and 

crew transportation for ISS, as well as cross‐Agency space support functions of space 

communications and space launch vehicles. His present duties include setting the 

strategic direction for the global human spaceflight endeavor. This is accomplished 

through Agency exploration forums and international leadership positions such as Chair 

of the ISS Multilateral Coordination Board.

EXTENDED BIO - https://www.nasa.gov/about/highlights/gerstenmaier_bio.html

DEPUTY ASSOCIATE ADMINISTRATOR FOR 

TECHNICAL

MR. JAMES (JIM) M. FREE

James Free is the technical Deputy Associate Administrator Human Exploration and 

Operations Mission Directorate at NASA Headquarters, in Washington, DC. In this role, 

he assists the Associate Administrator in providing executive leadership and strategic 

direction for all aspects of the International Space Station (ISS), development of the 

Space Launch System and Orion spacecraft, Commercial Crew and Cargo programs 

that will provide logistics and crew transportation for ISS, as well as cross‐Agency 

space support functions of space communications and space launch vehicles. Mr. Free 

focuses on the technical aspects of strategic planning and development of systems 

within the Directorate. Prior to joining HEO, Mr. Free served as Director of the Glenn 

Research Center. 

EXTENDED BIO - https://www.nasa.gov/about/highlights/free_bio.html

DEPUTY ASSOCIATE ADMINISTRATOR FOR POLICY 

AND PLANS

MR. GREGORY (GREG) J. WILLIAMS

Greg Williams is the Deputy Associate Administrator for Policy and Plans for Human 

Exploration and Operations Mission Directorate (HEOMD) at NASA Headquarters, 

in Washington, DC. In this role, he assists the Associate Administrator in charting 

the future course of NASA’s human space exploration programs. He works to both 

shape and respond to the policy environment in which human spaceflight programs 

are conducted both internal and external to the Agency. Mr. Williams has overseen 

development of the journey to Mars planning for the Directorate. Prior to joining 

HEOMD, he was Deputy Director of the Strategic Integration and Management 

Division within NASA’s Science Mission Directorate. He began his NASA career as a 

Presidential Management Intern in the Office of Space Station at NASA HQ.

EXTENDED BIO - https://www.nasa.gov/about/highlights/williams_bio.html

HUMAN EXPLORATION AND OPERATIONS MISSION DIRECTORATE 

LEADERSHIP
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www.nasa.gov

NASA Headquarters

Civil Service Workforce at a Glance 

1,138

Total Headcount 

51

Average age

15 YEARS

Average length of 

service of a HQ 

Employee at NASA

22%

Retirement Eligible 

Employees

Human Exploration & Operations Mission Directorate

Civil Service Workforce at a Glance 

142

Total Headcount

52

Average age

19 YEARS

Average length of 

service at NASA

28%

Retirement Eligible 

Employees

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

HUMAN EXPLORATION AND OPERATIONS MISSION DIRECTORATE 

AT A GLANCE

Figure 16.2 Human Exploration and Operations Mission Directorate Workforce at a Glance

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EXPANSION OF KNOWLEDGE AND HUMAN ACTIVITY INTO THE SOLAR SYSTEM

NASA is extending robotic and human presence into the solar system through a strategy that advances the capability to 

operate at increasingly farther distances from Earth. Starting with Earth-reliant exploration, NASA is taking the first steps 

through ongoing research and technology development on the ISS, in partnership with private industry for cargo resupply, crew 

transport, and technology development. In parallel, NASA is preparing to transition to cis‐lunar space through the development

of the SLS, Orion, and supporting ground systems. This “Proving Ground” phase will include the robotic capture and transport 

of an asteroid to lunar orbit to be later explored by a crew aboard Orion. Experience in this phase will enable the Earthindependent phase of human exploration beyond the Earth‐moon system which includes missions to the vicinity of Mars and 

eventually to the Martian surface. As a cross-Agency endeavor, the Science Mission Directorate has robotic spacecraft already 

on, around, and planned for Mars, increasing our knowledge and paving the way for human landings. The Space Technology 

Mission Directorate is developing solar electric propulsion, entry, descent and landing approaches, and other technologies and

capabilities needed for human exploration.

LOW EARTH ORBIT (LEO) COMMERCIALIZATION

NASA’s objective is to transform management, development, operations, and research in low Earth orbit from a primarily 

government driven enterprise to a private industry driven commercial market with private supply and private and government 

demand. HEO is investing in developing and sustaining commercial transportation providers for cargo and crew in support of 

NASA’s ISS research and exploration missions. NASA is also making investments to develop private demand and non‐NASA 

government demand, such as the National Institutes of Health, for LEO research via the National Lab. The goals and objectives 

of the National Lab are executed by the Center for the Advancement of Science in Space through a NASA Cooperative 

Agreement. NASA is also working with private industry and other government agencies, such as the Department of Commerce 

and the Federal Aviation Administration, to enable a suitable legal and regulatory environment to further enable and to sustain 

a viable commercial market in LEO.

BUSINESS SERVICES ASSESSMENT (BSA)

HEO recognizes the criticality of ensuring the Agency infrastructure is strategically sized and efficiently managed and is 

actively supporting NASA activities to establish a more efficient operating model that meets current and future mission needs. 

We cannot support an infrastructure designed for NASA’s missions from the 1970’s to the 1990’s for our missions that will 

take us into the 2020’s and beyond. As a key stakeholder, HEO personnel have been tapped to support a range of Business 

Services Assessments including Facilities, Budget, IT and Human Capital—serving as team members or subject matter 

experts. In addition, as decisions are made and implementation plans developed, HEO personnel are serving as members 

of the Implementation Teams or in a supporting role. Part of a larger effort, NASA and HEO are making a concerted effort to 

identify opportunities for optimization and develop risk‐informed recommendations to live within our budget.

HUMAN EXPLORATION AND OPERATIONS MISSION DIRECTORATE 

AGENCY INITIATIVES

Journey to Mars

! ADDITIONAL RESOURCES

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SCIENCE MISSION DIRECTORATE CORE FUNCTIONS

SCIENCE MISSION DIRECTORATE (SMD)

LEADING FUNDAMENTAL RESEARCH

Answering the Nation’s most profound scientific questions put forth by the National Academies of Sciences, Engineering, and 

Medicine, SMD has over 100 spacecraft in operation or development, generating science data available to all. More than 10,000 US 

scientists in academia, industry, and government laboratories are funded by 3,000 grants to answer fundamental science questions 

of societal importance. SMD’s extramural research program enables the US scientific community to continue to make major 

discoveries and helps preserve US leadership in science and engineering.

ENHANCING ENVIRONMENTAL STEWARDSHIP

SMD’s advanced space missions make essential contributions to scientific assessments of the Earth, including climate change, that 

local governments, businesses, and citizens rely on to make significant investments and decisions. SMD develops and launches 

Earth science missions that provide scientific understanding of our complex planet through long‐term global observations and 

provide the suite of measurements needed to advance US national interests (e.g., food and water security, air quality, disaster 

resilience, and response). SMD also works in partnership with 13 other federal agencies to determine the relative impact of human‐

induced and naturally occurring climate change, addressing an important scientific challenge and providing significant societal

benefit. 

DRIVING TECHNOLOGICAL INNOVATION

SMD’s science missions explore the most extreme environments of Earth and space and as such are engines of innovation, 

leveraging technologies to solve scientific problems. These technologies enable the advanced space missions of the future, and 

yield applications in the broader economy in various fields such as manufacturing and health care that rely on imaging, data mining, 

and visualization technologies. SMD hosts over a dozen technology programs that advance instrument and platform technology 

beyond the current state of the art. Technology development for science missions is part of a comprehensive Agency‐wide strategy 

that involves coordination with the NASA Chief Technologist and the Space Technology Mission Directorate (STMD). SMD’s 

suborbital programs (comprising sounding rockets, balloons, and aircraft) and our cubesat initiatives, provide low‐cost opportunities 

for innovative technology demonstration and complementary observations for our other science missions. 

MISSION

STATEMENT

The Science Mission Directorate (SMD) carries out the scientific 

exploration of Earth and space to expand the frontiers of Earth 

science, heliophysics, planetary science, and astrophysics. Through 

a variety of robotic observatory and explorer craft and sponsored 

research, the directorate provides virtual human access to the 

farthest reaches of space and time and practical information about 

changes on our home planet. 

OFFICE WEBSITE - http://science.nasa.gov

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Science Mission Directorate

Associate Administrator

THOMAS ZURBUCHEN

Heliophysics

Director

STEVE CLARKE

JWST Program Office Director

ERIC SMITH

Deputy Associate Administrator GEOFF YODER

Solar Sys. Exploration Acting Director

DAVID SCHURR

Mars Exploration Director

JIM WATZIN

Research

Director

JONATHAN RALL

Planetary Science

Director

JIM GREEN

Astrophysics

Director

PAUL HERTZ

Resources Mgmt

Director

CRAIG TUPPER

Strategic Integration &

Mgmt Director

DAN WOODS

Deputy Associate Administrator for

Management ROY MAIZEL

Science Engagement &

Partnerships Office Director

KRISTEN ERICKSON

Chief Technologist

MIKE SEABLOM

Deputy Associate

Administrator for Research JEFF NEWMARK

Deputy Associate

Administrator for Programs GREG ROBINSON

Planetary Protection Officer

CASSIE CONLEY

Earth Science

Director MIKE FREILICH

Joint Agency Satellite

Division

Director

SANDRA SMALLEY

Flight Programs

Associate Director

ERIC IANSON

Applied Sciences Associate Director

LAWRENCE FRIEDL

Research

Associate Director

JACK KAYE

Technology

Associate Director

GEORGE KOMAR

SCIENCE MISSION DIRECTORATE ORGANIZATION

SMD manages over 100 space missions in operation or development. Our four research divisions each have supporting 

research, technology, and data analysis programs to generate new scientific results and support missions. Suborbital 

programs, that are used by all four of our science divisions, complement space‐based measurements, extend their scientific 

utility, test new technologies, and train young scientists and engineers. The four research divisions represent four major 

space‐based research endeavors: Earth Science‐advance Earth system science to meet the challenges of climate and 

environmental change. Planetary Science‐ ascertain the content, origin, and evolution of the solar system and the potential for 

life elsewhere. Heliophysics‐understand the sun and its interactions with Earth and the solar system. Astrophysics‐discover 

how the universe works, how it began and evolved, and search for exoplanets. SMD’s science is highly interconnected; no 

important question stands alone. SMD is an organization where discoveries in one scientific discipline have a direct route to 

other areas of study. This level of interconnectivity is something extremely valuable and at the same time rare in the scientific 

world. The Joint Agency Satellite Division (JASD) manages our reimbursable programs, and the Resources Management 

Division (RMD) and the Strategic Integration & Management Divisions (SIMD) provide support in budget, administration, and 

policy matters. 

The organizational chart provides insight into the official roles and relationships within SMD.

Figure 17.1 Science Mission Directorate (SMD) Organization Chart

Direct Line of Supervisory 

Responsibility

Indirect Line of Supervisory 

Responsibility and/or Support 

for Multiple Areas

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ASSOCIATE ADMINISTRATOR

DR. THOMAS ZURBUCHEN

Dr. Thomas Zurbuchen is the SMD Associate Administrator; he joined NASA on October 

3, 2016. Previously, he was a professor of Space Science and Aerospace Engineering 

at the University of Michigan (UM), the Associate Dean of Entrepreneurial Programs in 

the College of Engineering, a UM Senior Counselor for Entrepreneurial Education and 

the Founding Director of the UM Center for Entrepreneurship. Dr. Zurbuchen holds 

a Ph.D. in Astrophysics from the University of Bern, Switzerland, and has received 

numerous awards, including the prestigious U.S. Presidential Early Career Award. 

He also has a long record of service as a Chair and Member of committees advising 

NASA, NSF, and the DOL, and chaired or served on several committees of the National 

Academies. 

EXTENDED BIO - http://www.nasa.gov/press-release/thomas-zurbuchen-named-head-of-nasa-sciencemission-directorate

DEPUTY ASSOCIATE ADMINISTRATOR FOR 

PROGRAMS

MR. GREG ROBINSON

Mr. Greg Robinson is the Deputy Associate Administrator for Programs, responsible 

for technical and cost effectiveness, quality, and performance of SMD’s 100+ projects. 

Mr. Robinson previously served as Deputy Center Director at NASA/Glenn Research 

Center, NASA Deputy Chief Engineer, and Acting Deputy Assistant Administrator for

Systems in the National Oceanic and Atmospheric Administration (NOAA). He also 

spent 11 years at NASA/Goddard Space Flight Center. Mr. Robinson has received 

numerous awards, including the Presidential Rank, Distinguished Executive, and 

Meritorious Senior Professionals and Executives Award. He holds a B.S. in Math from 

Virginia Union University, a B.S. in Electrical Engineering from Howard University, and 

an MBA from Averett College. He also attended the JFK School of Government, Senior 

Executive Fellows Program, and the Federal Executive Institute.

EXTENDED BIO - https://science.nasa.gov/about-us/organization-and-leadership/office-of-the-associateadministrator/mr-gregory-robinson-deputy-associate-administrator-programs

SCIENCE MISSION DIRECTORATE LEADERSHIP

DEPUTY ASSOCIATE ADMINISTRATOR

MR. GEOFF YODER

Mr. Geoff Yoder is the SMD Deputy Associate Administrator. Previously, he was 

the SMD Associate Administrator (Acting), SMD Deputy Associate Administrator for 

Programs, Program Director for the James Webb Space Telescope, Director of the 

Office of Evaluation, and Deputy Director of the Astrophysics Division. Mr. Yoder joined 

NASA in 2000 in the Flight Hardware Development Branch at NASA/Johnson Space 

Center, and in 2005 he joined the Exploration Systems organization at NASA HQ 

serving in various roles, including Director of the Constellation Systems Division. From 

1986 to 2000 he worked for Litton Systems on reliability assurance of various avionics 

suites and on various product improvement initiatives. He also served as Engineering 

Project Manager for various commercial, military, and space projects. 

EXTENDED BIO - https://science.nasa.gov/about-us/organization-and-leadership/office-of-the-associateadministrator/mr-geoffrey-l-yoder-deputy-associate/
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DEPUTY ASSOCIATE ADMINISTRATOR FOR 

RESEARCH

DR. JEFF NEWMARK

Dr. Jeffrey Newmark was named the Deputy Associate Administrator for Research 

within NASA’s Science Mission Directorate at NASA Headquarters in June 2016. He 

provides leadership and ensures the overall coordination of science programs. Dr. 

Newmark has over 25 years of experience, recently focusing on management and 

leadership pertaining to scientific, technical, and flight programs in Heliophysics. Dr. 

Newmark received his Ph.D. in Astronomy from the Pennsylvania State University in 

1990 and worked at NASA’s Goddard Space Flight Center until 2001. From 2001 until 

2009, he worked at the US Naval Research Laboratory. From 2009 until 2016, Dr. 

Newmark worked in the Heliophysics Division at NASA Headquarters, including 1 year 

as Interim Division Director. 

EXTENDED BIO -https://science.nasa.gov/about-us/organization-and-leadership/office-of-the-associateadministrator/dr-jeffrey-newmark

DEPUTY ASSOCIATE ADMINISTRATOR FOR 

MANAGEMENT

MR. ROY MAIZEL

Roy A. Maizel is the Science Mission Directorate’s Deputy Associate Administrator for 

Management, a position he has held since 2008. He is responsible for the formulation 

and execution of the Directorate’s budget, the guidance and oversight of all strategic 

planning and policy development activities, and the provision of administrative support 

to the Directorate’s Headquarters organization. Mr. Maizel holds a B.A. in Political 

Science (1979) and an M.S. in Public Policy Analysis (1981) from the University of 

Rochester. Since joining NASA in 1981 as a Presidential Management Intern, Mr. Maizel 

has received numerous awards, including NASA’s Exceptional Service Medal and the 

SES Meritorious Executive rank award. 

EXTENDED BIO - https://science.nasa.gov/about-us/organization-and-leadership/office-of-the-associateadministrator/dr-roy-maizel

SCIENCE MISSION DIRECTORATE LEADERSHIP

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www.nasa.gov

NASA Headquarters

Civil Service Workforce at a Glance 

1,138

Total Headcount

51

Average age

15 YEARS

Average length of 

service of a HQ 

Employee at NASA

22%

Retirement Eligible 

Employees

Science Mission Directorate

Civil Service Workforce at a Glance 

154

Total Headcount

54

Average age

18 YEARS

Average length of 

service at NASA

25%

Retirement Eligible 

Employees

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

SCIENCE MISSION DIRECTORATE AT A GLANCE

Figure 17.2 Science Mission Directorate Workforce at a Glance

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NATIONAL SCIENCE PRIORITIES

NASA aligns its science programs with national policy and works towards implementing the priorities defined in the decadal 

surveys produced by the National Academies. The decadal surveys are the result of a science and mission prioritization 

process using broad scientific community input; they represent the broad consensus of the US scientific community and are 

the starting point for NASA’s strategic planning process in the areas of Earth and space sciences. The Academies produce 

decadal surveys for each of SMD’s four major science disciplines: Solar and Space Physics: A Science for a Technological 

Society (2013); Earth Science and Applications from Space: National Imperatives for the Next Decade and Beyond (2007); 

Vision and Voyages for Planetary Science in the Decade 2013–2022 (2011); and New Worlds, New Horizons in Astronomy and 

Astrophysics (2010). Based on national policy direction and recommendations from the nation’s science community via these 

decadal surveys, each of the four SMD science divisions has developed plans for future missions and supporting research 

and technology. SMD turns the science priorities in these decadal surveys, and policy direction from the US Congress and the 

Administration, into an integrated program of innovation, discovery, exploration, and inspiration. 

SEARCH FOR LIFE BEYOND EARTH

NASA is extending robotic and human presence into the solar system through a strategy that advances the capability to 

operate at increasingly farther distances from Earth. Working together, the Planetary Science and Astrophysics divisions are 

leading humankind on a voyage of unprecedented scope and ambition, addressing two of our most timeless questions: Where 

did we come from? and Are we alone? The study of Exoplanets, identified as a priority in the decadal surveys for Planetary 

Science and Astrophysics (“Vision and Voyages for Planetary Science in the Decade 2013‐2022” and “New Worlds, New 

Horizons in Astronomy and Astrophysics”), helps us answer these questions. SMD’s Astrophysics Division is searching for 

planetary systems around stars, determining the percentage of planets in the habitable zone of stars, and characterizing 

exoplanets for their habitability and other physical characteristics. While SMD’s Planetary Science Division focuses on the origin 

and evolution of planets like Mars and moons like Europa, understanding the formation and evolution of planetary systems, and 

on how to characterize them. The two divisions cooperate on several exoplanet efforts, including using data from the Kepler 

mission (started in Planetary, now in Astrophysics) to confirm the existence of almost 4,000 exoplanets, which will be targets of 

study for future missions like the James Webb Space Telescope (JWST) and Wide Field Infrared Survey Telescope (WFIRST). 

PROTECTING THE EARTH WHILE ADVANCING SCIENCE

SMD’s scientific research not only advances our understanding of the Earth and space, but we help decision makers, first 

responders, and communities prepare for extreme weather, climate change, space weather events, and potentially hazardous 

near‐Earth objects. SMD’s programs use an interdisciplinary view of the Earth to explore the interaction among the atmosphere,

oceans, ice sheets, land surface interior, and life itself. Space weather refers to variable conditions on the Sun and in the 

near‐space environment that create risks for humans in space and can disrupt electrical power grids, communications, and 

navigation on the ground. Heliophysics research helps predict space weather events, mitigate their hazards, and understand 

their impacts throughout the solar system. Planetary science advances our understanding of planetary bodies and helps 

protect the Earth by identifying and characterizing celestial bodies that may pose threats to our planet.

SCIENCE MISSION DIRECTORATE AGENCY INITIATIVES

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INSPIRING THE NEXT GENERATION AND CREATING A WORLD‐CLASS 

WORKFORCE

Stunning imagery and data from the Hubble Space Telescope, Solar Dynamics Observatory, and Cassini; the exploits of 

the Mars rovers; and the amazing discoveries of other space and Earth science missions spark imagination, enable STEM 

education, and encourage people to become scientifically knowledgeable citizens. The thousands of scientists funded by 

SMD are, in turn, training graduate students, teaching undergraduates, and providing research results for use in teacher‐

tested education tools. Engineers and scientists at NASA are training their junior peers and inventing new design tools for 

the workforce of the future. Our premier scientific laboratories, mission teams, and NASA‐funded academic groups feed the 

broader US workforce. Together, we are building a technical US workforce that embodies the values of excellence, innovation, 

and service which will lead the world in future discoveries.

EXPANDING PARTNERSHIPS

Science is a broad international enterprise. SMD partners with over a dozen federal agencies, numerous academic institutions, 

and 60+ different nations to leverage ideas, capabilities, and resources. NASA and the National Science Foundation (NSF) 

advance our understanding of the universe, with NASA providing space‐based‐ and NSF ground‐based‐ observatories. 

NASA and the Department of Energy (DOE) jointly study the fundamental physics of the universe, and develop nuclear power 

sources for space missions. NASA partners with other nations to send spacecraft to asteroids, comets, and other planets. 

NASA develops models of space weather and collaborates with the National Oceanic and Atmospheric Administration 

(NOAA) and the Department of Defense (DOD), who use our models in operational forecasting systems. SMD’s Joint Agency 

Satellite Division (JASD) manages the development and launch of weather satellites for NOAA on a reimbursable basis. The 

US Department of Agriculture (USDA), Federal Aviation Administration (FAA), Environmental Protection Agency (EPA), the US 

Geological Survey (USGS), and many others use NASA’s Earth science data, while SMD collaborates with the NSF on research 

about Antarctica that spans all four SMD science disciplines. Working together we accomplish more than working alone. 

SCIENCE MISSION DIRECTORATE AGENCY INITIATIVES

SMD Leadership & Bios

SMD Science Plan

SMD Management Handbook

SMD Mission Handbook

SMD Education

! ADDITIONAL RESOURCES

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SPACE TECHNOLOGY MISSION DIRECTORATE CORE FUNCTIONS

SPACE TECHNOLOGY MISSION DIRECTORATE 

(STMD)

GAME CHANGING DEVELOPMENT

Rapid advancement of disruptive space technologies 

from concept to demonstration; maturing transformational 

technologies across the critical gap between early stage 

research and flight demonstration.

TECHNOLOGY DEMONSTRATION 

MISSIONS

Demonstrate systems capabilities in relevant 

environments to support the maturity of system‐level 

space technologies that can benefit multiple NASA 

missions, other government agencies, and aerospace 

industry stakeholders.

SMALL SPACECRAFT 

TECHNOLOGY

Develop and demonstrate new technologies and 

capabilities that employ the unique features of small 

spacecraft for NASA’s missions in science, exploration, 

and space operations with an aim to promote small 

spacecraft missions as a paradigm shift for NASA and 

the larger space community.

EARLY STAGE PORTFOLIO

Research and Development sourced from academia, 

industry, entrepreneurs, and from the NASA workforce 

to bring pioneering approaches to the Agency’s difficult 

and far‐reaching exploration challenges. Activities in this 

portfolio include: NASA Innovative Advanced Concepts; 

Space Technology Research Grants; and the Center 

Innovation Fund.

MISSION

STATEMENT

Space Technology Mission Directorate (STMD) rapidly develops, 

demonstrates, and infuses revolutionary, high‐payoff technologies, 

expanding the boundaries of the national aerospace enterprise. STMD 

employs a merit‐based competition model with a portfolio approach 

spanning a range of discipline areas and technology readiness levels to 

advance technologies for the benefit of NASA, the aerospace industry, 

government Agencies, and national needs. STMD research and technology 

development takes place within NASA Centers, in academia and industry, 

other government agencies, and international partners via partnerships. 

Through STMD, NASA invests in broadly applicable, transformative 

technologies with high potential for reducing mission risk, reducing cost, 

and advancing capabilities; enabling new missions for NASA and new 

capabilities for the nation. STMD engages with and inspires technologists 

and innovators, creating a cadre of the best and brightest scientists and 

engineers working on the nation’s toughest challenges.

OFFICE WEBSITE - http://www.nasa.gov/directorates/spacetech/home/index.html IMAGE 18.1
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SPACE TECHNOLOGY MISSION DIRECTORATE CORE FUNCTIONS

COMMERCIAL PARTNERSHIPS 

PORTFOLIO

Engages the established and emerging aerospace 

markets, private citizens, and economic regions to 

leverage common interests, and increase collaboration 

by engaging a wide variety of stakeholders in NASA’s 

mission. Activities in this portfolio include: Flight 

Opportunities; Centennial Challenges; Technology 

Transfer; and Regional Economic Development.

SMALL BUSINESS INNOVATION 

RESEARCH (SBIR) AND SMALL 

BUSINESS TECHNOLOGY 

TRANSFER (STTR) PROGRAMS

These programs provide an opportunity for small, high 

technology companies and research institutions to 

develop key technologies addressing the Agency’s 

needs and developing the nation’s innovation economy.

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SPACE TECHNOLOGY MISSION DIRECTORATE ORGANIZATION

The Headquarters office of the Space Technology Mission Directorate (STMD) is responsible for managing the 

directorate’s program portfolio and is accountable for mission safety and success for the programs and projects 

assigned to them. STMD is led by the Associate Administrator who has three Deputy Associate Administrators 

that report directly to him. The office maintains staff necessary to define, fund, evaluate, and oversee the 

implementation of STMD programs and projects to ensure their outcomes meet schedule and cost constraints. 

They establish and maintain the directorate’s strategy to meet Agency goals, missions, top‐level requirements, 

schedules, and budgets. 

The organizational chart provides further insight into the official roles and relationships within STMD.

Figure 18.1 Space Technology Mission Directorate (STMD) Organization Chart

Direct Line of Supervisory 

Responsibility

Indirect Line of Supervisory 

Responsibility and/or Support 

for Multiple Areas

LEGEND:

Space Technology Mission Directorate

Associate Administrator

STEVE JURCZYK

Deputy Associate Administrator DENNIS ANDRUCYK

Deputy Associate Administrator Management PRASUN DESAI

Chief of Staff MIKE GREEN

Early Stage Portfolio

Portfolio Executive JAY FALKER

Commercial Partnerships Portfolio

Portfolio Executive L.K. KUBENDRAN

Game Changing

Development

Program Executive LANETRA TATE

Small Spacecraft Technology

Program Executive CHRIS BAKER

Deputy Associate

Administrator

Programs (Detailee) JIM REUTER

Technology Demonstration Missions Program Executive

(Detailee) TRUDY KORTES

NIAC

Program Executive JASON DERLETH

Center Innovation Fund

Program Executive JAY FALKER (ACTING)

Space Technology Research

Grants Program Executive CLAUDIA MEYER

Small Business Innovation

Research & Small Business

Technology Transfer

Program Executive

JENN GUSTETIC

Communications &

Operations

Director MIKE GREEN

Strategic Integration

Director (Detailee)

TRINA CHYTKA

Resources Management Office

Director (Detailee) VOLEAK ROEUM

Flight Opportunities

Program Executive BOB YANG

Technology Transfer

Program Specialist DAN LOCKNEY

Centennial Challenges

Program Manager MONSERRATE ROMAN

Agency Prizes & Challenges

Program Specialist LYNN BUQUO

Regional Economic

Development

Innovation Partnership

Specialist

DIANA HOYT
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ASSOCIATE ADMINISTRATOR

MR. STEPHEN JURCZYK

Steve Jurczyk serves as Associate Administrator (AA) for Space Technology, which 

rapidly develops, demonstrates, and infuses revolutionary, high‐payoff technologies 

expanding the boundaries of the aerospace enterprise. Prior to this appointment, he 

served as Center Director at Langley, responsible for technical implementation of 

aeronautical, space, and science programs. During his 28‐year career with NASA, 

Jurczyk worked in systems engineering, research, and technology development, 

and management at Headquarters, Langley, and Goddard. He has received the 

NASA Outstanding Leadership Medal and the Presidential Rank Award of Meritorious 

Executive. Jurczyk received a B.S. and M.S. in Electrical Engineering from the 

University of Virginia.

EXTENDED BIO - http://www.nasa.gov/directorates/spacetech/about_us/bios/jurczyk_bio.html

DEPUTY ASSOCIATE ADMINISTRATOR

MR. DENNIS ANDRUCYK

Dennis Andrucyk serves as Deputy Associate Administrator for the Space Technology 

Mission Directorate. He works under the general direction of the STMD

AA and shares the full range of responsibilities with special emphasis on general

management of the organization. Andrucyk has held many leadership positions at 

NASA’s Goddard Space Flight Center, including Chief Technologist and Director of the 

Applied Engineering and Technology Directorate. He has earned numerous awards, 

including the Senior Executive Service Meritorious Presidential Rank Award and NASA 

Medal for Outstanding Leadership. Before joining NASA in 1988, Andrucyk served 

at the Department of Defense, the National Security Agency, the Naval Research 

Laboratory, Westinghouse Electric, General Electric, and the Northrop Grumman 

Corporation. Andrucyk holds a B.S. in Electrical Engineering from the University of 

Maryland.

EXTENDED BIO - http://www.nasa.gov/directorates/spacetech/about_us/bios/andrucyk_bio.html

SPACE TECHNOLOGY MISSION DIRECTORATE LEADERSHIP

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DEPUTY ASSOCIATE ADMINISTRATOR 

FOR PROGRAMS

MR. JAMES REUTER

Jim Reuter serves as the Deputy Associate Administrator for Programs for the Space 

Technology Mission Directorate. He provides management of the organization’s 

technology programs, leads budget planning and allocation of resources, and ensures 

that investments align with the NASA Strategic Plan and roadmaps. Since joining NASA 

in 1983, Reuter served in a variety of managerial roles at NASA’s Marshall Space Flight 

Center, including Deputy Space Shuttle Propulsion Manager, and Deputy Shuttle 

External Tank Project Manager during the STS‐114 Return to Flight mission, as well as 

Senior Executive for Technical Integration. Reuter has also held leadership positions 

at Headquarters and Johnson Space Center, including managing the Environmental 

Control and Life Support System during International Space Station development. 

Reuter has received many awards from NASA, including four NASA Medals and a Silver 

Snoopy. He has a B.S. in Mechanical Engineering from the University of Minnesota.

EXTENDED BIO - http://www.nasa.gov/directorates/spacetech/about_us/bios/reuter_bio/

DEPUTY ASSOCIATE ADMINISTRATOR 

FOR MANAGEMENT

DR. PRASUN DESAI

Dr. Prasun Desai serves as Deputy Associate Administrator for Management for 

the Space Technology Mission Directorate. He oversees all aspects of operations, 

management and execution including personnel, budget, communications, strategic 

planning, and integration. In his 26‐year career at NASA, Desai has worked at 

Headquarters establishing STMD, and as a systems engineer at Langley in the areas 

of atmospheric flight dynamics, systems optimization, engineering of entry systems, 

and design of mission elements for robotic and human systems. He has received many 

awards, including four NASA medals such as NASA’s Exceptional Service Medal and 

the National Engineer of the Year Award from the AIAA. Desai has a B.S. in Mechanical 

Engineering from Rutgers University, an M.S. in Astronautics from the George 

Washington University, and a Ph.D. in Aerospace Engineering from the University 

of Illinois.

EXTENDED BIO - http://www.nasa.gov/directorates/spacetech/about_us/bios/desai_bio.html

SPACE TECHNOLOGY MISSION DIRECTORATE LEADERSHIP

IMAGE 18.4
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www.nasa.gov

NASA Headquarters

Civil Service Workforce at a Glance 

1,138

Total Headcount

51

Average age

15 YEARS

Average length of 

service of a HQ 

Employee at NASA

22%

Retirement Eligible 

Employees

Space Technology Mission Directorate

Civil Service Workforce at a Glance 

30

Total Headcount

49

Average age

17 YEARS

Average length of 

service at NASA

17%

Retirement Eligible 

Employees

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

SPACE TECHNOLOGY MISSION DIRECTORATE AT A GLANCE

Figure 18.2 Space Technology Mission Directorate Workforce at a Glance

IMAGE 18.5
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EXPANSION OF KNOWLEDGE AND HUMAN ACTIVITY INTO THE SOLAR SYSTEM

NASA is extending robotic and human presence into the solar system through a strategy that advances the capability to 

operate at increasingly farther distances from Earth. The powerful new Space Launch System rocket and the Orion spacecraft 

will travel into deep space, building on our decades of robotic Mars exploration, lessons learned on the International Space 

Station, and groundbreaking new technologies. STMD engineers and technologists around the country are working hard to 

develop technologies including Solar Electric Propulsion, Deep Space Optical Communications, and Entry, Descent, and 

Landing systems. STMD is developing and testing technologies that would harvest resources from the Mars atmosphere and 

surface, and develop more reliable and self‐sustaining life support systems to enable astronauts to travel, land, and work on 

Mars.

NATIONAL NETWORK FOR MANUFACTURING INNOVATION (NNMI)

The National Network for Manufacturing Innovation (NNMI) consists of linked Institutes for Manufacturing Innovation (IMIs) 

with common goals, but unique concentrations. Here industry, academia, and government partners are leveraging existing 

resources, collaborating, and co‐investing to nurture manufacturing innovation and accelerate commercialization. Space 

Technology supports innovation in low‐cost manufacturing processes such as additive and digital manufacturing. As a part of 

this initiative, NASA is developing and manufacturing ultra‐lightweight materials for aerospace vehicles to demonstrate lower‐

mass alternatives to honeycomb or foam cores currently used in composite sandwich structures. NASA is one of the following 

participating agencies in the NNMI, the Department of Defense, Department of Energy, Department of Commerce’s National 

Institute of Standard and Technology (NIST), the National Science Foundation, and the Department of Education.

NATIONAL ROBOTICS INITIATIVE

The goal of the National Robotics Initiative is to accelerate the development and use of robots in the United States that work 

beside or cooperatively with people. Space Technology supports the National Robotics Initiative by issuing grants for robotics 

technologies that benefit space exploration as well as support manufacturers, businesses, and other entities. Innovative 

robotics research and applications emphasizing the realization of such co‐robots working in symbiotic relationships with 

human partners is supported by multiple agencies of the federal government. In addition to NASA, the list includes the National 

Science Foundation (NSF), the National Institutes of Health (NIH), the U.S. Department of Agriculture (USDA), and the U.S. 

Department of Defense (DoD).

SPACE TECHNOLOGY MISSION DIRECTORATE AGENCY INITIATIVES

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NATIONAL NANOTECHNOLOGY INITIATIVE (NNI)

The NNI is a U.S. government research and development (R&D) initiative involving the nanotechnology‐related activities of 

20 departments and independent agencies. Space Technology is exploring nanotechnology research and applications for 

aeronautics and space, with a focus on reducing vehicle mass and improving reliability through the development of carbon 

nanotube‐based materials. This includes investments in nano‐manufacturing through the development of carbon nanotube 

structural materials, and lightweight carbon nanotube/aerogel wires, and cables. The NNI brings together the expertise needed

to advance this broad and complex field—creating a framework for shared goals, priorities, and strategies that helps each 

participating Federal Agency leverage the resources of all participating agencies.

MATERIALS GENOME INITIATIVE

The Materials Genome Initiative is a multi‐Agency initiative designed to create a new era of policy, resources, and infrastructure 

that support U.S. institutions in the effort to discover, manufacture, and deploy advanced materials twice as fast and at a 

fraction of the cost. NASA, in close collaboration with NIST, established the MaterialsLab program on the International Space

Station (ISS). The MaterialsLab is accelerating the development of higher‐performing materials and processes for use both 

in space and on Earth, offering unique insights into how materials develop and behave in the microgravity environment. By 

sharing the results through NASA’s open Physical Sciences Informatics data repository, researchers—including students—can 

easily access data from ISS experiments and build on each other’s work.

SPACE TECHNOLOGY MISSION DIRECTORATE AGENCY INITIATIVES

STMD Technology Drives Exploration

NASA Space Technology Youtube Playlist

NASA Spinoff Technology Transfer Program

Space Technology

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IMAGE 19.1

MISSION SUPPORT DIRECTORATE CORE FUNCTIONS

MISSION SUPPORT DIRECTORATE (MSD)

MISSION

STATEMENT

The Mission Support Directorate (MSD) oversees the critical mission support 

resources and services across the nine NASA field centers and ensures 

NASA accomplishes the mission by effectively managing people, technical 

capabilities, and infrastructure. MSD focuses on reducing institutional risk 

to NASA’s current and future missions by improving processes, stimulating 

efficiency, and providing consistency and uniformity across institutional 

capabilities and services. 

The MSD strategic mission objectives include: 1) Stewardship of resources 

and major institutional operations to support successful accomplishment of 

mission objectives, 2) Integration of resources, infrastructure, processes, and 

advocacy for institutional capabilities and needs for NASA, and 3) Optimizing 

mission support services through strategic analysis and Business Services 

Assessments (BSA) to enable more efficient operations for NASA. 

OFFICE WEBSITE http://www.nasa.gov/msd

AGENCY INSTITUTIONAL 

FUNDS MANAGEMENT

Serves as control account manager and decision 

authority for institutional program funds across the 

Agency. Manages, allocates, and evaluates program 

performance for the Safety, Security, and Mission 

Services (SSMS) and Construction and Environmental 

Compliance and Restoration (CECR) appropriations. 

NASA AUDIT LIAISON WITH OFFICE 

OF THE INSPECTOR GENERAL AND 

GOVERNMENT ACCOUNTABILITY OFFICE

Manages, tracks, and reports on the Agency’s audit 

resolution and follow-up activities. 

INTEGRATION OF MISSION 

SUPPORT ACTIVITIES

Integrates and aligns Agency-wide mission support 

activities. Oversees Agency functional leadership 

capabilities including the Office of Human Capital 

Management, Office of Protective Services, Office of 

Procurement, Office of Strategic Infrastructure, NASA 

Shared Services Center, and Headquarters Operations 

(Headquarters as a Center). Core functions of each office 

provided separately.

AGENCY PARTNERSHIP PROGRAM

Provides administration for the Agency’s external 

partnership function (excluding international and 

classified partnerships).

NASA POLICY AND DIRECTIVES

Leads the establishment and maintenance of Agency 

policies and directives and verifies regulatory compliance. 
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Mission Support Directorate

Associate Administrator

KRISTA PAQUIN

Deputy AA for Mission

Support

DAN TENNEY

AAA, Resource &

Performance Management

LYNN IRVINE

Admin Specialist

MARY DUNN

Executive Officer PERRI FOX

Management & Program

Analyst

DIANE FRAZIER

BSA Implementation

Manager

LEAH HOLLANDER

Lead, Management &

Program Analyst

PAUL ROBERTS

Management & Program

Analyst

NANETTE JENNINGS

Office of Strategic

Infrastructure

CALVIN WILLIAMS

Office of Human Capital

Management

LAUREN LEO

Office of Procurement

BILL MCNALLY Management & Program Analyst

TONY MITCHELL

Program Analyst

CHERYL PARKER

Management Analyst

DEBORAH BLOXON

Sr. Advisor Partnership

Program JOE KROENER

Partnership Support

Detailee ANDREW KRUTSON

AST, Engineer Project

Manager

TODD MULLINS

Management & Program

Analyst

JENNY CARLOS

Management & Program

Analyst

PAULA HINES

Office of Protective Services

JOE MAHALEY

NASA Shared Services Center

MARK GLORIOSO

Office of HQ Operations

JAY HENN

BSA Support Contractor

VICTORIA JOHNSON

MISSION SUPPORT DIRECTORATE ORGANIZATION

The Mission Support Directorate (MSD) is comprised of the Office of the Associate Administrator and seven 

offices. Five of the offices manage Agency-wide functional areas including Human Capital Management, Strategic 

Infrastructure, Procurement, Protective Services, and the NASA Shared Services Center (NSSC). The NSSC is an 

Agency-wide shared service and support center located at the Stennis Space Center in Mississippi. The Office 

of Headquarters Operations ensures NASA Headquarters has the facilities, services, and resources to support 

Headquarters as a Center. The Office of Resources and Performance Management oversees and manages 

Agency-level integration of mission support budgets and performance. 

Figure 19.1 Mission Support Directorate (MSD) Organization Chart

Direct Line of Supervisory 

Responsibility

Indirect Line of Supervisory 

Responsibility and/or Support 

for Multiple Areas

LEGEND:
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ASSOCIATE ADMINISTRATOR

KRISTA C. PAQUIN 

Krista Paquin is the Associate Administrator for the Mission Support Directorate. She 

was appointed to this position in April 2015. She started her career at Goddard, in 

1984 and during her tenure there she progressed to executive positions in engineering, 

flight projects, and administration. Prior to leaving Goddard in 2006, she served as 

the Center Associate Director. From 2006 to 2010, Ms. Paquin served as the NASA 

Assistant Associate Administrator and Deputy of the Office of Program and Institutional 

Integration at NASA HQ. She left NASA in 2010 for an executive position in a high tech 

small business. She returned to NASA in May 2014 as Deputy Associate Administrator 

for Mission Support Directorate. She holds BA and MA degrees in Urban Planning and 

Management from the University of Maryland. 

EXTENDED BIO - http://www.nasa.gov/msd/msd-leadership

DEPUTY ASSOCIATE ADMINISTRATOR

DANIEL J. TENNEY

Daniel Tenney has over 23 years of professional, leadership, and executive experience 

with the federal government and has served as the Deputy Associate Administrator for 

Mission Support Directorate since 2015. Prior to this position he was the Chief Financial 

Officer (CFO) at the NASA Langley Research Center, and he managed the Management 

and Technical Support Office at the NASA Engineering and Safety Center (NESC). In 

2003, Mr. Tenney was asked to serve as the Deputy Director for Full Cost Operations 

where he led NASA as the first Federal Agency to implement Agency-wide full cost 

operations. He earned a Bachelor’s Degree in Accounting from Christopher Newport 

University and a Master’s Degree in Business Administration from Averett University.

EXTENDED BIO - http://www.nasa.gov/msd/msd-leadership

MISSION SUPPORT DIRECTORATE LEADERSHIP

IMAGE 19.2
176

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HOME

www.nasa.gov

NASA Headquarters

Civil Service Workforce at a Glance 

1,138

Total Headcount

51

Average age

15 YEARS

Average length of 

service of a HQ 

Employee at NASA

22%

Retirement Eligible 

Employees

Mission Support Directorate

Civil Service Workforce at a Glance 

277

Total Headcount

52

Average age

12 YEARS

Average length of 

service at NASA

18%

Retirement Eligible 

Employees

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

MISSION SUPPORT DIRECTORATE AT A GLANCE

Figure 19.2 Mission Support Directorate Workforce at a Glance

IMAGE 19.3
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BUSINESS SERVICES ASSESSMENT (BSA)

Through the execution of the BSA, NASA is defining the health of each business service area, identifying opportunities for 

optimization, and developing risk-informed recommendations to establish a more efficient operating model that maintains a 

minimum set of capabilities and meets current and future mission needs. MSD leads and manages this Agency assessment 

of Agency mission support services. By engaging the mission support functions and key customers and stakeholders through 

the BSA, NASA is defining the health of each business service area, identifying goals and opportunities for optimization and 

leveraging of capabilities, and developing risk-informed decision packages. This is being done in a manner that maintains 

transparency and involves stakeholders throughout the process. This disciplined method enables NASA leadership to make 

informed decisions on investing/divesting strategically within constrained institutional budgets while strengthening innovation in 

critical areas needed to advance our mission. 

QUARTERLY STRATEGIC LEADERSHIP FORUM FOR ASSOCIATE CENTER DIRECTORS AND 

ASSISTANT ADMINISTRATORS

Established in 2014, the Strategic Leadership forums provide regular and ongoing communication channels to actively engage 

mission support principals to enable effective cross-center collaboration, identify and characterize risk, and coordinate 

ongoing and future mission support activities across the Agency. The team shares leadership responsibility to resolve complex 

interdependent Agency institutional challenges, and mitigate institutional risks for NASA. The forums provide a strategic and 

executive-level construct to integrate activities across functional areas, share promising practices, jointly problem solve, 

coordinate inter-Agency initiatives and activities, and establish future direction for institutional areas across NASA. 

QUARTERLY CUSTOMER PROGRAM PERFORMANCE REVIEWS OF NASA SHARED SERVICES 

CENTER (NSSC)

As a key element of NSSC governance, these reviews were established in 2016. The purpose is to: 1) review NSSC 

performance, cost, rates, and investments; 2) provide a flexible and adaptive process to ensure that customer focus, 

advocacy, communication, and performance are continuously assessed; 3) ensure that the correct performance measures are 

identified and reported to the Agency; 4) increase client confidence in the validity of the performance results being reported; 

5) provide stakeholders with a forum to provide feedback and, in turn, enhance the overall NSSC experience; and 6) build 

advocacy for new work transitions in the future. 

HEADQUARTERS STRATEGIC WORKFORCE COMPLEMENT MANAGEMENT

Seeks to establish a stronger and more collaborative construct to strategically plan and manage workforce at the Headquarters 

level. The process focuses on grouping similar organizations and developing a forward-filling strategy that aligns future skills 

with Agency strategic direction instead of a traditional backfilling approach. The purpose of the Baseline Complement Review 

is to identify opportunities to enable more effective and efficient operations across HQ, evaluate how resources are aligned

with future needs, and to establish new organization ceilings. The initial workforce Baseline Complement Review will conclude 

during the first quarter of FY 2017 and is designed as a precursor to implementing the new management process in FY 2017. 

MISSION SUPPORT DIRECTORATE AGENCY INITIATIVES

Headquarters Operations Website

! ADDITIONAL RESOURCES

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NASA SHARED SERVICE CENTER CORE FUNCTIONS

MSD: NASA SHARED SERVICES CENTER (NSSC)

MISSION

STATEMENT

The NASA Shared Service Center (NSSC) performs select 

transactional and administrative activities for NASA Centers in 

human resources, financial management, procurement, business 

support, and information technology support services. The NSSC 

is located on the grounds of NASA’s Stennis Space Center (SSC) in 

Hancock County, Mississippi.

OFFICE WEBSITE - https://www.nssc.nasa.gov/for-public

IMAGE 20.1

PROCUREMENT SERVICES

The NSSC provides a variety of procurement services 

across NASA to satisfy the evolving acquisition needs of 

the Agency.

BUSINESS SERVICES

The NSSC provides services through the Enterprise 

Service Desk, which consists of a Tier‐1 Service 

Desk and Tier‐0 Website that support the Agency’s 

Infrastructure Integration Program and other Center‐

specific and Program‐specific initiatives.

INFORMATION TECHNOLOGY 

SUPPORT SERVICES

The NSSC provides business support services to the 

Agency’s Information Technology Business Services.

HUMAN RESOURCES SERVICES

The NSSC provides human resources services that 

provide support to personnel programs, SES Case 

Documentation, Employee Development and Training, 

Employee Benefits, Financial Disclosure Processing, 

Human Resources Information Training Systems 

Operations and Maintenance, Personnel Action 

Processing, eOPF Maintenance and Record Keeping, 

Online Course Management, and Off‐Site Training 

Purchases.

FINANCIAL MANAGEMENT 

SERVICES

The NSSC provides Accounts Payable, Accounts 

Receivable, Travel, and Fund Balance with Treasury 

services for NASA Centers and Headquarters 

Additionally, the NSSC provides services for Extended 

Temporary Duty Assistance, Relocation Services, and 

support for the Agency Travel/Fleet Card Programs.
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EXECUTIVE DIRECTOR

MR. MARK V. GLORIOSO

Mark V. Glorioso serves as the Executive Director of the NASA Shared Services Center 

(NSSC) in Hancock County, Mississippi, where he leads a team of more than 550

civil service and service provider employees. Mr. Glorioso joined the NSSC March 17,

2014.

As Executive Director of a multi‐function shared services center, which includes 

financial management, information technology, human resources, procurement 

services, and business support services, Mr. Glorioso provides Agency services to 

NASA employees, contractors, grantees, and vendors. In this capacity, he manages the 

NSSC’s operating budget of $59.2 million and approximately $388.2 million in additional 

Agency‐provided funding for training and initiatives of benefit across the Agency.

EXTENDED BIO - https://searchpub.nssc.nasa.gov/servlet/sm.web.Fetch/Mark_V__Glorioso_

Bio_4_2_14.pdf?rhid=1000&did=1806397&type=released

NASA SHARED SERVICE CENTER LEADERSHIP

IMAGE 20.2
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www.nasa.gov

NASA Headquarters

Civil Service Workforce at a Glance 

1,138

Total Headcount 

51

Average age

15 YEARS

Average length of 

service of a HQ 

Employee at NASA

22%

Retirement Eligible 

Employees

NASA Shared Services Center

Civil Service Workforce at a Glance 

134

Total Headcount

48

Average age

8 YEARS

Average length of 

service at NASA

9%

Retirement Eligible 

Employees

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

Not included in HQ headcount 

Location: Mississippi

NASA SHARED SERVICE CENTER AT A GLANCE

Figure 20.1 NASA Shared Services Center Workforce at a Glance

NSSC Brochure

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OFFICE OF HEADQUARTERS OPERATIONS CORE FUNCTIONS

MSD: OFFICE OF HEADQUARTERS OPERATIONS 

(HQOP)

MISSION

STATEMENT

The Office of Headquarters Operations provides executive 

leadership and oversight for services and products necessary to 

support effective operations of the NASA Headquarters facility. This 

Headquarters office serves as the single focal point on matters 

pertaining to the planning, management, execution, and evaluation of 

Headquarters institutional management services and activities. 

OFFICE WEBSITE - http://hqoperations.hq.nasa.gov/index.html

IMAGE 21.1

HUMAN RESOURCES 

MANAGEMENT

Executive Resources, Recruitment, Staffing and 

Placement, Classification, Compensation, Position 

Management, Awards and Recognition, Labor and 

Employee Relations, Performance Management, 

Strategic Workforce Planning, Executive Leadership, 

Supervisory Training, Academic/On-site Classes, 

Executive Coaching, Mentoring, Employee and 

Organization Development, and Learning Consultation 

Services.

BUDGET MANAGEMENT AND 

SYSTEMS SUPPORT

Agency Management Budget Formulation and Execution, 

Travel, Financial, and e-Government Systems. 

FACILITIES AND ADMINISTRATIVE 

SERVICES

Facility Management, Emergency Management, 

Continuity of Operations, and Safety and Health 

Services. 

INFORMATION TECHNOLOGY AND 

COMMUNICATION

Desktop Hardware and Software Acquisition, Application 

and Software Development, IT Project Management, IT 

Security Services, Records Management, Telephone 

Voice Communications, Graphics, Photographic and 

Printing/Duplication Services.

EQUAL OPPORTUNITY AND 

DIVERSITY MANAGEMENT

Alternative Dispute Resolution, EO Counseling, 

Affirmative Employment, Diversity/Special Emphasis 

Programs, and Reasonable Accommodations. 
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EXECUTIVE DIRECTOR 

MR. JAY M. HENN 

Jay M. Henn has served as Executive Director for Headquarters Operations since 

August, 2011. In his 28-year NASA career, he has also served as Deputy Assistant 

Administrator for Human Capital Management, Assistant Associate Administrator for 

Operations in the Aeronautics Enterprise; Director for Management Programs in the 

Office of Aeronautics and Space Transportation Technology; and Director for Strategy 

and Policy in the Office of Aeronautics. He holds a B.A. with Honors in anthropology 

from the University of Arizona, an M.A. in archaeology from Harvard University, an MBA 

from the Harvard Business School, and is a Distinguished Graduate of the Industrial 

College of the Armed Forces. 

EXTENDED BIO - http://hqoperations.hq.nasa.gov/people.html 

OFFICE OF HEADQUARTERS OPERATIONS LEADERSHIP

www.nasa.gov

NASA Headquarters

Civil Service Workforce at a Glance 

1,138

Total Headcount

51

Average age

15 YEARS

Average length of 

service of a HQ 

Employee at NASA

22%

Retirement Eligible 

Employees

Headquarters Operations

Civil Service Workforce at a Glance 

94

Total Headcount

51

Average age

12 YEARS

Average length of 

service at NASA

19%

Retirement Eligible 

Employees

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

OFFICE OF HEADQUARTERS OPERATIONS AT A GLANCE

Figure 21.1 Office of Headquarters Operations Workforce at a Glance
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HEADQUARTERS BOARD OF ADVISORS

The Headquarters Board of Advisors is an informal Headquarters-wide body that serves as a forum for discussing issues and 

possible actions that impact all organizations and employees at Headquarters. The Board provides a mechanism for enhancing 

communication, collaboration, and community throughout the building. The inaugural meeting for the Board was held April 27, 

2016, and future meetings will be held quarterly.

EMPLOYEE ENGAGEMENT

Headquarters Operations is focused on serving the customers through the building and developing a sense of community 

across headquarters and its resident organizations to bring about a stronger, more positive sense of community. Efforts are 

underway to enhance communication and collaboration so that employees will become more engaged in their work and have a 

positive attitude about the work place. This will lead to a higher performing, more focused, more satisfied workforce.

BUILDING RENOVATION PROJECT

In FY-14 NASA completed the 2.5 year renovation project of the Headquarters (HQ) building at 300 E St SW, Washington DC. 

NASA has received value for every dollar spent by significantly increasing the quality of the work environment and increasing 

energy savings via the design process. Just a few examples are the new energy efficient LED lighting which reduced overall 

energy usage by 20%. The installation of a Variable Air Volume HVAC system greatly increased environmental comfort and 

energy efficiency by 15% within the building. Overall the project resulted in increased energy efficiency of over 35%, provided 

natural daylight to 75% of building occupants, and improved workflows. The building was certified by the U.S. Green Building 

Council as a LEED Gold Construction Interiors. 

OFFICE OF HEADQUARTERS OPERATIONS AGENCY INITIATIVES

HQ Operations Website

! ADDITIONAL RESOURCES

WWW
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OFFICE OF HUMAN CAPITAL MANAGEMENT CORE FUNCTIONS

MSD: OFFICE OF HUMAN CAPITAL MANAGEMENT 

(OHCM)

MISSION

STATEMENT

The Office of Human Capital Management (OHCM) is responsible for 

developing and aligning NASA civil service workforce strategies, 

programs, policies, and processes with the Agency’s mission, 

strategic goals, and desired performance outcomes. The OHCM 

establishes Agency-wide civil service workforce management 

policies, defines strategies and architectures, defines program 

objectives and top-level requirements, ensures statutory and 

regulatory compliance, ensures consistency across the Agency as 

appropriate, and monitors program performance. OHCM represents 

the Agency’s interests in intergovernmental and other groups 

established to address workforce issues.

OFFICE WEBSITE - http://nasapeople.nasa.gov/home.htm

IMAGE 22.1

IMPLEMENTATION

Implement Human Capital policies, programs, and 

applications that provide the support employees need 

to do their jobs in a way that fosters engagement and a 

sense of affiliation to the organization.

ANALYTICAL

Use data and feedback to learn from past experience 

and anticipate Agency and workforce needs. 

INTEGRITY

Uphold integrity of NASA’s Human Capital Program while 

enabling maximum flexibility for implementation.

STRATEGY

Serve as strategic and technical advisors to Agency 

leadership and Center HR Offices.
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ASSISTANT ADMINISTRATOR

LAUREN E. LEO 

Ms. Lauren Leo is NASA’s Chief Human Capital Officer and Asstistant Administrator for 

Human Capital Management. She advises the Administrator on all workforce related 

programs and policies. Her responsibilities include setting the Agency’s workforce 

development strategy, assessing workforce characteristics and future needs, and 

aligning NASA’s HC policies and programs with Agency mission. Prior to serving as 

the AA, Ms. Leo held increasingly responsible positions at the forefront of developing 

and implementing innovative workforce engagement and development strategies 

and programs. Ms. Leo holds an M.A. in International Relations with a certificate in 

International Conflict Resolution from the Maxwell School at Syracuse University and a 

B.A. in International Relations from Mary Washington College. 

EXTENDED BIO - http://www.nasa.gov/feature/lauren-leo-assistant-administrator-human-capitalmanagement

OFFICE OF HUMAN CAPITAL MANAGEMENT LEADERSHIP

OFFICE OF HUMAN CAPITAL MANAGEMENT LEADERSHIP

www.nasa.gov

NASA Headquarters

Civil Service Workforce at a Glance 

1,138

Total Headcount

51

Average age

15 YEARS

Average length of 

service of a HQ 

Employee at NASA

22%

Retirement Eligible 

Employees

Office of Human Capital Management

Civil Service Workforce at a Glance 

33

Total Headcount

48

Average age

13 YEARS

Average length of 

service at NASA

9%

Retirement Eligible 

Employees

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

Figure 22.1 Office of Human Capital Workforce at a Glance
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BUSINESS SERVICES ASSESSMENT (BSA)

Through the execution of the BSA, NASA is defining the health of each business service area, identifying opportunities for 

optimization, and developing risk-informed recommendations to establish a more efficient operating model that maintains 

a minimum set of capabilities and meets current and future mission needs. OHCM is in the process of building teams to 

implement BSA decisions to 1) Establish a Strategic Workforce planning Process and Capability; 2) Implement innovative 

approaches such as “digital recruiting” that leverage the “NASA brand” and a hiring process that is transparent to HR staff 

and hiring managers; 3) Consolidate most classification and staffing at the NSSC; 4) Implement a structured program for early 

career hires (including Pathways) to include a new “on boarding” program with Agency-wide focus; 5) Develop a structured 

approach for communicating, identifying, and filling supervisory or team lead positions; 6) Conduct Zero-Based-Review 

(ZBR) of Agency-wide training; 7) Conduct a ZBR of Organizational Development; and 8) Provide support structure for crossorganizational opportunities. These initiatives directly support BSA goals to improve consistency across the Agency and gain 

efficiencies in human capital management. 

RECOGNIZING AND REWARDING INNOVATIVE PERFORMANCE

This plan focuses on finding ways to recognize and reward desired ways of working and desired behaviors while work is 

happening— creativity, innovation, collaboration, teamwork, etc.—rather than after it has been successfully completed. The 

purpose of this program is to reward and appreciate employees for their innovative performance and contributions to their 

workplace.

ENGAGING AND CONNECTING THE WORKFORCE

Truly engaged employees are likely to be NASA’s best source of new ideas. They also are more productive, get better results, 

and operate more safely than less engaged employees. The single most important way to engage workers is to enable them 

to make progress in meaningful work. Fortunately, there’s no shortage of meaningful work at NASA. OHCM programs engage 

employees in the NASA Mission and enable them to cooperate, collaborate and network with one another. 

BUILDING MODEL SUPERVISORS AND LEADERS

Managers and leaders play a critical role in establishing and sustaining an innovative and creative culture. NASA has 

experienced steady improvement over the last decade in surveys that measure supervisory effectiveness. OHCM programs 

develop supervisors and leaders who view developing employees as an important and productive use of time. 

OFFICE OF HUMAN CAPITAL MANAGEMENT AGENCY INITIATIVES

NASA People

! ADDITIONAL RESOURCES

WWW
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OFFICE OF PROCUREMENT CORE FUNCTIONS

MSD: OFFICE OF PROCUREMENT (OP)

MISSION

STATEMENT

The Office of Procurement provides executive leadership, policy 

direction, and functional management of procurement and financial 

assistance activities (excluding Space Act Agreements) for the 

entire Agency. 

OFFICE WEBSITE - https://www.hq.nasa.gov/office/procurement/

IMAGE 23.1

FEDERAL PROCUREMENT 

INITIATIVES

Implement Office of Management and Budget (OMB) 

initiatives assigned to the Office of Procurement, such 

as eGov requirements for procurement IT systems 

and Federal procurement data reporting initiatives, 

and provide reporting required by Congress and other 

external bodies. 

CAREER DEVELOPMENT

Oversee the Agency procurement and Contracting 

Officer Representative training programs and the 

certification programs for procurement, Contracting 

Officer Representatives, and program and project 

managers. 

EFFECTIVE MANAGEMENT 

OF CHANGES IN FEDERAL 

PROCUREMENT POLICY

Prescribe Agency-wide policies, strategies, regulations, 

and procedures governing the conduct of all NASA 

procurement and financial assistance activities 

(excluding the Space Act) within the framework of 

national and Agency policies and applicable laws and 

regulations. 

ACQUISITION PLANNING

Manage the overall procurement strategy for major NASA 

acquisitions and ensure the timeliness and effectiveness 

of the full spectrum of NASA procurement and 

financial assistance functions (grants and cooperative 

agreements).
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ASSISTANT ADMINISTRATOR FOR PROCUREMENT 

MR. BILL MCNALLY

Bill McNally is the Assistant Administrator for Procurement and Deputy Chief Acquisition 

Officer at NASA. He directs NASA’s procurement functions throughout the Agency, 

providing strategic policy, leadership, and direction. He represents NASA procurement 

to the Executive and Legislative branches of the Federal government, industry, and 

international organizations. Mr. McNally was appointed as the Assistant Administrator 

for Procurement in September 2007. 

EXTENDED BIO - http://www.hq.nasa.gov/office/procurement/mcnallybio.html

OFFICE OF PROCUREMENT LEADERSHIP

www.nasa.gov

NASA Headquarters

Civil Service Workforce at a Glance 

1,138

Total Headcount

51

Average age

15 YEARS

Average length of 

service of a HQ 

Employee at NASA

22%

Retirement Eligible 

Employees

Office of Procurement

Civil Service Workforce at a Glance 

32

Total Headcount

53

Average age

13 YEARS

Average length of 

service at NASA

19%

Retirement Eligible 

Employees

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

OFFICE OF PROCUREMENT AT A GLANCE

Figure 23.1 Office of Procurement Workforce at a Glance
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BUSINESS SERVICES ASSESSMENT (BSA)

Through the execution of the BSA, NASA is defining the health of each business service area, identifying opportunities for 

optimization, and developing risk-informed recommendations to establish a more efficient operating model that maintains a 

minimum set of capabilities and meets current and future mission needs. NASA performed a BSA Deep Dive review of the 

Procurement function in 2015. The Deep Dive included review of workforce practices, governance, and policy. The resulting 

efficiency initiatives should reduce transactional costs and resources required to support the procurement business process. 

To reduce the lengthy process required to strengthen policies and codify procurement regulations, Procurement established a 

policy operating guide in June 2015. This is a living document with its last update in February 2016. 

PAPERLESS INITIATIVE

NASA’s Paperless initiative was first introduced in November 2013. The initiative offers the opportunity to streamline award 

processes, ending the need for Center-unique procurement software that does not support the Enterprise. It will provide 

e-Signature capability for NASA contract and financial assistance awards, archive and destruction capabilities, procurement 

workload management, and the capability to directly interface with Federal data systems. SAP’s Procurement for Public Sector 

(PPS) software was selected by NASA to support the Agency-wide deployment scheduled for March 2017.

OFFICE OF PROCUREMENT AGENCY INITIATIVES

IMAGE 23.2
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OFFICE OF PROTECTIVE SERVICES CORE FUNCTIONS

MSD: OFFICE OF PROTECTIVE SERVICES (OPS)

MISSION

STATEMENT

The Office of Protective Services (OPS) serves as the focal point 

for policy formulation, oversight, coordination, and management 

of the Agency Protective Services, fire and security services, 

counterintelligence (CI), counterterrorism (CT), emergency 

management planning, and continuity of operations functions.

OFFICE WEBSITE - http://www.hq.nasa.gov/office/ops/nasaonly/index.html 

THE OFFICE OF PROTECTIVE SERVICES IS RESPONSIBLE FOR 

THE POLICY AND OVERSIGHT OF AGENCY-WIDE:

• Security Management 

• Counterintelligence/Counterterrorism (and Operational Control) 

• Foreign National Access Management 

• Electronic Physical Access Control System (EPACS) 

• Identity, Credential, and Access Management (ICAM) (and Operational Control) 

• Special Access Programs (SAP) 

• Insider Threat Program (and Operational Control) 

• Emergency Management and Continuity of Operations (COOP) Program (and Operational Control) 

• NASA Protective Services Training Academy (NPSTA) (and Operational Control) 

• Communications Security (COMSEC)

IMAGE 24.1
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ASSISTANT ADMINISTRATOR 

JOSEPH S. MAHALEY 

Joe Mahaley is the Assistant Administrator (AA) for Protective Services at NASA. 

He leads the Office of Protective Services (OPS) and is the focal point for policy 

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

services. As the AA for OPS, he oversees NASA’s security management, intelligence 

analysis, counterintelligence/counterterrorism (CI/CT) services, national security 

systems, handling of sensitive and classified information, identity, credential, and 

systems management, emergency management, and continuity of operations functions. 

He is also NASA’s Insider Threat Senior Official. 

Mr. Mahaley is the former Director of Security and Emergency Operations at the U.S. 

Department of Energy (DOE) and has over 35 years of experience in the government, 

military and private sectors. 

EXTENDED BIO - http://www.nasa.gov/about/highlights/mahaley_bio.html 

OFFICE OF PROTECTIVE SERVICES LEADERSHIP

www.nasa.gov

NASA Headquarters

Civil Service Workforce at a Glance 

1,138

Total Headcount

51

Average age

15 YEARS

Average length of 

service of a HQ 

Employee at NASA

22%

Retirement Eligible 

Employees

Office of Protective Services

Civil Service Workforce at a Glance 

50

Total Headcount

50

Average age

9 YEARS

Average length of 

service at NASA

10%

Retirement Eligible 

Employees

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

OFFICE OF PROTECTIVE SERVICES AT A GLANCE

Figure 24.1 Office of Protective Services Workforce at a Glance
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FOREIGN NATIONAL ACCESS MANAGEMENT (FNAM) PROGRAM

Collaboration with foreign nationals representing international partners ensures NASA’s mission and vision are supported 

by the best and brightest the world has to offer in a multitude of engineering and science disciplines. The FNAM Program is 

NASA’s primary vehicle for strengthening the systemic management of foreign national access across the Agency. Led by 

the Office of Protective Services (OPS) and with cooperation from the Office of International and Interagency Relations (OIIR) 

and the Office of the Chief Information Officer (OCIO), the FNAM Program’s overarching goal is to minimize risks to NASA’s 

critical infrastructure (facilities, technology, and information) through the management of physical and logical access by foreign 

nationals and ensuring compliance with U.S. laws and regulations.

NASA’S INSIDER THREAT PROGRAM

In October 2011, the President issued Executive Order (EO) 13587 establishing the National Insider Threat Task Force 

(NITTF). The primary mission of the NITTF is to prevent, deter, and detect compromises of classified information by malicious 

insiders. As part of the EO, the President directed Federal departments and agencies with classified networks, to establish 

Insider Threat detection and prevention programs. The EO was further implemented by a Presidential Policy Memorandum 

in November 2012 setting minimum standards for Executive Branch Insider Threat Programs. NASA has made great strides 

in implementing its Insider Threat Program (ITP), such as designating a Senior Agency Official to be responsible for the ITP 

(Assistant Administrator for Protective Services), developing a formal ITP policy document, implementing ITP training for 

clearance holders, establishing user activity monitoring on at least one classified IT system, and standing up an ITP reference

website. Full Operational Capability (FOC) for NASA’s ITP will be completed by the Federal deadline of December 31, 2016. 

A comprehensive ITP is essential to the safety and security of our NASA employees, contractors, property, infrastructure, and 

information by helping to detect and deter the efforts of malicious insiders. 

OFFICE OF PROTECTIVE SERVICES AGENCY INITIATIVES

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CONTINUED ENHANCEMENT OF NASA COUNTERINTELLIGENCE (CI) AND 

COUNTERTERRORISM (CT) CAPABILITIES

Without a robust defensive CI/CT program at Headquarters and at the Centers constantly monitoring threats and developing 

and implementing initiatives to detect/deter/neutralize acts of terrorism, espionage, sabotage, and intelligence gathering, 

NASA’s personnel and technologies would be vulnerable. NASA has made significant improvements to the CI/CT infrastructure 

in recent years and continues to enhance our Agency-wide CI/CT defensive capabilities in order to protect our workforce, 

information, facilities, and programs. 

IDENTITY CREDENTIAL AND ACCESS MANAGEMENT (ICAM) MODERNIZATION

The systems comprising the ICAM infrastructure are the sole and authoritative source for the enrollment and processing of 

NASA identity data and for the processing of access requests and the issuance of credentials used for access. Significant 

updates completed in FY 2016 include migration to a new access management infrastructure, deployment of new identity 

management business processes for Position Designation, and electronic access control plans for foreign national access 

management (FNAM). Further updates to ICAM will occur in FY 2017 and FY 2018 and include deployment of an Agency visitor 

management system and a suite of personnel security case management tools to manage Office of Personnel Management 

investigations and National Security Clearances. 

OFFICE OF PROTECTIVE SERVICES AGENCY INITIATIVES

IMAGE 24.3
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OFFICE OF STRATEGIC INFRASTRUCTURE CORE FUNCTIONS

MSD: OFFICE OF STRATEGIC INFRASTRUCTURE 

(OSI)

AGENCY FACILITIES MANAGEMENT

Management of facility design and construction, facility 

maintenance and repair, facility operations, facility 

utilization, and real estate acquisition and disposal. 

Management of the Construction of Facilities (CoF)

program.

MANAGES AGENCY AIRCRAFT ACTIVITY

Management of the acquisition, utilization, operations, 

safety, airworthiness, quality assurance, modification, 

control, and disposition of all NASA aircraft including 

Unmanned Aerial Systems (UAS). Serves as the Agency 

Aircraft Capabilities Leader.

MANAGES AGENCY INSTITUTIONAL 

AUTHORITY FOR LOGISTICS MANAGEMENT

Supply/material and inventory management, equipment 

management, property disposal management, contract 

property, transportation and fleet management, and 

logistics and supply chain management.

MANAGES AGENCY ENVIRONMENTAL 

PROGRAMS

Management of environmental stewardship and 

sustainability, development and dissemination 

of environmental Agency policies for: planning, 

compliance, restoration, pollution prevention, energy 

and water conservation, renewable energy generation 

and natural, cultural, and historic resource preservation. 

Management of the Environmental Compliance and 

Restoration (ECR) program.

MANAGES SPACE ENVIRONMENT TEST 

CAPABILITIES 

Ensure NASA’s space environment testing capabilities 

support current and future Agency and national needs. 

Portfolio assets managed include all major space 

environment testing assets, high‐enthalpy material 

testing (Arc Jets), and flight simulation capabilities.

PROVIDES LEADERSHIP, OVERSIGHT, AND 

SUPPORT OF THE NASA OMBUDS PROGRAM

Offers the workforce a supplemental channel for 

communicating issues and concerns potentially 

impacting safety, organizational performance, or mission 

success.

MISSION

STATEMENT

The Office of Strategic Infrastructure (OSI) provides executive and 

functional leadership, policy, institutional authority, and oversight for 

Agency infrastructure. The Office’s mission is to ensure that the right 

infrastructure assets and capabilities are available in the timeframe 

needed by reducing current and future infrastructure related risks to 

the Agency.

OFFICE WEBSITE - http://osi.hq.nasa.gov/

IMAGE 25.1
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ASSISTANT ADMINISTRATOR FOR STRATEGIC 

INFRASTRUCTURE

MR. CALVIN WILLIAMS 

Prior to becoming Assistant Administrator in 2014, Mr. Williams served as the Director 

for Integrated Asset Management Division, where he was responsible for managing the 

Agency’s real property, Agency facility master planning and the Strategic Capabilities 

Asset Program. Before coming to NASA in 2002, Williams served as the Program 

Manager, Business Manager, and Management Representative for ISO 9001 in the 

Division of Engineering Services at the National Institutes of Health (NIH) and worked 

as a Program Manager at the Chesapeake Division at the Naval Facilities Engineering 

Command where he was responsible for managing energy and other facility 

engineering projects.

EXTENDED BIO - http://osi.hq.nasa.gov/bio_williams.html

DEPUTY ASSISTANT ADMINISTRATOR FOR 

STRATEGIC INFRASTRUCTURE

MR. RICHARD “RICK” MARRS

Prior to joining NASA in early 2015, Mr. Marrs served as the senior civilian facilities 

engineer on the Staff of the Commandant of the Marine Corps for four years. As the

Deputy Facilities Director, he oversaw policy development, budget formulation, and 

execution to support Facilities Sustainment, Repairs and Operations, Construction,

Environmental Programs, Real Estate, Asset Management, Facilities Planning, Housing, 

Energy Management, and Utilities at 24 installations.

EXTENDED BIO - http://osi.hq.nasa.gov/bio_marrs.html

OFFICE OF STRATEGIC INFRASTRUCTURE LEADERSHIP

IMAGE 25.2
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www.nasa.gov

NASA Headquarters

Civil Service Workforce at a Glance 

1,138

Total Headcount

51

Average age

15 YEARS

Average length of 

service of a HQ 

Employee at NASA

22%

Retirement Eligible 

Employees

Office of Strategic Infrastructure

Civil Service Workforce at a Glance 

53

Total Headcount

55

Average age

13 YEARS

Average length of 

service at NASA

30%

Retirement Eligible 

Employees

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

OFFICE OF STRATEGIC INFRASTRUCTURE AT A GLANCE

Figure 25.1 Office of Strategic Infrastructure Workforce at a Glance

IMAGE 25.3
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SUSTAINABILITY

OSI leads the Agency in the implementation, tracking, and reporting of sustainable practices for energy intensity, water 

intensity; fleet petroleum use, greenhouse gas pollution, green building practices, and, renewable energy use as defined by 

signed Executive Order (EO) 13693. NASA has made significant progress in meeting many of the stated goals including water 

intensity reductions and fleet petroleum use.

FACILITIES BUSINESS SERVICE ASSESSMENT (BSA)

Through the execution of the Business Services Assessment (BSA), NASA is defining the health of each business service 

area; identifying opportunities for optimization; and developing risk‐informed recommendations to establish a more efficient 

operating model that maintains a minimum set of capabilities and meets current and future mission needs. The Facilities BSA 

identified opportunities to enable NASA to more effectively and strategically integrate, manage, optimize, and operate the 

physical infrastructure required to meet the Agency’s Mission. OSI is developing the implementation plans for the accepted 

recommendations.

REDUCE THE FOOTPRINT (RTF)

NASA and other agencies are required to dispose of surplus properties, make more efficient use of the Government’s real 

property assets, and reduce the total square footage of their domestic owned building inventory, with emphasis on offices 

and warehouses, relative to an established baseline. When NASA Centers seek to acquire or construct new facilities, they are 

required to meet the RTF goals by eliminating more square footage than they add. As Centers update their facility master plans,

they must identify potential consolidation and disposals of unneeded assets.

ENVIRONMENTAL CLEAN‐UP OF SANTA SUSANA FIELD LABORATORY (SSFL)

In 2010 The Department of Energy (DOE) and NASA signed Administrative Orders on Consent (AOC) with the California 

Environmental Protection Agency that defined the process for the characterization and cleanup end‐state of water and soil 

of the SSFL. Soils determined to be contaminated over background levels must be removed from the site and backfilled 

with clean soils by the end of 2017. Actual soil removal will start once the AOC completes its identification of background 

cleanup levels and the State of California: 1) completes identification of background cleanup levels; 2) completes its California 

Environmental Quality Act (CEQA) documentation, and 3) approves the NASA Soils Remedial Action Implementation Plan. 

Demolition is currently being conducted.

OFFICE OF STRATEGIC INFRASTRUCTURE AGENCY INITIATIVES

! ADDITIONAL RESOURCES

Strategic Sustainability Performance Plan (SSPP)
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OFFICE OF COMMUNICATIONS CORE FUNCTIONS

OFFICE OF COMMUNICATIONS (OCOMM)

MISSION

STATEMENT

The Office of Communications (OCOMM) serves as NASA’s corporate 

communications function, accountable for managing the Agency’s 

communications activities, events, and products for stakeholders and the public. 

OCOMM is responsible for planning, coordinating, and directing Agency-wide 

communications efforts regarding all facets of NASA’s mission, programs, 

activities, and functions. The scope of the Agency’s communications function 

entails a diverse and integrated set of efforts including news and media 

engagement, digital services and products (including web, multimedia, and social 

media), internal communications, non-technical publications, exhibits, as well 

as speaking and public engagement activities and events. OCOMM provides for 

the widest practicable and appropriate dissemination of information to news and 

media organizations, employees, key stakeholders, and the public regarding 

NASA’s mission, work, and accomplishments. OCOMM promotes effective 

communications by ensuring synergy and strategic focus, working collaboratively 

with the Office of Education, Office of Legislative and Intergovernmental Affairs, 

Mission Directorates, Centers, and other organizations as appropriate. 

OFFICE WEBSITE - http://www.nasa.gov/news/index.html

IMAGE 26.1

STRATEGY AND INTEGRATION

Accountable for planning and orchestrating strategic 

communications processes and activities. Scope 

includes managing the CCC and its operations, driving a 

forward-looking strategic communications planning and 

implementation process, executing a metrics program, 

and building strategic partnerships and alliances to 

magnify NASA’s capacity to reach, engage, and educate 

the public. 

COMMUNICATIONS COORDINATING 

COUNCIL (CCC)

Decision-making body for strategic direction, planning, 

and implementation of NASA’s communications efforts. 

Comprised of the most senior leaders accountable 

for conducting communications functions within their 

organizations, including Mission Directorates, Centers, 

and HQ functional offices. 
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OFFICE OF COMMUNICATIONS CORE FUNCTIONS

IMAGE 26.2

PUBLIC SERVICES

Accountable for planning, organizing, directing, and 

coordinating the Agency FOIA program. Scope also 

includes operation of the public inquiries function.

DIGITAL SERVICES

Accountable for planning, developing, and deploying 

digital products and services in support of all 

communications activities and in alignment with 

NASA communications priorities to reach and engage 

a significantly large and diverse set of audiences. 

Scope includes overall policy guidance and direction 

for content and operation of NASA TV, management 

of multimedia content including videos and images, 

production and operations of www.nasa.gov, and 

NASA’s social media presence. 

NEWS AND MEDIA ENGAGEMENT

Accountable for planning, developing, and implementing 

news and media engagement activities. Scope includes 

the production and distribution of news products to the 

media and public, including release of videos, images, 

and other products. 

PUBLIC AND STAKEHOLDER 

ENGAGEMENT

Accountable for planning and executing events and 

programs and developing products dedicated to 

reaching and engaging the public. Scope includes 

managing the speakers bureau program, managing 

the Agency programs for exhibits and artifacts, Agency 

events planning and implementation, as well as guest 

operations. 

HISTORY

Accountable for management and development of 

historical resources and products. Scope includes 

research and publications, and maintaining NASA’s 

uniquely rich historical reference collection used by 

researchers around the world.
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OFFICE OF COMMUNICATIONS ORGANIZATION

OCOMM serves as the corporate, Agency-wide communications function for NASA. The Communications 

Coordinating Council (CCC), comprised of the Agency’s communications leaders representing field centers, 

mission Directorates, and HQ functional offices, is the strategic governing body for Communications, chaired by 

the Associate Administrator for Communications. OCOMM in coordination with the CCC, drives a rigorous annual 

planning process to establish communications priorities and define the communications portfolio of priority 

activities. The CCC meets monthly to oversee the Agency’s communications portfolio. 

OCOMM is organized in six divisions to drive a corporate approach, each managing a set of Communications 

functions Agency-wide. OCOMM maintains key relationships with the Office of Education, OLIA, and Mission 

Directorates, and Centers to drive strategic efforts. 

Figure 26.1 Office of Communications (OCOMM) Organization Chart

Direct Line of Supervisory 

Responsibility

Indirect Line of Supervisory 

Responsibility and/or Support 

for Multiple Areas

LEGEND:

Office of Communications

Associate Administrator

ROBERT JACOBS (ACTING)

Deputy Associate

Administrator

ROBERT JACOBS

Deputy Associate

Administrator for Strategy &

Engagement

VACANT

Communications

Coordinating Council

(CCC)

History Division

Chief

WILLIAM BARRY

Public Services Division

Chief

MIRIAM BROWN-LAM

Digital Services Division

Chief

VACANT

News & Media Engagement

Division

Chief

ALLARD BEUTEL

Strategy & Integration

Division

Chief

KRIS BROWN

Public & Stakeholder

Engagement Division

Chief

VACANT
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ASSOCIATE ADMINISTRATOR

VACANT

DEPUTY ASSOCIATE ADMINISTRATOR 

MR. ROBERT (BOB) JACOBS

Mr. Bob Jacobs is a senior NASA spokesperson and serves as the Deputy Assistant 

Administrator for the Office of Communications. He is responsible for leading and 

executing many of the Agency’s public communications activities. Jacobs’s has an 

extensive background in leadership, organizational change, and crisis communications.

An Emmy-award winning journalist and strategic communicator, he has championed 

the use of emerging technologies to better engage the public. He launched and 

moderates many of the Agency’s social media initiatives, and is responsible for the 

Agency’s primary homepage and NASA TV. A published author and editor of several 

books, his work has been honored with four NASA medals for exceptional service and 

outstanding leadership, as well as a 2015 Presidential Rank Award.

OFFICE OF COMMUNICATIONS LEADERSHIP

IMAGE 26.3
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www.nasa.gov

NASA Headquarters

Civil Service Workforce at a Glance 

1,138

Total Headcount

51

Average age

15 YEARS

Average length of 

service of a HQ 

Employee at NASA

22%

Retirement Eligible 

Employees

Office of Communications

Civil Service Workforce at a Glance 

65

Total Headcount

53

Average age

12 YEARS

Average length of 

service at NASA

26%

Retirement Eligible 

Employees

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

OFFICE OF COMMUNICATIONS AT A GLANCE

Figure 26.2 Office of Communications Workforce at a Glance

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OFFICE OF COMMUNICATIONS AGENCY INITIATIVES

STRATEGIC COMMUNICATIONS PLANNING AND IMPLEMENTATION

Over the past three years, OCOMM, with the active engagement of the CCC, has undergone an extensive strategic 

communications planning and implementation initiative. This began with substantive changes in polices and governance, and 

has involved extensive changes in process and approach. This initiative has fundamentally changed NASA’s communications 

operational model, moving from a distributed and fragmented approach to one that is corporate and strategic. Changes in 

policy included establishing an overarching policy for communications - NPD 1380.1, and the addition of a requirement for 

every flight program and project to establish and implement a communications plan. Changes in governance involved the 

charter of the CCC as a decisional council. Operationally, the CCC established a set of communications priorities, overarching 

messages, and branding which now frame all Agency communications products and activities. In addition, the OCOMM, in 

coordination with the CCC, now drives a rigorous annual planning and implementation process to identify and establish priority 

communications activities in a hierarchy (level 1, 2, and 3 activities) used to define and manage the communications portfolio.

The CCC manages planning and implementation of the portfolio, reviews communications plans and strategies for all level 

1 and 2 activities, and oversees an Agency-wide, corporate communications strategy. This recently established planning 

and implementation process provides, for the first time, strategic oversight of the Agency’s highly-distributed model for 

communications and corporate management of hundreds of activities and products, enabling effective management of NASA’s 

brand and ultimately better public understanding of what NASA does and why. 

OCOMM REORGANIZATION 

OCOMM formulated and implemented a reorganization effective August 7, 2016. The new organization has positioned OCOMM 

to more effectively lead the strategic communications efforts that have been put into place, provide career development and 

growth opportunities within the organization, and better facilitate a more corporate, Agency-driven approach to managing the 

various communications functions within NASA. Coupled with this reorganization, OCOMM has implemented an organizational 

development effort, working with an outside consultant in moving the new organization forward. 

EDUCATION AND OUTREACH BUSINESS SERVICES ASSESSMENT (BSA)

Through the execution of BSAs, NASA is defining the health of each business service area; identifying opportunities for 

optimization; and developing risk-informed recommendations to establish a more efficient operating model that maintains a 

minimum set of capabilities and meets current and future mission needs. The Education and Outreach BSA began April 12, 

2016 and is ongoing. Dan Woodard is serving as the BSA Core Team co-lead and Kris Brown is serving as the Subject Matter 

Expert (SME). The BSA core team is presented its findings and recommendations to the Business Services Steering Committee 

on September 12. The outcomes of the BSA will drive an implementation effort expected to begin in 2016. OCOMM views the 

BSA as an opportunity to convey the significant progress made in moving to a corporate communications model over the past 

several years, and outline the vision and plans for further changes. 

OCOMM manages the development and operations of the Agency’s flagship website and social media platforms

NASA Homepage

NASA on Social Media

NASA on YouTube

NASA Communications Toolkit

ADDITIONAL RESOURCES

WWW

WWW

WWW

WWW
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OFFICE OF DIVERSITY AND EQUAL OPPORTUNITY CORE FUNCTIONS

OFFICE OF DIVERSITY AND EQUAL OPPORTUNITY 

(ODEO)

SETS THE AGENCY’S EQUAL 

OPPORTUNITY POLICY AND STRATEGY

Develop and oversee Agency‐wide programs and 

processes to achieve consistency of approach in 

eliminating barriers to the recruitment, retention, and 

promotion of a high‐caliber and diverse workforce, 

particularly in mission‐critical occupations and 

leadership ranks.

MANAGES EQUAL EMPLOYMENT 

OPPORUNITY (EEO) COMPLAINTS

Administers effective and efficient Agency‐wide EEO 

complaint and Alternative Dispute Resolution (ADR) 

processes.

LEADS AGENCY DIVERSITY AND 

INCLUSION INITIATIVES

Defines diversity and inclusion objectives and top‐level 

requirements. Establishes and manages long‐term 

Agency diversity planning and implementation.

AUDITS NASA GRANTEE CIVIL RIGHTS 

COMPLIANCE

Serves as the focal point for the Agency’s internal 

(federally conducted) and external (NASA grantees) civil 

rights compliance activities, policies, and procedures, 

including the development of policies, procedures, and 

programs to ensure that NASA’s grant recipients are 

provided access to activities in a non‐discriminatory 

manner and administers NASA’s civil rights complaint

process.

ADVOCATES FOR AN OPEN AND 

INCLUSIVE WORKPLACE

Provides technical assistance, training, and advocacy 

to promote an open and inclusive workplace, ensuring 

fair and equitable decision making in all aspects of 

workforce activity, voluntary compliance, and effective 

and open communication.

MISSION

STATEMENT

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

developing and aligning NASA equal opportunity (EO), civil rights compliance, 

and diversity strategies, programs, policies, and processes consistent with 

the Agency’s mission, strategic goals, and performance outcomes. The 

ODEO establishes Agency‐wide policies on diversity and EO and defines 

strategies, program objectives, and top‐level requirements; ensures statutory, 

regulatory, and fiduciary compliance with internal and external EO laws; 

provides technical assistance, training, and advocacy to promote an open and 

inclusive workplace; ensures consistency of approach to improve functional 

performance across the Agency; and monitors diversity and EO program 

performance.

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OFFICE OF DIVERSITY AND EQUAL OPPORTUNITY ORGANIZATION

The ODEO is comprised of the Office of the Associate Administrator and two divisions with distinct roles: the 

Program Planning and Evaluation (PPE) Division and the Complaints Management Division (CMD). The Office 

of the Associate Administrator provides executive leadership and oversight for the effective management of all 

programs, resources, Agency-wide initiatives, and external requirements. The ODEO has unique requirements 

relating to the administration of federal civil rights laws pertaining to employees and NASA grantees. PPE 

manages and directs a wide range of EEO requirements relating to the workforce and EO requirements relating 

to grantees. CMD manages and implements Agency‐wide policies and systems for processing, adjudicating, and 

resolving individual and class discrimination complaints.

The organizational chart provides insight into the official roles and relationships within ODEO.

Figure 27.1 Office of Diversity and Equal Opportunity (ODEO) Organization Chart

Direct Line of Supervisory 

Responsibility

Indirect Line of Supervisory 

Responsibility and/or Support 

for Multiple Areas

LEGEND:

Office of Diversity and Equal Opportunity

Associate Administrator

BRENDA R. MANUEL

Program Planning &

Evaluation Division

Acting Director

DAVID CHAMBERS

Center EO Directors &

Diversity Managers

Complaints Management

Division

Acting Director

BRENDA R. MANUEL
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ASSOCIATE ADMINISTRATOR

MS. BRENDA R. MANUEL

Brenda R. Manuel is the Associate Administrator for Diversity and Equal Opportunity, 

appointed to this position in October 2006. In this capacity, she serves as the principal

advisor to the NASA Administrator on diversity and equal opportunity (EO), establishes

overall policy and strategic direction for NASA EO and diversity, defines strategies, 

program objectives, and top‐level requirements, as well as oversees critical Agency

programs and processes, including the Agency discrimination complaints process,

Alternative Dispute Resolution (ADR) for EEO complaints, civil rights compliance among 

NASA grant recipient institutions, and diversity and inclusion policy and programs. 

EXTENDED BIO - http://www.nasa.gov/about/highlights/manuel_bio.html

DIRECTOR, PROGRAM PLANNING AND EVALUATION 

DIVISION (ACTING)

MR. DAVID CHAMBERS

David Chambers is an equal opportunity (EO) professional with over 20 years of 

experience in the field. This includes serving for four years as a Civil Rights Analyst 

with the U.S. Commission on Civil Rights, where he developed policy recommendations 

for the President and Congress on federal civil rights statutory enforcement. He has 

been with NASA since 2000 and currently serves as a Senior Civil Rights Analyst in the 

Agency’s Office of Diversity and Equal Opportunity. Among his wide‐ranging portfolio 

of EO roles and responsibilities, he serves as the External (Grantee) Civil Rights Team 

Lead, the Agency Anti‐Harassment Coordinator, and the Executive Secretary of the 

NASA Diversity and Inclusion Strategic Partnership (DISP).

DIRECTOR, COMPLAINTS MANAGEMENT DIVISION 

(ACTING)

MS. BRENDA R. MANUEL

Ms. Brenda Manuel, the Associate Administrator for Diversity and Equal Opportunity, is 

also currently acting as Director for Complaints Management while this division position 

is vacant.

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www.nasa.gov

NASA Headquarters

Civil Service Workforce at a Glance 

1,138

Total Headcount

51

Average age

15 YEARS

Average length of 

service of a HQ 

Employee at NASA

22%

Retirement Eligible 

Employees

Office of Diversity & Equal Opportunity Civil Service Workforce at a Glance 

14

Total Headcount

53

Average age

15 YEARS

Average length of 

service at NASA

29%

Retirement Eligible 

Employees

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

OFFICE OF DIVERSITY AND EQUAL OPPORTUNITY AT A GLANCE

Figure 27.2 Office of Diversity and Equal Opportunity Workforce at a Glance

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MANAGEMENT DIRECTIVE (MD)‐715 PROGRAM

NASA shifted to a new framework for this program in 2014. Under U.S. Equal Employment Opportunity Commission (EEOC) 

Management Directive (MD) 715, federal agencies must submit an annual plan and report identifying and establishing actions 

to address barriers to EEO within the Agency. Under the new framework, NASA is focusing on a limited number of high‐priority 

challenges while leaving to the Centers how best to define the tactical actions they will use to address the challenges. The 

biggest challenges now are diversifying the top echelons of the Agency with respect to women and racial minorities and 

all levels with respect to people with disabilities. The Agency is addressing this through a combination of proactive equal 

opportunity programs, a comprehensive diversity and inclusion initiative including enhanced efforts to diversify selection panels 

and applicant pools, and increased focus on shared accountability (see Diversity and Inclusion Program).

DIVERSITY AND INCLUSION (D&I) PROGRAM

NASA established a D&I framework in 2010. The framework encompasses a D&I Strategic Plan (Agency and Center levels), 

frequent D&I assessment surveys to track employee perceptions and progress, and a D&I Strategic Partnership (DISP), which 

is a formally chartered senior leadership body that advises the Administrator. Key diversity and inclusion challenges include 

attracting and advancing a more diverse NASA workforce. On attracting diversity, strategic actions include greater diversity 

on selection panels and executive participation in outreach and recruitment events involving diverse groups. On advancing 

the current workforce, NASA added a second level review requirement to make sure performance ratings are more consistent 

and well‐justified. Senior leaders were directed to continue Agency initiatives focused on supervision as a discipline, with an

emphasis on culture and shared accountability and an emphasis on continued process improvement by utilizing survey data to 

identify troubled organizations and design improvement plans.

EXTERNAL (GRANTEE) COMPLIANCE PROGRAM 

NASA has a robust compliance program in place for assessing civil rights compliance of its grantee institutions. In conducting 

these assessments, NASA addresses both unintentional adverse impacts, such as implicit bias in policies and practices, 

as well as deliberate denials of equal opportunity, such as discriminatory harassment. Through the Agency’s Mission STEM 

website and related technical assistance, including workshops with grantees, NASA seeks to address ongoing challenges, 

such as sexual harassment in the sciences. Compliance review reports with findings and recommendations to address 

compliance issues, public statements from NASA senior leadership disseminated widely, and ongoing technical assistance to 

grantees are key mechanisms through which the Agency seeks to address civil rights and D&I challenges in STEM fields.

OFFICE OF DIVERSITY AND EQUAL OPPORTUNITY AGENCY INITIATIVES

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COMPLAINTS PROCESSING AND ADJUDICATION 

NASA processes EEO complaints in accordance with federal civil rights laws. The use of Alternative Dispute Resolution (ADR) 

to resolve EEO complaints is mandated by both Equal Opportunity Employment Commission (EEOC) regulation and guidance. 

The most significant challenge is to establish an Agency‐wide commitment to ADR and means to overcome opposition to ADR 

from both managers and complainants. To address this challenge, NASA is presently preparing to train employees to see 

ADR as a no‐risk means of expressing their concerns and possibly rectifying problems, rather than having to incur the risk and

expense of the EEO process. NASA is also reaching out to management and complainants to promote ADR as a means to 

resolve complaints. Interim statistics show a marked improvement in the Agency’s ADR offer and participation rates. As these 

rates improve, there is confidence that the resolution rates will similarly improve as well.

PROACTIVE CONFLICT RESOLUTION PROGRAMS 

These programs, including the Anti‐Harassment Program (AHP) and the Conflict Management Program (CMP), provide 

innovative means of addressing workplace conflict issues. The AHP offers an additional avenue of relief for employees to raise 

allegations of harassing conduct based on a protected basis, e.g., racial, sexual, or to address other inappropriate behavior,

such as bullying. Program outcomes include prompt and effective processing of harassment allegations. The CMP helps NASA 

organizations maintain open and effective lines of communication through modalities such as basic conflict management 

training, web‐based refresher training, team training, and individual conflict consultations. Challenges remain, such as lack 

of trust between. NASA is addressing the challenges in part through greater collaboration between key stakeholders in the 

development of relevant policy and continued emphasis on needed education.

OFFICE OF DIVERSITY AND EQUAL OPPORTUNITY AGENCY INITIATIVES

MissionSTEM Website Mitigating Bias at NASA

! ADDITIONAL RESOURCES

WWW
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OFFICE OF EDUCATION CORE FUNCTIONS

OFFICE OF EDUCATION (OE)

EDUCATOR PROFESSIONAL 

DEVELOPMENT (EPD)

Provide educators with the knowledge, skills, and ability 

to deliver unique STEM content to learners who will 

ensure the economic growth and competitiveness of our 

Nation. 

NASA INTERNSHIPS, 

FELLOWSHIPS, AND 

SCHOLARSHIPS (NIFS)

Enhance and increase the capability, diversity, and size 

of the Nation’s future STEM workforce. 

INSTITUTIONAL ENGAGEMENT

Increases STEM capabilities at formal and informal 

educational institutions and organizations by 

incorporating content based on NASA’s missions. 

STRATEGIC PARTNERSHIPS

Identify and engage in strategic partnerships (with a 

focus on national and Agency goals) to share NASA 

content and expand the reach of select education 

activities with a documented record of success.

BUILD EDUCATION 

REQUIREMENTS INTO NASA 

MISSIONS

Collaborate with Mission Directorates and Programs to 

create meaningful education plans within Agency space 

flight programs and projects. 

STEM ENGAGEMENT (SE)

Provide opportunities for participatory and experiential 

learning activities that connect learners to NASA‐unique 

resources.

MISSION

STATEMENT

NASA Education’s primary mission is to advance high‐quality science, 

technology, engineering, and mathematics (STEM) education using NASA’s 

unique capabilities. Our education efforts reach learners, educators, and 

institutions by implementing an integrated education portfolio. NASA’s Office 

of Education (OE) and the education offices at each NASA Center across the 

country partner strategically with a wide range of entities to achieve mutually 

beneficial outcomes. Partners include governmental, academic, industrial, 

entrepreneurial, nonprofit, and international organizations to leverage 

resources, reach wider and more diverse audiences, and achieve mutually 

beneficial objectives. 

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OFFICE OF EDUCATION ORGANIZATION

The Office of Education (OE) implements a strategically integrated education portfolio, which consists of two 

programs and four underlying projects. The Aerospace Research and Career Development (ARCD) Program 

includes the National Space Grant College and Fellowship Program (Space Grant) and the Experimental Program 

to Stimulate Competitive Research (EPSCoR). The STEM Education and Accountability (SEA) Program includes 

STEM Education and Accountability Projects (SEAP) and the Minority University Research and Education Project 

(MUREP). These four projects (Space Grant, EPSCoR, SEAP, and MUREP) align their activities in accordance 

with the NASA Education lines of business. The four lines of business are STEM Engagement (SE), Educator 

Professional Development (EPD), NASA Internships, Fellowships, and Scholarships (NIFS), and Institutional 

Engagement (IE). Space Grant, SEAP, and MUREP invest funds in all four lines of business, while EPSCoR 

focuses solely on Institutional Engagement. The organizational chart provides insight into the official roles and 

relationships within OE.

Figure 28.1 Office of Education (OE) Organization Chart

Direct Line of Supervisory 

Responsibility

Indirect Line of Supervisory 

Responsibility and/or Support 

for Multiple Areas

LEGEND:

NASA Education Office

Associate Administrator

DONALD JAMES

Deputy Associate

Administrator DR. ROOSEVELT JOHNSON

Aerospace Research &

Career Development

Program Manager DR. LENELL ALLEN

Executive Officer KEVIN METROCAVAGE

Space Grant

Project Manager DR. LENELL ALLEN

EPSCoR

Project Manager JEPPIE COMPTON

Educator Professional

Development

Line of Business Director DR. KATIE WALLACE

Institutional Engagement

Line of Business Director DR. BEVERLY GIRTEN

Internships, Fellowships, &

Scholarships Line of Business Director CAROLYN KNOWLES

STEM Engagement

Line of Business Director DIANE DETROYE

STEM Education &

Accountability

Program Manager DR. SHELLEY CANRIGHT

Budget Manager ANDREW HUBBARD

SEA Projects

Project Manager DR. SHELLEY CANRIGHT

MUREP

Project Manager JOELETTA PATRICK

IT Senior Advisor VALARIE BURKS
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ASSOCIATE ADMINISTRATOR

MR. DONALD JAMES

Donald James is responsible for developing and implementing education programs that 

strengthen student involvement and public awareness about NASA’s scientific goals 

and missions. He leads the Agency in inspiring interest in STEM through NASA’s unique 

mission, workforce, facilities, research, and innovations. Prior to his appointment, James 

was Director of the Strategic Communications and Education Directorate at NASA’s 

Ames Research Center. In this capacity, he oversaw operations of all communications, 

education, and public outreach functions for the Center and supported initiatives to 

engage a variety of internal and external audiences. During more than 30 years at 

NASA, he has served in numerous capacities, including public affairs, human capital 

management, and strategic communications. 

EXTENDED BIO - http://www.nasa.gov/offices/education/leadership/d_James_bio.html#.VBIJgfldU1I

DEPUTY ASSOCIATE ADMINISTRATOR

DR. ROOSEVELT JOHNSON

Dr. Roosevelt Y. Johnson, Deputy Associate Administrator for Education, is a member 

of the senior management team responsible for the development and implementation of 

NASA’s education programs to strengthen involvement and public awareness about the 

Agency’s scientific goals and missions. Johnson has been a champion and leader of 

groundbreaking efforts to broaden participation in STEM disciplines. Prior to NASA, he 

served more than 20 years as a program director for the National Science Foundation, 

working to increase the participation and advancement of underrepresented minorities, 

women and girls, persons with disabilities, and minority‐serving institutions in science 

and engineering disciplines, as well as promoting innovative STEM education program 

development at a national level.

EXTENDED BIO - http://www.nasa.gov/offices/education/leadership/johnson_bio.html

OFFICE OF EDUCATION LEADERSHIP

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www.nasa.gov

NASA Headquarters

Civil Service Workforce at a Glance 

1,138

Total Headcount

51

Average age

15 YEARS

Average length of 

service of a HQ 

Employee at NASA

22%

Retirement Eligible 

Employees

Office of Education

Civil Service Workforce at a Glance 

15

Total Headcount

52

Average age

16 YEARS

Average length of 

service at NASA

20%

Retirement Eligible 

Employees

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

OFFICE OF EDUCATION AT A GLANCE

Figure 28.2 Office of Education Workforce at a Glance

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BUSINESS SERVICE ASSESSMENT (BSA) FOR THE OFFICE OF EDUCATION

Through the execution of the Business Services Assessment (BSA), NASA is defining the health of each business service area; 

identifying opportunities for optimization; and developing risk‐informed recommendations to establish a more efficient operating 

model that maintains a minimum set of capabilities and meets current and future mission needs. OE is participating in a BSA 

with the following two goals: 1) assess current Agency capability to (a) enable NASA to advance high‐quality STEM education 

using NASA’s unique capabilities, and (b) inspire, inform, and engage the public to promote interest and participation in 

NASA’s mission; and 2) evaluate the health of the Agency’s current education and outreach functions, identify opportunities 

for optimization, greater collaboration, and integration, and provide findings that will promote excellence, consistency, and 

efficiency across the Agency. Anticipated outcomes include, but are not limited to, identifying areas in which Education and HQ 

office outreach functions and activities can strategically be linked to reflect an integrated Agency‐wide approach and portfolio, 

and the development of governance structures that strategically and efficiently make the best use of the Agency resources for 

education and outreach activities. Initial data collection is mostly complete, and the BSA team is currently in the data analysis 

phase. 

EDUCATION COORDINATING COUNCIL (ECC)

Established in 2012, the ECC serves as the Agency’s senior decision‐making body for strategic direction and planning of 

NASA’s education efforts. The ECC determines NASA’s strategic education direction and assesses Agency progress toward 

achieving NASA Education’s mission. The ECC is guided by a Governance Charter, which is reviewed every four years. The 

ECC Charter applies to NASA Headquarters, NASA Centers, including component Facilities, the Jet Propulsion Laboratory 

(JPL), and all educational activities funded by these entities. The ECC is responsible for maintaining an integrated Agency 

education portfolio. ECC membership includes all Education Directors, Mission Directorate Education Leads, representatives 

from NASA Functional Offices, and senior leaders from the Office of Education. The Office of Education assumes various 

leadership roles on the Council. The NASA Associate Administrator (AA) for Education serves as the ECC Chair and holds the 

ultimate decision‐making authority for the ECC. Additionally, the AA appoints an Executive Secretary to manage the activities 

of the ECC. Ongoing responsibilities of the ECC include the performance assessment of all NASA Education programs 

and projects to ensure an efficient use of Agency resources in support of the achievement of NASA Agency and Education 

objectives. 

OFFICE OF EDUCATION AGENCY INITIATIVES

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FEDERAL STEM EDUCATION COLLABORATIONS

NASA actively contributes to federal-wide efforts to advance collaboration among government agencies to deliver compelling 

STEM content. In addition to membership on the Committee on STEM Education (CoSTEM), NASA is Co‐Chair of the Federal 

Coordination in STEM Education Task Force (FC‐STEM). FC‐STEM oversees the implementation of the 5-Year Federal Strategic 

Plan for STEM Education through five Interagency Working Groups (IWGs) aligned to five priority investment areas of the 

strategic plan. In addition to active participation in all of the IWGs, NASA is the Co‐Chair for the STEM Engagement IWG. 

WHITE HOUSE INITIATIVES

NASA consistently provides an active role supporting Presidential initiatives. Most recently, NASA Education joined agencies 

from across the Federal government by participating in the National Week at the Labs, an initiative driven by the White House 

Office of Science and Technology Policy, in coordination with the President’s My Brother’s Keeper (MBK) initiative and the 

White House Counsel on Women and Girls, designed to bring students from underrepresented and underserved communities 

into Federal labs for full or half-day STEM education and engagement programming. This initiative was founded to connect 

young people to mentoring, support networks, and the skills they need to find a good job or go to college and work their way 

into the middle class. 

PERFORMANCE ASSESSMENT

The Office of Education (OE) aims to provide a unified, systematic, and standardized approach to data collection and 

performance assessment within NASA Education. Objective and verifiable performance metrics, internal and external review 

processes, valid and reliable data collection instruments, and evaluation studies are used to assess progress and performance 

across the portfolio, including lines of business, programs, projects, and activities. To effectively monitor educational 

investments across the Agency, the Office of Education collects and reports performance data on all NASA Education 

investments. In addition to collecting data on activity outputs, such as counts of participants, the OE is also developing and 

testing new data collection instruments intended to assess the short‐term outcomes of NASA’s educational investments.

OFFICE OF EDUCATION AGENCY INITIATIVES

NASA Education Website

STEM Education and Accountability 

Projects (SEAP) Activities

Experimental Program to Stimulate 

Competitive Research

National Space Grant Consortium

MUREP Representative Projects

NASA Museum Alliance

! ADDITIONAL RESOURCES

WWW

WWW

WWW

WWW

WWW

WWW
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OFFICE OF INTERNATIONAL AND INTERAGENCY RELATIONS 

CORE FUNCTIONS

OFFICE OF INTERNATIONAL AND INTERAGENCY 

RELATIONS (OIIR)

INTERNATIONAL AND INTERAGENCY 

RELATIONS

Directs NASA’s international relations through the 

development, coordination, and implementation of 

Agency international policies and the development, 

coordination, and negotiations of NASA international 

agreements. Serves as the principal advisor to the 

Office of the Administrator and provides consultation 

to NASA officials on matters involving international and 

interagency relations.

TRAVEL, VISITOR, AND EXPORT 

CONTROLS

Serves as the focal point for Agency‐wide Export Control 

Program and J‐1 Visitor program, and oversees NASA’s 

foreign travel policy.

FEDERAL COMMITTEES AND 

COMMISSIONS LIAISON

Serves as the Agency focal point for federal advisory 

committees and federal government‐wide commissions 

and advisory activities, ensuring compliance and 

managing operations.

EXECUTIVE BRANCH AND EXTERNAL 

ORGANIZATION LIAISON

Serves as the coordinator of Agency‐level interaction 

with U.S. executive branch departments and agencies, 

ensuring that the implementation of Agency programs 

is consistent with the U.S. government’s domestic and 

foreign policies, and facilitates NASA participation in 

selected interagency forums. Disseminates information 

on foreign aerospace‐related developments of 

programmatic interest to other NASA offices.

MISSION

STATEMENT

The mission of the Office of International and Interagency Relations (OIIR) 

is to provide executive leadership, strategic direction, policy coordination, 

and management oversight for: NASA’s international relations, partnerships 

and activities; relations with U.S. Executive Branch offices and partnerships 

with key U.S. agencies; and NASA federal advisory committees. OIIR 

serves as the principal staff‐level Agency liaison with the National Security 

Council, the Office of Science and Technology Policy, the Department of 

State, and the Department of Defense. OIIR also directs NASA’s international 

relations; develops and supports opportunities for cooperation with 

both current and newly emerging partners; negotiates cooperative and 

reimbursable agreements with foreign space agencies and other entities; 

provides management oversight and staff support of NASA federal advisory 

committees, commissions and panels; and manages the NASA Export 

Control Program and foreign travel by NASA employees.

OFFICE WEBSITE - http://oiir.hq.nasa.gov/

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Office of International and Interagency

Relations

Associate Administrator

AL CONDES

Deputy Associate Administrator KAREN C. FELDSTEIN

Resources Management

Division

Director DEVON C. FLEMING

Human Exploration &

Operations Division

Director ALBERT D. SOFGE

Science Division Director (Acting)

GIB KIRKHAM

Aeronautics & Cross-Agency

Support Division

Director KENT G. BRESS

Advisory Committee

Management Division

Director P. DIANE RAUSCH

Export Control &

Interagency Liaison Division

Director JOHN F. HALL

OFFICE OF INTERNATIONAL AND INTERAGENCY RELATIONS 

ORGANIZATION

OIIR is organized into six divisions located in Washington, D.C. with additional international locations in Paris, 

Tokyo, and Moscow, and a U.S. Department of Defense liaison position in Colorado Springs, CO. 

The six divisions are: 

• Human Exploration and Operations Division

• Aeronautics and Cross‐Agency Support Division

• Science Division

• Advisory Committee Management Division

• Export Control and Interagency Liaison Division

• Resources Management Division. 

The organizational chart provides insight into the official roles and relationships within OIIR.

Figure 29.1 Office of International and Interagency Relations (OIIR) Organization Chart

Direct Line of Supervisory 

Responsibility

Indirect Line of Supervisory 

Responsibility and/or Support 

for Multiple Areas

LEGEND:
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ASSOCIATE ADMINISTRATOR

MR. AL CONDES

Mr. Al Condes is the NASA Associate Administrator for International and Interagency 

Relations, a position he has held since 2015. He is responsible for executive leadership 

and management of all aspects of the office including NASA’s interaction with executive 

branch offices and agencies, international relations for NASA’s Mission Directorates, 

administration of NASA’s Export Control Program, and support of NASA advisory 

councils and committees. Mr. Condes began his career at NASA in January 1984 and 

served in a series of positions with increased responsibility before being selected as 

the Deputy Assistant Administrator for external relations in 2004. Mr. Condes has a B.A. 

from George Mason University and an M.A. from George Washington University.

EXTENDED BIO - http://oiir.hq.nasa.gov/condes.html

OFFICE OF INTERNATIONAL AND INTERAGENCY RELATIONS 

LEADERSHIP

DEPUTY ASSOCIATE ADMINISTRATOR

MS. KAREN C. FELDSTEIN

Ms. Karen Feldstein was selected as the Deputy Associate Administrator for

International and Interagency Relations in 2015. She is responsible for supervision and 

management of all aspects of the office, including NASA’s interaction with executive 

branch offices and agencies, international relations for each of NASA’s Mission 

Directorates, administration of export control and international technology transfer 

programs, and support of NASA advisory councils and committees. Prior to her current 

appointment, Ms. Feldstein served in various management and leadership capacities 

within NASA, and also served as a management consultant prior to joining NASA. Ms. 

Feldstein completed her undergraduate studies at Tufts University, and earned her M.A. 

from Johns Hopkins University School of Advanced International Studies (SAIS).

EXTENDED BIO - http://oiir.hq.nasa.gov/feldstein.html

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HOME

www.nasa.gov

NASA Headquarters

Civil Service Workforce at a Glance 

1,138

Total Headcount

51

Average age

15 YEARS

Average length of 

service of a HQ 

Employee at NASA

22%

Retirement Eligible 

Employees

Office of International & Interagency Relations

Civil Service Workforce at a Glance 

51

Total Headcount

47

Average age

17 YEARS

Average length of 

service at NASA

18%

Retirement Eligible 

Employees

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

OFFICE OF INTERNATIONAL AND INTERAGENCY RELATIONS 

AT A GLANCE

Figure 29.2 Office of International and Interagency Relations Workforce at a Glance

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GLOBAL PARTNERSHIPS

NASA’s global partnerships are represented by more than 750 active agreements with over 120 nations. While a few 

longstanding international partners (e.g., Japan, Russia, Canada, the European Space Agency, and several European nations) 

have for decades accounted for the vast majority of NASA’s international activities, NASA has expanded its global reach in 

recent years to include cooperative activities with new partners in Asia, Africa, and the Americas. This is a reflection of: 

1) growing global interest in the use of Earth science data for societal benefit (i.e., the NASA Soil Moisture Active Passive 

mission is providing soil moisture information critical to early drought warning, agriculture productivity, weather, disasters, and 

ecology applications); 2) the vast international nature of current human space flight and space and Earth science activities; and 

3) recent growth in international aeronautics collaboration.

TRADITIONAL PARTNERS FOCUS ON EXTENSION OF INTERNATIONAL SPACE 

STATION AND COORDINATED PLANNING FOR FUTURE HUMAN EXPLORATION 

The International Space Station (ISS) partners (Russia, Japan, Canada, and the European Space Agency) will be the core 

partners for future human exploration beyond low‐Earth orbit. NASA is leading discussions among these agencies and other 

key international partners to develop a shared vision for human exploration in the 2020‐2030 timeframe that builds on ISS 

expertise and lessons learned in support of a human journey to Mars. The completion of this shared vision, the establishment 

of respective responsibilities associated with its implementation, and senior‐level endorsement among the partners have 

remained key focus areas in 2016. Canada, Russia, and Japan have agreed to extend the ISS program through at least 2024 

and indications are favorable for a positive decision by the European Space Agency Council at ministerial level in December 

2016 despite intensifying budget pressures.

EMERGING PARTNER: CHINA

NASA’s near‐term objective with China is to build relationships, understanding, and common standards as the groundwork to 

enable potential future cooperation in robotic and human exploration. All interactions with Chinese entities are based on the 

principles of transparency, reciprocity, and mutual benefit and occur in accordance with existing legal and policy constraints.

Over the past two years, consistent with congressional requirements, NASA has engaged relevant entities of the government 

of China to implement bilateral collaboration in five areas: space geodesy; Himalaya glacier characterization; exchange of 

lunar science mission information; air traffic management; and potential exchange of scientific data from respective carbon 

monitoring satellite missions. In June 2016, NASA participated in a U.S.‐China workshop on orbital debris and collision 

avoidance. NASA will also participate in the second U.S.‐China Civil Space Dialogue in October 2016.

OFFICE OF INTERNATIONAL AND INTERAGENCY RELATIONS 

AGENCY INITIATIVES

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EMERGING PARTNER: INDIA

Sustained efforts over the last five years to build a productive relationship with the Indian Space Research Organisation (ISRO) 

have led to significant new cooperation, including: a NASA‐ISRO joint Earth science satellite mission; Mars and heliophysics 

working groups are considering collaboration on current and future missions; a Professional Engineer and Scientist Exchange 

Program; and airborne Earth science missions in India. India has the potential to be a key contributor in NASA’s journey to Mars 

as it proceeds with experimental technology demonstration activities to support potential development of an indigenous crew 

transportation capability. NASA has continued to encourage India to consider opportunities for utilizing the ISS and to be a 

partner in future human and robotic exploration. Discussions with India are continuing at all levels.

NEW ACTIVITIES IN THE MIDDLE EAST, AFRICA, AND ASIA

NASA is developing sustainable partnerships with Israel and the United Arab Emirates (UAE) through a series of high‐level 

visits and the conclusion of new framework agreements for civil space cooperation with both nations. NASA is working with

Israel to identify potential cooperative activities on small satellites, nanotechnology, ISS utilization, and Earth observation 

systems, and with the UAE, cooperation on their planned mission to Mars in 2020. In Africa, NASA is working closely with 

other U.S. government agencies to multiply the impact of its engagement. NASA and the U.S. Agency for International 

Development host regional SERVIR hubs in Kenya and Niger, both of which serve 23 member states with plans to expand to 

nine other nations. NASA has engaged with Korea to capitalize on proven and emerging capabilities, resulting in cooperation in

aeronautics, Earth and space science, lunar exploration, space communications, and CubeSats.

NASA Policy Directives, Procedures Export Control Program Website

and Guidelines Related to International 

Activities 

OFFICE OF INTERNATIONAL AND INTERAGENCY

RELATIONS AGENCY INITIATIVES

! ADDITIONAL RESOURCES

WWW WWW
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OFFICE OF LEGISLATIVE AND INTERGOVERNMENTAL AFFAIRS

CORE FUNCTIONS

OFFICE OF LEGISLATIVE AND 

INTERGOVERNMENTAL AFFAIRS (OLIA)

MISSION

STATEMENT

The Office of Legislative and Intergovernmental Affairs (OLIA) 

provides executive leadership, direction, and coordination of 

communications and relationships related to legislative issues 

between NASA and the U.S. Congress, state and local governments,

domestic space‐related associations, and citizen’s groups. 

OFFICE WEBSITE - http://www.nasa.gov/offices/olia/home/index.html

IMAGE 30.1

COORDINATION OF 

CONGRESSIONAL ACTIONS

Replies to Congressional inquiries and requests, 

coordinates such replies within NASA and with other 

agencies as appropriate. Assists Congressional 

committees of oversight to execute their authority by 

providing documents and subject matter experts to 

address their specific requests, including those for 

hearings and investigations. 

LEGISLATIVE POLICY GUIDANCE 

AND OVERSIGHT

Manages and provides policy guidance and oversight 

of the Agency’s legislative affairs personnel, activities, 

and operations. In concurrence with Center Directors, 

manages the Legislative Affairs official at each Center 

and assesses their performance. 

LEGISLATIVE ADVISORY 

AND ADVOCACY

Principal Advisor to the Office of the Administrator 

and other NASA officials concerning matters involving 

relations with the U.S. Congress as well as state and 

local governments. OLIA advocates for the annual 

budget request and policy positions on behalf of the 

Administrator and the President. 

AGENCY GOVERNMENT LIAISON

Maintains liaison with Congress, the Executive Office of 

the President, and other departments and agencies, and 

state and local government offices on legislative matters.
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OFFICE OF LEGISLATIVE AND INTERGOVERNMENTAL AFFAIRS 

ORGANIZATION

OLIA is led by an Associate Administrator and has one Deputy Associate Administrator. 

The office has three divisions: 

1. Legislative Liaison Division, which is the primary liaison to the Members and staff of NASA’s House and Senate 

Authorization Committees, House and Senate leadership offices, as well as the Congressional Budget Office and 

the Congressional Research Service. 

2. Legislative Reference and Analysis Division, which is responsible for monitoring and analyzing legislation of 

interest to NASA, including Committee markups and monitoring floor activity of key legislation.

3. Outreach Division, which is responsible for legislative outreach with “rank and file” (i.e., no committee or 

center interest in NASA) members of Congress, members of the House and Senate Committees and Committees 

on Budget, and with state and local governments. 

Each division has its own director. 

The organizational chart provides insight into the official roles and relationships within OLIA. 

Figure 30.1 Office of Legislative and Intergovernmental Affairs (OLIA) Organization Chart

Direct Line of Supervisory 

Responsibility

Indirect Line of Supervisory 

Responsibility and/or Support 

for Multiple Areas

LEGEND:

Office of Legislative and

Intergovernmental Affairs

Associate Administrator

L. SETH STATLER

Deputy Associate

Administrator REBECCA L. LEE

Legislative Liaison Division

Director CHRIS FLAHERTY

Outreach &

Intergovernmental Affairs

Division Director LISA STEWART

Legislative Reference &

Analysis Division

Director MAUREEN MUNCY

NASA Center Liaisons
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ASSOCIATE ADMINISTRATOR

MR. L. SETH STATLER

Seth Statler, a civil servant with more than 11 years of career service, was appointed 

in 2009 to serve as Associate Administrator of OLIA. Statler has served as Deputy 

Assistant Commissioner for congressional Affairs at Customs and Border Protection 

(CBP). Statler played a key role in the creation of CBP and Department of Homeland 

Security (DHS) following 9/11. Statler also managed communications for the Customs 

Service as a Clinton Administration appointee. Statler previously worked for the House 

Committee on Appropriations as associate staff for Congressman Steny Hoyer as 

well as for former Congressman John Sarbanes. Statler earned a BA from Gettysburg 

College and a MBA from the University of Maryland. He completed the Kennedy School 

Program for Senior Managers and The Duke Leadership Program. Statler is a director of 

the National Fallen Firefighters Foundation. 

EXTENDED BIO - http://www.nasa.gov/about/highlights/statler_bio.html

DEPUTY ASSOCIATE ADMINISTRATOR

MS. REBECCA L. LEE

Ms. Lee has over 10 years of federal government leadership and management 

experience. From 2012 until 2016, Ms. Lee served as Chief of Staff to the Assistant 

Director for National Intelligence for Systems and Resource Analyses (SRA) at the 

Office of the Director of National Intelligence (ODNI). Prior to that, Ms. Lee was the 

Senior Intelligence Advisor to the USAID Administrator, from 2011 until 2012. From 

2007 until 2011, she was the Deputy Chief for Analytic Mission Management at ODNI, 

where she improved the integration of intelligence analysis across agencies. From 2003 

to 2005 Ms. Lee served on the Senate Select Committee on Intelligence, where she 

conducted oversight of counterterrorism programs and the development of National 

Counterterrorism Center. Lee earned a Bachelor’s degree in International Service and a 

Master’s degree in Peace and Conflict studies from American University. 

OFFICE OF LEGISLATIVE AND INTERGOVERNMENTAL AFFAIRS 

LEADERSHIP

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www.nasa.gov

NASA Headquarters

Civil Service Workforce at a Glance 

1,138

Total Headcount

51

Average age

15 YEARS

Average length of 

service of a HQ 

Employee at NASA

22%

Retirement Eligible 

Employees

Office of Legislative and Internal Affairs

Civil Service Workforce at a Glance 

24

Total Headcount

44

Average age

12 YEARS

Average length of 

service at NASA

17%

Retirement Eligible 

Employees

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

Figure 30.2 Office of Legislative and Intergovernmental Affairs Workforce at a Glance

Office of Legislative and International 

Affairs Website

OFFICE OF LEGISLATIVE AND INTERGOVERNMENTAL AFFAIRS 

AT A GLANCE

! ADDITIONAL RESOURCES

WWW
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OFFICE OF SAFETY AND MISSION ASSURANCE CORE FUNCTIONS

OFFICE OF SAFETY AND MISSION ASSURANCE 

(OSMA)

SAFETY AND MISSION ASSURANCE 

OVERSIGHT

Provides executive leadership in the development 

and oversight of Safety and Mission Assurance (SMA) 

policies and standards in support of NASA’s programs, 

projects, Centers, facilities, and research activities, and 

through structured application of independent SMA 

Technical Authority.

SAFETY AND MISSION ASSURANCE 

DISCIPLINES AND TECHNOLOGIES

Sponsors the innovation and rapid transfer of SMA 

technologies, processes, and techniques to improve 

safety and reliability, and reduce the cost of mission 

success; oversees and assesses the application and 

technical excellence of SMA tools, knowledge, and 

practices throughout the program/project lifecycle.

INDEPENDENT REVIEWS

Performs independent SMA assessments, process 

verification reviews, and critical mission/flight reviews; 

improves the safety, reliability, and quality of safetycritical and mission-critical software through the NASA 

Independent Verification and Validation (IV&V) Program.

MISSION

STATEMENT

The Office of Safety and Mission Assurance (OSMA) provides policy 

direction, functional oversight, and assessment for all NASA safety, 

reliability, maintainability, and quality engineering and assurance 

activities for the Agency. OSMA also serves as the principal advisory 

resource for the Administrator and other senior officials on matters 

pertaining to safety and mission success.

OFFICE WEBSITE - https://sma.nasa.gov/

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OFFICE OF SAFETY AND MISSION ASSURANCE ORGANIZATION

The Office of Safety and Mission Assurance (OSMA) is one of three NASA HQ Technical Authority offices (in 

addition to the Office of the Chief Engineer and the Office of the Chief Health and Medical Officer), and reports to 

the NASA Administrator. OSMA includes the Safety and Assurance Requirements Division (SARD), the Mission 

Support Division (MSD), the Resource Management Office (RMO), the NASA Safety Center (NSC) located in 

Cleveland, Ohio, and the Independent Verification and Validation (IV&V) Program located in Fairmont, West 

Virginia. The IV&V Program is institutionally managed under the Goddard Space Flight Center in Greenbelt, 

Maryland. 

The organizational chart provides insight into the official roles and relationships within OSMA.

Figure 31.1 Office of Safety and Mission Assurance (OSMA) Organization Chart

Direct Line of Supervisory 

Responsibility

Indirect Line of Supervisory 

Responsibility and/or Support 

for Multiple Areas

LEGEND:

Safety and Mission Assurance

Chief

TERRENCE WILCUTT

Deputy Chief

HAROLD BELL

Resources Management

Office Director

PAUL MEXCUR

Mission Support Division

Director

DEIRDRE HEALEY

Requirements Division

Director

FRANK GROEN, PH.D.

NASA Independent

Verification & Validation

Program Director

GREGORY BLANEY

NASA Safety Center

Director

ALAN PHILLIPS

NASA Centers

SMA Director
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CHIEF, SAFETY AND MISSION ASSURANCE

MR. TERRENCE W. WILCUTT

Terrence W. Wilcutt is the Chief, Safety and Mission Assurance, responsible for 

executive leadership, policy direction, functional management, and coordination for 

Agency‐wide program and institutional safety and mission assurance activities. Mr. 

Wilcutt is a retired Marine Colonel and veteran astronaut who served as Director of 

Safety and Mission Assurance at NASA’s Johnson Space Center. In that position, Mr. 

Wilcutt was tasked with the Safety Technical Authority of the programs and projects at 

JSC as well as JSC’s Institutional Safety Program.

EXTENDED BIO - https://sma.nasa.gov/about

DEPUTY CHIEF, SAFETY AND MISSION ASSURANCE

MR. HAROLD M. BELL

Harold “Hal” Bell is the Deputy Chief, Safety and Mission Assurance, responsible for 

executive leadership, policy direction, functional management, and coordination for 

Agency‐wide program and institutional safety and mission assurance activities. Prior 

to being appointed to this position, Mr. Bell was the NASA Deputy Chief Engineer, 

responsible for executive leadership and policy direction for the technical readiness of 

all NASA programs and projects.

EXTENDED BIO - https://sma.nasa.gov/about

OFFICE OF SAFETY AND MISSION ASSURANCE LEADERSHIP

IMAGE 31.2
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HOME

www.nasa.gov

NASA Headquarters

Civil Service Workforce at a Glance 

1,138

Total Headcount

51

Average age

15 YEARS

Average length of 

service of a HQ 

Employee at NASA

22%

Retirement Eligible 

Employees

Office of Safety & Mission Assurance

Civil Service Workforce at a Glance 

34

Total Headcount

56

Average age

17 YEARS

Average length of 

service at NASA

27%

Retirement Eligible 

Employees

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

OFFICE OF SAFETY AND MISSION ASSURANCE AT A GLANCE

Figure 31.2 Office of Safety and Mission Assurance Workforce at a Glance

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ORBITAL DEBRIS ENVIRONMENT CHARACTERIZATION

OSMA is pursuing high altitude space‐based orbital debris measurement opportunities to fill a key data gap on millimeter‐sized 

debris objects at the altitude of 700-1000 km. These objects represent the highest penetration risk to critical NASA and U.S. 

Earth observation and weather satellites in the region, but have never been directly measured. Such data is needed for the 

development of a high‐fidelity environment model to support reliable orbital debris impact risk assessments and cost‐effective 

impact shielding designs to protect space missions. OSMA has explored and advanced various debris impact detection 

technologies for more than 10 years, and has recently developed an innovative sensor suite that could meet the data collection 

requirements.

SMA TECHNICAL EXCELLENCE PROGRAM (STEP)

STEP is a 4‐level qualification program (novice to expert) for the development/maturation of skills for Safety and Mission 

Assurance (SMA) engineering disciplines. The program is critical to enhance the safety and success of NASA’s missions, as 

it fills the need for SMA engineering discipline training not traditionally offered in academia. Modeled after many professional 

certification programs, it includes a mixture of web‐based and instructor‐led training, on‐the‐job training, required reading, and 

non‐traditional task assignments. STEP provides a repeatable set of curricula that accelerates learning/experience in support of 

NASA’s mission, and provides learners the opportunity to build a strong intra‐Agency discipline peer group. The program also 

addresses workforce attrition and turnover challenges, and replenishes scarce skill sets.

INDEPENDENT VERIFICATION AND VALIDATION (IV&V) PROGRAM 

CYBERSECURITY

The IV&V Program has established industry‐leading cybersecurity tools and processes for vulnerability assessment, penetration 

testing, code analysis, risk assessment, secure development, and security training. This capability is currently being 

promulgated throughout NASA programs and missions, and will allow NASA to design security into new mission architecture, 

thereby decreasing vulnerability to cyber attacks. The vulnerability assessment capability can be used to determine the 

operational security posture of a system’s critical network and infrastructure components through a unique, non‐intrusive 

approach that can be applied to highly critical or fragile legacy systems. The training program includes a hands‐on lab that 

allows both security novices and experts to act as white‐hat hackers to enhance their understanding of today’s top exploits. 

The Secure Coding Portal will provide information to software developers about the rules, guidelines, tools, resources, and 

requirements for coding securely.

OFFICE OF SAFETY AND MISSION ASSURANCE AGENCY INITIATIVES

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RISK ACCEPTANCE (RA)

OSMA is working to improve both the technical basis for key decisions, especially RA decisions, and the efficacy of the 

management processes by which those decisions are made and communicated. Transferring Risk Management (RM) 

information and management accountability across organizational boundaries is a major challenge that has become more 

pressing with the commercialization of crewed launches. Recently, OSMA’s work has focused on clarification of individual 

managers’ accountability for RA decisions. This requires coordinated changes to multiple Agency directives and strengthening 

the roles of the Technical Authorities in RA decision‐making, while streamlining the processes sufficiently to make them 

workable in NASA’s development environment. To this end, OSMA has produced an interim directive for RM, and is 

coordinating changes to other affected directives. This initiative will formalize accountability for decisions affecting safety and 

mission success.

SAFETY CULTURE (SC)

OSMA champions SC improvements via assessment, education, engagement, and guidance, including completing the 

Agency‐wide SC surveys to collect, understand, and apply results; continuing to implement SC training with employees; 

consulting with senior leaders via Organizational Safety Assessments (OSAs); and working to expand SC in NASA policy and

guidance documents. Challenges exist across the workforce in terms of beliefs, values, and attitudes of employees at all levels, 

and opportunities for improvement exist. Senior leadership relies on the SC Program to routinely measure, educate, engage, 

and inculcate healthy SC practices across the Agency, and program outcome assessment findings provide leadership valuable 

feedback. A fully trained workforce allows all employees to understand what is expected of them, and direct engagement via 

the OSAs encourages proactive leadership. Ultimately, a robust safety culture leads to enhanced safety and mission success.

OFFICE OF SAFETY AND MISSION ASSURANCE AGENCY INITIATIVES

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OFFICE OF SMALL BUSINESS PROGRAMS CORE FUNCTIONS

OFFICE OF SMALL BUSINESS PROGRAMS (OSBP)

ADVOCACY

Advise the Administrator on all matters related to small 

business.

SMALL BUSINESS FOCUSED 

GOVERNMENT CONTRACTING

Develop small businesses in high tech areas that include 

technology transfer and commercialization of technology, 

and maximize the number of practicable opportunities 

for small business participation in NASA prime contracts 

and subcontracts.

PROMOTE SMALL BUSINESS

Develop and manage NASA programs that assist all 

small business categories and communities.

ENTREPRENEURIAL 

DEVELOPMENT

OSBP and NASA Centers provide individual face‐to‐face 

and internet counseling for small businesses throughout 

the United States and US territories.

MISSION

STATEMENT

The Office of Small Business Programs (OSBP) ensures that the 

Agency is compliant with all Federal laws, regulations, and policies 

regarding small and disadvantaged business utilization, and provides 

expertise on the utilization of all categories of innovative small 

business, including minority educational institutions that can deliver 

technical solutions in support of NASA.

OFFICE WEBSITE - http://osbp.nasa.gov/

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OFFICE OF SMALL BUSINESS PROGRAMS ORGANIZATION

The Small Business Act requires all federal agencies with contracting authority to establish an Office of Small 

and Disadvantaged Business Utilization (OSDBU). At NASA, the OSDBU has been re‐named the Office of Small 

Business Programs (OSBP) to reflect the inclusion of all categories of small business in the Agency’s activities. 

Headed by the Associate Administrator and supported by four Program Managers, the OSBP develops and 

implements NASA’s small business initiatives in compliance with federal laws, regulations, and policies. 

The organizational chart provides insight into the official roles and relationships within OSBP.

Figure 32.1 Office of Small Business Programs (OSBP) Organization Chart

Direct Line of Supervisory 

Responsibility

Indirect Line of Supervisory 

Responsibility and/or Support 

for Multiple Areas

LEGEND:

Office of Small Business Program

Associate Administrator

GLENN A. DELGADO

Program Manager

DAVID B. GROVE

Program Manager

RICHARD L. MANN

Program Manager

TABISA T. KALISA

Program Specialist

TRUPHELIA M. PARKER
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ASSOCIATE ADMINISTRATOR 

GLENN A. DELGADO

Mr. Glenn A. Delgado is the Associate Administrator of the NASA Office of Small 

Business Programs. Since Mr. Delgado’s arrival at NASA in fiscal year (FY) 2007, 

the direct awards to small businesses have increased 27%, which equates to 

approximately $525 million. Mr. Delgado has served as the Chairman of the Executive 

Committee of the Federal Office of Small and Disadvantaged Business Utilization 

(OSDBU) Directors Council in FY 2009, FY 2014, and FY 2015, and was the recipient of 

the Presidential Rank Award of Meritorious Executive.

During his tenure as the Associate Administrator of NASA’s Office of Small Business 

Programs, Mr. Delgado and his team have worked very closely with the Office of 

the General Counsel and the Office of Procurement to publish several new policies, 

contract clauses, and NASA Federal Acquisition Regulation (FAR) Supplement changes 

that are very beneficial to the Agency’s small business program. The Small Business 

Administration recognized some of the new policies and procedures that NASA 

implemented for its small business program as Federal Government Best Practices. 

EXTENDED BIO - http://www.nasa.gov/about/highlights/delgado_bio.html

OFFICE OF SMALL BUSINESS PROGRAMS LEADERSHIP

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www.nasa.gov

NASA Headquarters

Civil Service Workforce at a Glance 

1,138

Total Headcount

51

Average age

15 YEARS

Average length of 

service of a HQ 

Employee at NASA

22%

Retirement Eligible 

Employees

Office of Small Business Programs

Civil Service Workforce at a Glance 

5

Total Headcount

51

Average age

7 YEARS

Average length of 

service at NASA

40%

Retirement Eligible 

Employees

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

OFFICE OF SMALL BUSINESS PROGRAMS AT A GLANCE

Figure 32.2 Office of Small Business Programs Workforce at a Glance

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The NASA Small Business Improvement Plan (SBIP) is the focal point of the Agency’s platform as it relates to strategic planning 

for small business. It is an ambitious effort to build consensus across NASA regarding small business promotion and utilization. 

Agency‐wide participation from small business specialists, procurement, legal, and technical program organizations validates 

commitment to this collaborative effort. For FY 2016 and FY 2017 the Agency’s SBIP initiatives are:

SMALL BUSINESS SUBCATEGORY IMPROVEMENT

Improve Agency performance in small business subcategories by identifying, increasing, and promoting small business 

prime contracting opportunities. One of the ways that NASA OSBP improves subcategory improvement is through the Mentor‐

Protégé Program which encourages NASA prime contractors to assist eligible protégés, thereby enhancing the protégés’ 

capabilities to perform on NASA contracts and subcontracts, fostering the establishment of long‐term business relationships 

between these entities and NASA prime contractors, and increasing the overall number of these entities that receive NASA 

contract and subcontract awards. Another focused effort is collaboration at the Center‐level between the small business office 

and procurement to discuss scope, contract type, set‐aside considerations, North American Industry Classification System 

(NAICS) codes, and market research requirements. The small business specialist at each Center is fully engaged in the 

procurement planning process, pre‐award activities, and acquisition strategy process, with the goal of increasing set‐aside and 

subcontracting opportunities for small business. As reported in the Mid‐year Small Business Program Report on June 15, 2016, 

a total of 116 set‐asides to small business have occurred at the Center‐level.

ADVOCACY

Promote small business programs through advocacy and collaborative efforts with internal and external partners/stakeholders. 

The Office of Small Business Programs (OSBP), in collaboration with the Office of Education and the Space Technology Mission 

Directorate, implemented a Historically Black Colleges and Universities/Minority Serving Institutions (HBCU/MSI) initiative in 

2016. This initiative is referred to as the “NASA HBCU/MSI Technology Infusion Road Tour” and is a pilot designed to assist 

NASA and Large Prime Contractors meet and/or exceed the Agency mandated HBCUs/MSI goals. In addition, the Road Tour 

provides HBCUs/MSIs an introduction and a platform to seek NASA and Large Prime Contractors to pursue non‐grant funding. 

NASA OSBP has Memorandums of Understanding (MOUs) with the Information Technology and Communication Division, 

Space Technology Mission Directorate, Office of Strategic Infrastructure, and the Office of the Chief Technologist. NASA 

OSBP also promotes external collaboration via Space Act Agreements with groups hosting regional outreach events where the 

Agency can participate in outreach in locations where there is no NASA Center and/or presence. In FY 2016, such agreements 

have been made with the Jefferson County Economic Development Corporation and the Smaller Business Association of New 

England, Inc.

OFFICE OF SMALL BUSINESS PROGRAMS AGENCY INITIATIVES

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OUTREACH

Promote small business awareness and participation, utilizing innovative techniques at NASA Centers and nontraditional 

venues in geographically targeted areas, to enhance all categories of small business. Initiated as part of the FY 2012 NASA 

Small Business Improvement Plan (SBIP), the Agency began hosting small business industry day events around the country, at 

NASA Centers, to engage and create a dialogue with companies interested in doing business with NASA. Specifically, OSBP 

and the Centers established annual Agency‐wide industry days in conjunction with an emphasis on Service‐Disabled Veteran‐

Owned Small Businesses, Historically Underutilized Business Zone concerns, and Women‐Owned Small Businesses. The 

Agency’s commitment to this effort continues until NASA meets and/or exceeds all congressionally mandated small business 

goals. In FY 2016 NASA targeted its small business outreach efforts further and implemented an initiative to participate in 

regional outreach events to locations where there is no Center and the Agency does have a traditional presence. To support 

this effort, the OSBP, through Space Act Agreements, collaborates with state and local governments to reach companies 

interested in doing business with NASA.

OFFICE OF SMALL BUSINESS PROGRAMS AGENCY INITIATIVES

U.S. Small Business Administration

NASA Acquisition Forecast

Federal Business Opportunities

BusinessUSA

NASA FY 2015 Small Business 

Industry Awards

! ADDITIONAL RESOURCES

WWW

WWW

WWW

WWW
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OFFICE OF THE CHIEF ENGINEER CORE FUNCTIONS

OFFICE OF THE CHIEF ENGINEER (OCE)

MISSION

STATEMENT

The Office of the Chief Engineer (OCE) provides policy direction, 

oversight, and assessment for the NASA engineering and program 

management communities and serves as principal advisor to the 

NASA Administrator and other senior officials on matters pertaining 

to the technical readiness and execution of NASA programs and 

projects. The OCE ensures that NASA’s development efforts 

and mission operations are planned and conducted on a sound 

engineering basis with proper controls and management of technical 

risks.

OFFICE WEBSITE - http://www.nasa.gov/offices/oce/home/index.html IMAGE 33.1

AGENCY PROGRAM/PROJECT AND 

KNOWLEDGE MANAGEMENT EXPERTISE 

AND TRAINING

• Steward Agency‐level policy and standards for 

engineering, knowledge, and program and project 

management. 

• Share program/project management and engineering 

best practices, and lessons learned. Support the 

workforce with training and knowledge management 

services needed to continuously improve program/

project management and engineering skills. 

• Serve as the Agency’s focal point for developing the 

policies and requirements necessary to integrate 

knowledge capture across programs,projects, and 

Centers.

TECHNICAL ADVISORY AND AUTHORITY

• Advise Agency leadership on the technical and 

programmatic readiness of NASA programs and 

projects. 

• Execute Agency’s Engineering Technical Authority. 

Employs checks and balances among key 

organizations to ensure that decisions have the 

benefit of different points of view and are not made 

in isolation. 

• Steward engineering disciplines through Technical 

Capability Leadership. 

SPACE ASSET PROTECTION

Implement the Space Asset Protection Program to satisfy 

the National Space Policies, Presidential Policy Directive 

(PPD)‐4 and PPD‐21 that require the protection of all 

critical space systems and supporting infrastructure

TECHNICAL ASSESSMENT

Provide value-added independent technical

assessments across NASA’s programs via the NASA 

Engineering and Safety Centers (NESC).
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Office of the Chief Engineer

Chief Engineer

RALPH R. ROE, JR.

Deputy Chief Engineer DAWN M. SCHAIBLE

Senior Advisor

Chief Knowledge Officer VACANT

Chief Engineers

STEVEN R. HIRSHORN, ARMD

JOHN P. MCMANAMEN, HEOMD

ANTHONY J. RUSSO, SCaN

JOSEPH W. PELLICCIOTTI, SMD

JEFFERY A. SHEEHY, STMD

Senior Technical Capabilities

Integration TERESA R. SPAGNUOLO

NASA Engineering & Safety

Center Director TIMMY R. WILSON

Program & Project

Management Policy,

Practice, & Development

Division Acting Director CARRIE L. SORRELS

Engineering Policy, Practice

& Development Division

Acting Director DAWN M. SCHAIBLE

Senior Advisor, National

Security Matters PAUL A. WESTMEYER

Deputy Chief Engineer for

Engineering Integration CHRISTOPHER E. SINGER

Deputy for Management

CARRIE L. SORRELS

OFFICE OF THE CHIEF ENGINEER ORGANIZATION

The OCE provides executive leadership for the effective management of all OCE programs, resources, and 

external requirements for OCE. The NASA Engineering and Safety Center develops rapid, cross‐Agency response 

to mission critical engineering issues, and works proactively to help NASA avoid problem recurrence and to 

prevent future problems. The Engineering Policy, Practice, and Development Division provides policy and 

practice direction for the Agency’s engineering community. The Technical Standards Program, NASA Engineering 

Network, and the Space Asset Protection Program are also in this division. The Program and Project Management 

and Development Division develops program and project management policy and establishes Agency‐wide 

process and requirements for program/project management. This division serves as the Agency lead for Earned 

Value Management and manages the NASA’s Academy of Program, Project, and Engineering Leadership.

The organizational chart provides insight into the official roles and relationships within OCE.

Figure 33.1 Office of the Chief Engineer (OCE) Organization Chart

Direct Line of Supervisory 

Responsibility

Indirect Line of Supervisory 

Responsibility and/or Support 

for Multiple Areas

LEGEND:
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CHIEF ENGINEER

MR. RALPH R. ROE, JR.

Since February 2014, Ralph R. Roe, Jr. has been NASA’s Chief Engineer after serving 

as the first director of the NASA Engineering and Safety Center since 2003. He joined 

NASA in 1983 as a Propulsion Systems Test Engineer at Kennedy Space Center (KSC), 

held a number of management positions within Space Shuttle Engineering at KSC, and 

then served as the Space Shuttle Launch Director for four missions including the first 

International Space Station flight. From 1999 to 2003, Mr. Roe served as Manager of 

the Space Shuttle Vehicle Engineering Office at the NASA Johnson Space Center (JSC) 

where he was responsible for the Orbiter fleet, flight software, flight crew equipment, 

and robotic arm. He has a B.S. in Mechanical Engineering from the University of South 

Carolina and a M.S. in Engineering Management from the University of Central Florida. 

EXTENDED BIO - http://www.nasa.gov/offices/oce/team/Ralph_Roe_bio.html

DEPUTY CHIEF ENGINEER

MS. DAWN M. SCHAIBLE

Ms. Schaible was appointed as the NASA Deputy Chief Engineer in July 2014, where 

she is leading the implementation of the OCE’s role in Agency Technical Capability 

Leadership. She was previously the Manager of the Systems Engineering Office for 

the NASA Engineering and Safety Center (NESC) at the Langley Research Center, 

providing systems engineering expertise to the independent NESC assessments of 

critical, high‐risk issues. Prior to joining Langley in 2005, Ms. Schaible spent 18

years at KSC where she held a number of lead engineering positions for the Space 

Shuttle and International Space Station Programs. Ms. Schaible earned a B.S. in 

Mechanical Engineering from Bradley University and M.S. degrees from the Florida 

Institute of Technology and the Massachusetts Institute of Technology.

OFFICE OF THE CHIEF ENGINEER LEADERSHIP

IMAGE 33.2
241

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HOME

www.nasa.gov

NASA Headquarters

Civil Service Workforce at a Glance 

1,138

Total Headcount

51

Average age

15 YEARS

Average length of 

service of a HQ 

Employee at NASA

22%

Retirement Eligible 

Employees

Office of the Chief Engineer

Civil Service Workforce at a Glance 

22

Total Headcount

54

Average age

24 YEARS

Average length of 

service at NASA

36%

Retirement Eligible 

Employees

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

OFFICE OF THE CHIEF ENGINEER AT A GLANCE

Figure 33.2 Office of the Chief Engineer Workforce at a Glance

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TECHNICAL CAPABILITY LEADERSHIP

The Office of the Chief Engineer has assumed the responsibility to lead both the discipline-level and system-level Technical 

Capability Leadership on behalf of the Agency. This effort helps NASA make strategic investments in technical capabilities 

that are needed for our future missions. OCE provides guidance and coordination for the technical assessment process and 

facilitates communication and integration across the Technical Capability (discipline) areas. NASA Technical Fellows serve 

as Technical Capability Leaders for their discipline areas. NASA Technical Fellows and their respective Agency-wide teams 

are responsible for assessing/baselining their discipline and developing recommendations to ensure their capability is ready 

to support current and future missions. NASA Technical Fellows and their Capability Leadership Teams will provide an initial 

technical assessment (taking into account all aspects - workforce, facilities and equipment/tools, etc.) to assess the health of 

their capability and will expand/dive deeper each subsequent year.

PROGAM AND PROJECT MANAGEMENT

The Office of the Chief Engineer is responsible for the formulation and implementation of Agency-wide planning and policy 

designed to strengthen Program and Project Management, to ensure appropriate visibility and resolution of Program 

and Project Management issues within the Agency, and make recommendations regarding Agency Program and Project 

Management policy, processes, initiatives, and systems. The policy establishs the framework and process by which NASA 

formulates and implements programs and projects consistent with the governance model NPD 1000.0, NASA Governance and 

Strategic Management Handbook, and establish a standard of uniformity in the management of programs and projects.

CHIEF KNOWLEDGE OFFICE (CKO)

The Chief Knowledge Officer reports to the Chief Engineer and ensures that NASA has an integrated and formal Knowledge 

Management strategy and implementation plan to address how knowledge is created, retained, shared, and transferred 

throughout the Agency and its partners and contractors. The CKO maintains an Agency process (Knowledge Referee Process) 

that addresses continuous and risk‐informed knowledge and lessons learned through an integrated knowledge services 

framework, prioritization of critical knowledge, and formal incorporation into appropriate policies and technical standards. The 

CKO enables access to critical knowledge to Agency practitioners when they need it now and in the future, thereby increasing 

our likelihood of mission success.

OFFICE OF THE CHIEF ENGINEER AGENCY INITIATIVES

NESC Website

Lessons Learned Information System

! ADDITIONAL RESOURCES

WWW

WWW
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OFFICE OF THE CHIEF FINANCIAL OFFICER CORE FUNCTIONS

OFFICE OF THE CHIEF FINANCIAL OFFICER 

(OCFO)

MISSION

STATEMENT

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

for NASA’s strategic planning, performance reporting, budget 

formulation and analysis, as well as justification, control, and 

reporting of all Agency fiscal resources, provides leadership for the 

Agency’s communications on all matters with the House and Senate 

Committees on Appropriations, oversees all financial management 

activities relating to the programs and operations of the Agency, and 

monitors and reports the financial execution of the Agency budget. 

The OCFO manages the Agency’s budget and financial operations, 

leads the Agency’s programmatic analysis capabilities, directs 

the preparation and submission of annual financial and budgetary 

reports, and coordinates Agency financial management activities 

with other federal agencies.

OFFICE WEBSITE - http://www.nasa.gov/offices/ocfo/home/ IMAGE 34.1

AGENCY BUDGETING AND 

RESOURCE MANAGEMENT

Provides leadership in the development and presentation 

of the annual Agency budget. Reviews, assesses, 

and validates Agency resources, requirements, and 

requests on the basis of strategic alignment, priorities, 

quality, and performance, including recommendations 

to the Administrator for fiscal resources approvals and 

authorizations. 

AGENCY FINANCIAL 

MANAGEMENT

Provides oversight, policy guidance, and financial 

management of Agency resources and activities 

(including the centers). Monitors the financial execution 

of the Agency budget, monitors quality and performance 

of ongoing financial activities, and prepares and 

transmits timely audits, financial, and performance 

reports to the Administrator, the Director of the Office of 

Management and Budget, the congressional committees 

of jurisdiction, and other authorities who review NASA’s 

financial matters. 
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OFFICE OF THE CHIEF FINANCIAL OFFICER CORE FUNCTIONS

RISK MANAGEMENT

Provides overall coordination, implementation, and 

integration of NASA’s risk-based Internal Control 

Program, Enterprise Risk Management (ERM), and 

Internal Control Assessments and Quality Assurance 

Reviews, designed to improve Agency management. 

Manages and facilitates the preparation of the 

Administrator’s annual Statement of Assurance.

AGENCY STRATEGIC PLANNING 

AND PERFORMANCE 

MANAGEMENT 

Oversees all strategic planning and performance 

management activities relating to the programs and 

operations of the Agency. 

IMAGE 34.2

APPROPRIATIONS

Provides critical executive leadership, direction and 

coordination of all communications between NASA and 

the House and Senate Committees on Appropriations.

AGENCY PROGRAMMATIC 

ANALYSIS CAPABILITY (APAC) 

LEADERSHIP

Provides APAC leadership and serves as the 

Programmatic Standards and Policies Owner and 

Programmatic Competency Steward. This includes cost 

and schedule policies and key Agency programmatic 

standards, processes, and tools to maintain the quality 

and independence of Agency programmatic assessment 

capability. 
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OFFICE OF THE CHIEF FINANCIAL OFFICER ORGANIZATION

The OCFO was established in accordance with the Chief Financial Officers Act of 1990 (CFO Act), Public Law 

101-576. The NASA CFO is a Presidentially appointed, Senate confirmed position. Most of the OCFO staff are 

physically located at NASA HQ, although some are physically located at NASA’s field Centers, including the 

Center CFOs. The Center CFOs report directly to the Agency CFO, and manage Agencywide activities throughout 

the year from the Center perspective. OCFO has been a leader in NASA regarding the implementation of telework, 

with much of the staff teleworking as many as 3 days per week. 

The NASA CFO has four Deputies who are direct reports to the CFO, and most of the work of the OCFO is 

performed by six Divisions as depicted in the organization chart. In addition, some of the larger Divisions 

have multiple branches. Additional information on the OCFO organization and roles is represented in the 

organizational chart. 

Figure 34.1 Office of the Chief Financial Officer Organization Chart

Office of the Chief Financial Officer

Chief Financial Officer

DAVID RADZANOWSKI

Agency Appropriations

Liaison

Deputy CFO (Appropriations) MARY DENISE KERWIN

Agency Financial Operations

Deputy CFO (Finance)

LISA ZIEHMANN

Agency Budget, Strategy, &

Performance

Deputy CFO (Agency Budget,

Strategy, & Performance) ANDREW HUNTER

Center CFOs

Ames Research Center, PAUL AGNEW

Armstrong Flight Research Center, VALERIE ZELLMER

Glenn Research Center, LARRY SIVIC

Goddard Space Flight Center, STEVE SHINN

Johnson Space Center, DOROTHY RASCO

Kennedy Space Center, SUSAN KROSKEY

Langley Research Center, KATHY FERRARE

Marshall Space Flight Center, BILL HICKS

Stennis Space Center, JIM BEVIS

Agency Integration Deputy

CFO (Integration)

DOUGLAS COMSTOCK

Policy Division

Director KEVIN BUFORD

Financial & Budget Systems

Mgnt Division Director

(Acting)

LISA ZIEHMANN

Financial Management

Division Director

TERRANCE ALFORD

Quality Assurance Division

Director

FRANK PETERSEN

Budget Division

Director

SUE ROMANS

Strategic Investments

Division Director CRIS GUIDI

Office of Associate Deputy

CFO

Associate Deputy CFO JOE MCINTYRE

Mission Support Office

Director JENNY KISHIYAMA

Direct Line of Supervisory 

Responsibility

Indirect Line of Supervisory 

Responsibility and/or Support 

for Multiple Areas

LEGEND:
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CHIEF FINANCIAL OFFICER

MR. DAVID RADZANOWSKI 

David Radzanowski is the NASA Chief Financial Officer, confirmed by the U.S. 

Senate as the NASA CFO on October 7, 2014. He ensures the financial health of the 

organization, and is responsible for ensuring that NASA resources are effectively 

employed toward the achievement of NASA’s strategic plan. Previous NASA positions 

include Chief of Staff, in May of 2010, as well as leadership positions in the Space 

Operations Mission Directorate. Prior to NASA, he served eight years at the White 

House Office of Management and Budget (OMB) including positions as Deputy 

Associate Director for Appropriations, and Chief of the Science and Space Programs 

Branch. Prior to joining OMB, he served eight years as an analyst in aerospace policy 

for the Congressional Research Service.

EXTENDED BIO - http://www.nasa.gov/about/highlights/Radzanowski_bio.html 

DEPUTY CHIEF FINANCIAL OFFICER FOR BUDGET, 

STRATEGY, AND PERFORMANCE

MR. ANDREW HUNTER 

Andrew Hunter, Deputy Chief Financial Officer for Budget, Strategy, and Performance, 

joined NASA in 1988. Prior to his position with the Office of the NASA Chief Financial 

Officer, Mr. Hunter served as Director of Resources for NASA’s Exploration Systems 

Mission Directorate from 2005 to 2010. Prior to that position, he was Budget Director 

for the Earth Science Program for seven years. Mr. Hunter has had several leadership 

development activities including a detail with the CFO of the National Geographic 

Society, and as Deputy for Human Resources at Langley Research Center. 

EXTENDED BIO - http://www.nasa.gov/offices/ocfo/leadership/Andrew_Hunter

DEPUTY CHIEF FINANCIAL OFFICER FOR FINANCE

MS. LISA ZIEHMANN 

Lisa Ziehmann is the Deputy Chief Financial Officer (CFO) for Finance at the National 

Aeronautics and Space Administration (NASA), where she is responsible for Senior 

Executive oversight for the Agency’s financial operations and reporting, policy 

development, financial audit, and internal controls. Ms. Ziehmann has over 29 years of 

experience in Federal government financial management, budget, and enterprise-wide 

business systems development. Most recently, she was the Director for Financial Policy 

and Operations at the General Services Administration (GSA) in Washington, D.C. 

Before joining GSA, Ms. Ziehmann served as the Deputy Budget Director for NASA in 

Washington, D.C. 

EXTENDED BIO - http://www.nasa.gov/offices/ocfo/leadership/Lisa_Ziehmann 

OFFICE OF THE CHIEF FINANCIAL OFFICER LEADERSHIP
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DEPUTY CHIEF FINANCIAL OFFICER FOR 

APPROPRIATIONS

MS. MARY DENISE KERWIN

Mary Denise Kerwin is Deputy Chief Financial Officer (CFO) for Appropriations for 

NASA. Ms. Kerwin is responsible for leadership of all matters pertaining to presentation 

of, and advocacy for, NASA’s annual budget requests to Congress, ensuring that 

NASA’s budget and programs are communicated effectively and consistently to 

Congress, and securing appropriations outcomes that maximize the President’s 

program for NASA. Previous NASA positions include Deputy Associate Administrator 

for Legislative and Intergovernmental Affairs, Deputy Comptroller for Appropriations, 

Deputy Associate Administrator for Legislative Affairs (Programs), and Director of the 

Congressional Liaison Division. 

EXTENDED BIO - http://www.nasa.gov/offices/ocfo/leadership/Mary_Denise_Kerwin

DEPUTY CHIEF FINANCIAL OFFICER 

FOR INTEGRATION

MR. DOUG COMSTOCK 

Doug Comstock is the Deputy Chief Financial Officer for Integration, reporting to 

the CFO. He joined NASA in 2002, and has served as Director of the Cost Analysis 

Division leading implementation of cost policies including Joint Cost and Schedule 

Confidence Level (JCL) analysis, Director of the Innovative Partnerships Program 

leading a technology development portfolio including small businesses, partnerships, 

and incentive prize competitions, NASA Comptroller, and Director of the Strategic 

Investments Division. Before joining NASA, he served in the Office of Management 

Budget from 1998-2002. Prior to government service he spent 15 years in industry, 

including Director of Engineering at the Futron Corporation, and advanced concept 

development with General Dynamics Space Systems. 

EXTEDNED BIO - http://www.nasa.gov/offices/ocfo/leadership/Doug_Comstock 

OFFICE OF THE CHIEF FINANCIAL OFFICER LEADERSHIP
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www.nasa.gov

NASA Headquarters

Civil Service Workforce at a Glance 

1,138

Total Headcount

51

Average age

15 YEARS

Average length of 

service of a HQ 

Employee at NASA

22%

Retirement Eligible 

Employees

Office of the Chief Financial Officer

Civil Service Workforce at a Glance 

114

Total Headcount

47

Average age

10 YEARS

Average length of 

service at NASA

12%

Retirement Eligible 

Employees

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

OFFICE OF THE CHIEF FINANCIAL OFFICER AT A GLANCE

Figure 34.2 Office of the Chief Financial Officer Workforce at a Glance

IMAGE 34.3
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BUDGET BUSINESS SERVICES ASSESSMENT (BSA)

Through the execution of the Business Services Assessment (BSA), NASA is defining the health of each business service area, 

identifying opportunities for optimization, and developing risk informed recommendations to establish a more efficient operating 

model that maintains a minimum set of capabilities and meets current and future mission needs. The Budget BSA assessed the 

health and resources required to conduct the Agency’s Planning, Programing, Budgeting, and Execution (PPBE) process. It 

was charged to assess value to effort expended, decrease the amount of effort spent in budget formulation and execution and 

find best practices. Observations include: The NASA executed PPBE process is healthy, dynamic and robust, and adaptive 

and responsive to changes. Stakeholders are positive about OCFO products and services. While the NASA budget process 

is benchmarked as a government leader, there are opportunities to improve current processes with management attention, 

communication, behavior modification, and education of stakeholders. However, one size will not fit all. The Mission Support 

Council (MSC) will consider the recommendations of the Budget BSA in November, then implementation will begin based on 

MSC decisions.

BUSINESS PROCESS DESIGN AND DOCUMENTATION (BPDD)

The OCFO has undertaken a BPDD project to document and streamline key business processes including Travel, 

Reimbursable Agreements, and Real Property (in partnership with the Office of Strategic Infrastructure). The project is 

identifying opportunities for optimization through standardization, streamlining, and consolidation. The opportunities for 

optimization are evaluated and prioritized based on level of impact on the process and the level of effort required for 

implementation. Travel is the furthest along, and has begun to implement recommendations that standardize forms and 

simplify the approval process, and has initiated a costsaving pilot on use of nonrefundable tickets, and a consolidation of travel 

functions between ARC and AFRC. The Real Property and Reimbursable efforts are defining standardized process maps and 

identifying areas for improvement incorporating best practices. 

ENTERPRISE RISK MANAGEMENT (ERM)

The OCFO is leading development of an ERM framework to formalize the integration of risk management into the decision 

making process across the Agency, consistent with new guidance from OMB Circulars A-123 and A-11. The ERM initiative 

seeks to ensure that Agency-level risks are identified and proactively managed, to reduce the impacts of those risks in the 

future. This will include accountability, collaboration, and coordination of NASA’s strategic, management, and operational 

activities through the integration of current internal control systems, processes, and activities. The approach seeks to leverage 

NASA’s existing risk management structure to yield the desired outcomes and ensure compliance with limited resources. Thus 

far, the ERM approach is leveraging NASA’s culture of risk management activities, with the Chief Operating Officer/Associate 

Administrator (COO/AA) at the helm, and will build on established risk management activities underway across the Agency 

such as BSA and BPDD to name a few. 

OFFICE OF THE CHIEF FINANCIAL OFFICER AGENCY INITIATIVES

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AGENCY PROGRAMMATIC ANALYSIS CAPABILITY (APAC) LEADERSHIP

The Office of Chief Financial Officer (OCFO) assumed the role of Agency Programmatic Analysis Capability (APAC) Leadership 

and serves as the Programmatic Standards and Policies Owner and Programmatic Competency Steward. The OCFO has 

ownership of NASA cost and schedule policies and key Agency programmatic standards, processes, and tools to maintain 

the quality and independence of Agency programmatic assessment capability. The APAC role also empowers OCFO as the 

Agency Programmatic Capability Steward to assess the health of the cost and schedule analysis workforce and address 

needed improvements or gaps, assist the mission directorates in the identification of personnel with prerequisite skills, provide 

Agency-wide tools for programmatic analysis, and facilitate training. To date, the transition to this new model has been 

executed without any disruption in service and quality of independent reviews. 

CHIEF FINANCIAL OFFICER UNIVERSITY

The NASA Chief Financial Officer (CFO) community seeks to be credible experts, trusted advisors, and sources of quality 

information on matters related to finance and resources, including the management of associated risk for NASA programmatic 

and institutional decision-making. This requires the community to have the right tools, advanced knowledge, competencies, 

and experience. Continued training and development of NASA’s finance and resource workforce is essential to meeting this 

demand. The CFO University was established in 2008 in order to train our internal workforce and provide NASA-specific 

financial and resources management courses. To date, over six thousand employees across the Agency have participated in 

training provided by CFO University and it has become an invaluable resource for the Agency through knowledge-sharing and 

assisting in the professional development of our workforce. 

OFFICE OF THE CHIEF FINANCIAL OFFICER AGENCY INITIATIVES

Budget Documents, Strategic Plans, 

and Performance Reports

NASA Cost Estimating Handbook

CFO 2016 Priorities

! ADDITIONAL RESOURCES

WWW

WWW

WWW
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OFFICE OF THE CHIEF HEALTH AND MEDICAL OFFICER 

CORE FUNCTIONS

OFFICE OF THE CHIEF HEALTH AND MEDICAL 

OFFICER (OCHMO)

MISSION

STATEMENT

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

responsible for policy and oversight of all health and medical 

activities at NASA - from medical treatment of the astronaut corps 

and human system interface of space missions, to the health and 

wellness of workers on the ground, sea, and air.

OFFICE WEBSITE - https://www.nasa.gov/offices/ochmo/main/

IMAGE 35.1

OCCUPATIONAL HEALTH

Oversees and implements NASA occupational medicine 

clinic operations and contract requirements, as well 

as wellness programs aimed at keeping the NASA 

workforce healthy and viable.

MEDICAL AND HEALTH EXPERTISE

Provides medical and health expertise in collaboration 

with Human Research Programs.

AGENCY INSTITUTION REVIEW BOARD

Acts as the Agency Institution Review Board approval 

official.

INDEPENDENT ASSESSMENT

Provides an independent assessment of medical and 

health technical standards and implementation.

HEALTH AND MEDICAL TECHNICAL 

AUTHORITY (HMTA)

The Chief Health and Medical Officer is the Health and 

Medical Technical Authority for NASA.

POLICY AND OVERSIGHT

OCHMO develops health and medical policy and 

assesses adequacy of procedural requirements and 

standards as they apply to the human system. Provides 

oversight and quality assurance of all health, medical, 

and space crew/personnel performance matters that 

either arise in association with the execution of, or are 

embedded in, NASA programs or projects. Provides 

policy guidance and oversight of veterinary services and 

programs throughout NASA.
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OFFICE OF THE CHIEF HEALTH AND MEDICAL OFFICER ORGANIZATION

The Office of the Chief Health and Medical Officer is divided into two main divisions: Medical Policy and Ethics, 

and Health and Medical Systems. Under these two main umbrellas fall the Operational Space Medicine, the Chief 

Veterinary Officer, Bioethics, Occupational Medicine, Industrial Hygiene, and Aviation Medicine components.

The Chief Health and Medical Officer is also the Agency Health and Medical Technical Authority (HMTA) with 

responsibilities to ensure that health and medical policy, procedural requirements, and standards are addressed 

in program/project management when applicable and appropriate. HMTA provides independent oversight of 

all health, medical, and space crew/personnel performance matters that either arise in association with the 

execution of, or are embedded in, NASA programs or projects. Although most HMTA issues involve human space 

flight, issues occurring on other NASA flight and Research and Technology (R&T) programs/projects are covered 

by OHCMO areas of responsibility. 

The organizational chart provides insight into the official roles and relationships within OHCMO.

Figure 35.1 Office of the Chief Health and Medical Officer (OCHMO) Organization Chart

Direct Line of Supervisory 

Responsibility

Indirect Line of Supervisory 

Responsibility and/or Support 

for Multiple Areas

LEGEND:

Office of the Chief Health and Medical

Officer

Chief Health and Medical Officer

J.D. POLK, DO, FACOEP

Medical Policy & Ethics

MARK WEYLAND (Acting)

Deputy Chief Medical Officer

VINCENT MICHAUD, MD, MPH

Health & Medical Systems

VINCENT MICHAUD, MD, MPH
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CHIEF HEALTH AND MEDICAL OFFICER

DR. D. POLK

DEPUTY CHIEF MEDICAL OFFICER

DR. VINCENT MICHAUD, MPH

Dr. Vincent Michaud serves as NASA’s Deputy Chief Medical Officer and is responsible 

for the oversight of all health and medical activities at NASA, including medical 

aspects of all national and international NASA missions involving humans. He holds 

an M.D. degree from the University of Texas Southwestern Medical School in Dallas, 

and completed residencies in Aerospace Medicine and Occupational Medicine at the 

USAF School of Aerospace Medicine at Brooks AFB, Texas. A Fellow of the Aerospace 

Medical Association, he is certified by the American Board of Preventive Medicine 

(Aerospace and Occupational Medicine). He has extensive experience in the clinical 

practice of aerospace medicine and occupational medicine as well as in administrative 

medical management. 

EXTENDED BIO - https://www.nasa.gov/offices/ochmo/main/deputy_chmo_biography.html

OFFICE OF THE CHIEF HEALTH AND MEDICAL OFFICER LEADERSHIP

IMAGE 35.2
254

NOVEMBER 2016

NASA TRANSITION BINDER

HOME

www.nasa.gov

NASA Headquarters

Civil Service Workforce at a Glance 

1,138

Total Headcount

51

Average age

15 YEARS

Average length of 

service of a HQ 

Employee at NASA

22%

Retirement Eligible 

Employees

Office of the Chief Health & Medical Officer

Civil Service Workforce at a Glance 

8

Total Headcount

57

Average age

17 YEARS

Average length of 

service at NASA

50%

Retirement Eligible 

Employees

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

OFFICE OF THE CHIEF HEALTH AND MEDICAL OFFICER AT A GLANCE

Figure 35.2 Office of the Chief Health and Medical Officer Workforce at a Glance

IMAGE 35.3
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ASTRONAUT HEALTHCARE LEGISLATION

This new legislation would provide the NASA Administrator authority to allow the Agency to perform annual medical monitoring 

and provide diagnosis and treatment for active as well as former crewmembers throughout their lifetime for medical conditions, 

which are deemed by NASA to be associated with human spaceflight. Currently, NASA only has the authority to diagnose and 

treat active astronauts, and many of the effects of human spaceflight (vision changes, bone loss, cancer risk) have long lead 

times such that having this explicit authority allows for care of the astronauts who have dutifully exposed themselves to the 

risks, but also gather data to better inform future spaceflight health risks. The legislative proposal was approved by OMB and 

two briefings (House and Senate) have occurred on this topic area.

HEALTH AND MEDICAL TECHNICAL AUTHORITY (HMTA) REVIEW FOR 

NEW VEHICLES

It has been over 30 years since NASA has built and flown its own vehicle. To that end, the HMTA works to verify the 

requirements and implementation of vehicle design elements that impact the human system. The HMTA is working with the 

Orion Vehicle and the Commercial Spaceflight Vendors to ensure the safety and health requirements are incorporated into new 

vehicles.

INSTITUTE OF MEDICINE REVIEWS

The OCHMO utilizes the National Academies to review policies and strategies aimed at improving the outcomes, knowledge, 

surveillance, and ethical construct as it applies to human spaceflight. Independent assessments are utilized on an almost 

annual basis to ensure that the office is giving the best possible advice to the Agency. These reviews are then used (in addition 

to current policy and NASA strategic guidance) to formulate new directives and policy in order to ensure employees are being 

provided the best possible care and outcomes to the astronauts and the NASA employees.

OFFICE OF THE CHIEF HEALTH AND MEDICAL OFFICER

AGENCY INITIATIVES

NASA Human Research Roadmap

Institute of Medicine Report: Health Standards 

for Long Duration and Exploration Spaceflight: 

Ethics Principles, Responsibilities, and Decision 

Framework

Institute of Medicine Review of 

Astronaut Healthcare for Exploration 

Class Missions

Institute of Medicine Review of NASA’s 

Longitudinal Study of Astronaut Health

! ADDITIONAL RESOURCES

WWW

WWW WWW
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OFFICE OF THE CHIEF INFORMATION OFFICER CORE FUNCTIONS

OFFICE OF THE CHIEF INFORMATION OFFICER 

(OCIO)

MISSION

STATEMENT

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

planning, policy direction, and oversight for the management of NASA

information and all NASA information technology (IT) in accordance with the 

responsibilities required by the Clinger‐Cohen Act of 1996, the Paperwork 

Reduction Act of 1995, the EGovernment Act of 2002, the Federal Information 

Security Management Act of 2002, the Privacy Act of 1974, the Federal 

Information Technology Acquisition Reform Act (FITARA) of 2014, and the 

Federal Information Security Modernization Act (FISMA) of 2014. The Chief 

Information Officer (CIO) is the principal advisor to the Administrator and 

other senior officials on matters pertaining to information technology, the 

NASA Enterprise Architecture, IT security, records management, paperwork 

reduction, and privacy.

OFFICE WEBSITE - https://www.nasa.gov/offices/ocio/home/index.html

IMAGE 36.1

ENTERPRISE SERVICE AND 

INTEGRATION DIVISION (ES&I) 

The ES&I Division manages the portfolios for all 

enterprise IT services and provides integration of 

enterprise services to facilitate use of a core suite of 

collaboration tools and content management systems. 

TECHNOLOGY & INNOVATION (T&I) 

DIVISION 

The T&I Division provides technology infusion, data 

management and interoperability, and open innovation 

to meet the White House and Office of Management and 

Budget (OMB) strategic goals of Open Data and Open 

Government.

INFORMATION TECHNOLOGY AND 

SECURITY DIVISION (ITSD)

The ITSD develops, implements, and maintains 

security strategy, requirements, and policy that align 

NASA’s enterprise security programs, investments, and 

capabilities by delivering enterprise security services 

to improve the Agency’s information and information 

technology security posture. 

CAPITAL PLANNING & 

GOVERNANCE (CP&G) DIVISION

The CP&G Division administers NASA’s information 

resources for Agency IT spending, strategic planning, 

and establishing IT governance and policy guidelines for 

evaluating Agency IT. 
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OFFICE OF THE CHIEF INFORMATION OFFICER ORGANIZATION

The OCIO is an Agency‐level organization, composed of four divisions and a small front office staff, housed at 

NASA HQ, in Washington, DC. Eight Center CIOs, located throughout the country, report to the NASA CIO and 

are shown on the organization chart. The five OCIO divisions (Front Office, IT Security, Enterprise Services, 

Capital Planning and Governance, and IT Technology and Innovation) have the following Agency responsibilities: 

Cyber Security, IT Technology and Innovation, Data Management, including Open Data and data access, Digital 

Engagement, Technology Infusion, IT Governance (including policy development), IT Resource Management, 

IT Enterprise Architecture, IT Services for Communication, Computing, End User experiences, Information 

Management, Enterprise Service Support, Enterprise Applications, and Web functionality.

Figure 36.1 Office of the Chief Information Officer (OCIO) Organization Chart

Direct Line of Supervisory 

Responsibility

Indirect Line of Supervisory 

Responsibility and/or Support 

for Multiple Areas

LEGEND:

Office of the Chief Information Officer

Chief Information Officer

RENEE P. WYNN

Senior Agency Information Security Officer JEANETTE HANNA-RUIZ

Senior Advisor for

Cybersecurity

ROBERT W. POWELL

NASA Centers CIOs

ARC, AFRC, GRC, GSFC, HQ,

JSC, LaRC, KSC, MSFC, SSC,

NSSC, JPL

Capital Planning &

Governance

Associate CIO

LEIGH ANNE GIRALDI

Enterprise Service Integration Division

Associate CIO (Acting)

TERRY CONROY

Information Technology

Security Division

Associate CIO

JEANNETTE HANNA-RUIZ

Technology & Innovation Division, Associate CIO &

CTO for IT (Acting)

JOHN SPRAGUE

Deputy Chief Information Officer TERRY JACKSON
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CHIEF INFORMATION OFFICER

MS. RENEE P. WYNN 

Renee Wynn became the NASA CIO in September 2015. She came to NASA from 

the Environmental Protection Agency where she served as the Acting Assistant 

Administrator for the Office of Environmental Information since July 2013. Ms. Wynn was 

with the EPA for more than 25 years. Ms. Wynn managed program administration for 

science, information management, and international programs; regulatory management; 

budget formulation and execution; contracts, grants and interagency agreements; long 

term strategic planning and analyses; and environmental and administrative policy. She 

holds a Bachelor of Arts in Economics from DePauw University, Indiana. 

EXTENDED BIO - http://www.nasa.gov/offices/ocio/home/cio.html

DEPUTY CHIEF INFORMATION OFFICER

MR. TERRY D. JACKSON 

Terry Jackson is the NASA Deputy Chief Information Officer. Mr. Jackson has over 

36 years of IT experience, with 26 years at NASA. He has experience in managing 

senior level staffs, leading a variety of small and large scale programs and projects, 

establishing organizations, and supporting mission and mission support organizations. 

Prior to his role as Deputy CIO, he served as the Associate CIO for Enterprise Services 

and Integration for two years. He was responsible for ensuring NASA enterprise IT 

services enabled the NASA mission and were economical, secure and integrated. 

His areas of responsibilities included End‐User Services, Communications Services, 

Web Services, Computing Systems Services, Enterprise Applications, Information 

Management, and Enterprise Service Desk Services.

OFFICE OF THE CHIEF INFORMATION OFFICER LEADERSHIP

IMAGE 36.2
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www.nasa.gov

NASA Headquarters

C i vi l Se r vi c e Wo r k fo r c e a t a Gl anc e

1,138

Total Headcount

51

Average age

15 YEARS

Average length of

service of a HQ

Employee at NASA

22%

Retirement Eligible 

Employees

Office of the Chief Information Officer

Civil Service Workforce at a Glance

40

Total Headcount

51

Average age

13 YEARS

Average length of

service at NASA

18%

Retirement Eligible 

Employees

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

OFFICE OF THE CHIEF INFORMATION OFFICER AT A GLANCE

Figure 36.2 Office of the Chief Information Officer Workforce at a Glance

IMAGE 36.3
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CONTINUOUS DIAGNOSTICS AND MITIGATION (CDM)

The Office of Management and Budget identified continuous monitoring of Federal IT networks as one of 14 Cross‐Agency 

Priority (CAP) goals, established in accordance with the Government Performance and Results Modernization Act, to improve 

the federal IT security posture and improve the federal cyber environment. To support Federal departments and agencies 

in meeting the CAP goal, Department of Homeland Security (DHS) established the CDM Program, an executive branch 

implementation approach consistent with the Information System Continuous Monitoring methodology. NASA OCIO established 

the NASA CDM project team to coordinate and manage the NASA CDM program, work closely with DHS to integrate CDM with 

existing NASA capabilities, develop internal NASA dashboards, and provide ongoing operation/maintenance of CDM tools. 

The NASA CDM team coordinates requirements and design for the installation of the IT security CDM tools within the NASA 

infrastructure, vastly improving the NASA cyber infrastructure. 

IT INFRASTRUCTURE TRANSITION

NASA is actively pursuing an infrastructure transition to focus on information‐centric security; intelligent network zoning; and 

internal and external border protection. Success elements include: Enterprise Border Protection (EB‐PRO) to deploy network 

filtering and security devices between NASA’s private internal networks and non‐NASA networks that are external to NASA’s 

Trusted Internet Connection locations. Other components include the Enterprise Internal Border and Network Access Control 

(EIB‐NAC) to implement a NAC solution that identifies, validates, and places network‐connecting endpoints and users into 

network zones commensurate with applicable security policy; and Mobile Device Management (MDM) to establish base 

requirements, proposed guidelines, and procedures for use with both Government issued and personal mobile devices to 

access specific NASA resources; to implement an Agency solution to register devices, deliver PIV‐derived credentials, and 

support secure app access. The result will be an integrated, secure NASA IT operating environment, allowing access while 

ensuring cyber protections. 

OFFICE OF THE CHIEF INFORMATION OFFICER AGENCY INITIATIVES

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BUSINESS SERVICES ASSESSMENT (BSA)

Through the execution of the BSA, NASA is defining the health of each business service area, identifying opportunities for 

optimization, and developing risk‐informed recommendations to establish a more efficient operating model that maintains 

a minimum set of capabilities and meets current and future mission needs. The BSA for IT establishes a more efficient 

Agency information technology operating model that maintains a minimum set of capabilities and meets current and future 

mission needs. The findings from the BSA for IT identified challenges and associated improvements in 7 IT areas: Roles 

and Responsibilities, Governance, Security, Communications, Collaboration, Data Centers, and Workstations. The OCIO 

is executing a detailed plan to fulfill the improvements, including organizational changes to distinguish IT responsibilities, 

IT governance framework changes supporting CIO influence and visibility across NASA IT resources, a set of Agency 

collaboration tools, increased use of enterprise desktop support, an Agency data center architecture to guide future 

investments, and an IT security risk framework and architecture. 

DATA MANAGEMENT

NASA is working a multitude of Data Analytics/Deep Learning, Search Analytics, Tagging, Financial Analytics, Data Centric 

Model, APIs, and Data Integration prototypes. There is special emphasis on creating micro services that the Mission 

Directorates and Agency Support Organizations can use to further NASA’s mission. For example, the NASA OCIO Data 

Management Team has completed a series of data visualizations of financial data within the OCIO and Office of the Chief 

Financial Officer areas. Working with the NASA Security Operations Center (SOC), two prototypes are nearing completion to 

help solve data tagging and network logging needs. The benefit to NASA and the public will be an accessibility to historic 

scientific and engineering data which promotes NASA’s core mission of sharing and improving the Nation’s capabilities.

OFFICE OF THE CHIEF INFORMATION OFFICER AGENCY INITIATIVES

Open NASA 

NASA Data Portal

NASA Open Source Software

NASA APIs

Enterprise Service and Integration 

(ES&I) Division

! ADDITIONAL RESOURCES

WWW

WWW

WWW

WWW

WWW
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OFFICE OF THE CHIEF TECHNOLOGIST CORE FUNCTIONS

OFFICE OF THE CHIEF TECHNOLOGIST (OCT)

MISSION

STATEMENT

IMAGE 37.1

The Chief Technologist is the NASA Administrator’s principal advisor 

and advocate on matters concerning Agency-wide technology policy 

and programs. The office conducts annual reviews and assessments 

of technology investments across the Agency and facilitates strategic 

technology integration and alignment with NASA’s Strategic Plan across the 

Agency’s technology driven portfolio. The office also serves as an advocate 

for cultural change toward creativity and innovation at NASA Centers, 

particularly in regard to workforce development. The office identifies 

innovative technology partnerships and communicates societal impact of 

NASA technology investments within and outside the Agency. The office 

employs principles that encourage innovative partnerships, technology 

use for societal benefit, and commercialization; helping to ensure NASA

technology is transferred into viable products and services that benefit our 

lives here on Earth, right now. 

OFFICE WEBSITE - www.nasa.gov/offices/oct/home/

TECHNOLOGY LEADERSHIPS AND INTEGRATED AND STRATEGIC 

TECHNOLOGY PORTFOLIO MANAGEMENT

• Principal advisor and advocate on matters concerning Agency-wide technology policy and programs. 

• Provides leadership, policy direction, Agency-level strategy and priorities, technology 

portfolio assessment, and coordination for NASA mission-focused technology activities. 

• Develops and implements strategic plans across the mission directorates that address technology goals, objectives, 

technical challenges, and investment. 

• Conduct annual Agency level technology portfolio analysis. 

• Manages the NASA Technology Executive Council (NTEC) and the Center Technology Council (CTC).
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OFFICE OF THE CHIEF TECHNOLOGIST CORE FUNCTIONS

AGENCY TECHNOLOGY AMBASSADOR

• Engages the technology community including other Government agencies, industry, academia, and advisory groups 

to identify needs and recommend priorities that NASA should pursue consistent with National Space Policy, NASA’s 

mission, and national needs. 

• Documents and communicates the benefits of NASA technology investments.

• Serves as the Administrator’s NASA technology represevntative to the international community, as appropriate.

• Adocates for NASA research and technology programs through coordination with other Government agencies, 

academia, and the commercial aerospace industry.

• Maintains a streamlined technology roadmap to maintain awareness of technology activities worldwide that have 

potential impact on NASA missions. 

MANAGE NASA’S INNOVATION FRAMEWORK

• Works with Headquarters Offices and Center Directors to implement NASA’s Innovation Framework to enhance creativity 

and innovation, particularly in regard to workforce development. 

IMAGE 37.2
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OFFICE OF THE CHIEF TECHNOLOGIST ORGANIZATION

The Office of the Chief Technologist consists of a front office staff (Chief Technologist, Deputy Chief 

Technologist, Executive Officer, Administrative Assistant) and two teams -- the Strategic Integration and 

Innovation teams. 

The Chief Technologist serves as a member of the NASA Executive Council, the Mission Support Council 

(extended), the Program Management Council, and the Senior Management Council. The Chief Technologist 

chairs the NASA Technology Executive Council (NTEC) and the Center Technology Council, which includes the 

NASA Center Chief Technologists. 

The Chief Technologist serves under an Intergovernmental Personnel Act (IPA) appointment, while the Deputy 

Chief Technologist is a career member of the NASA Senior Executive Service. As the career senior civil servant, 

the Deputy Chief Technologist provides supervisory and management oversight of the office and staff and serves 

as the Acting Chief Technologist when the Chief Technologist position is vacant. 

Figure 37.1 Office of the Chief Technologist (OCT) Organization Chart

Direct Line of Supervisory 

Responsibility

Indirect Line of Supervisory 

Responsibility and/or Support 

for Multiple Areas

LEGEND:

Office of the Chief Technologist

NASA Chief Technologist

VACANT

Deputy Chief Technologist

DENNIS ANDRUCYK (ACTING)

Executive Officer

DAVID STEITZ

Center Chief Technologists

Partnership & ISS Utilization

Program Executive

KATIE COLEMAN

Innovation Office Program

Executive

VACANT

Strategic Integration

Program Executive

VACANT

Innovation Framework

Program Executive

KIRA BLACKWELL
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NASA CHIEF TECHNOLOGIST

VACANT

DEPUTY CHIEF TECHNOLOGIST 

DENNIS ANDRUCYK (ACTING) 

Dennis Andrucyk is the Acting Deputy Chief Technologist as well as the Deputy Associate 

Administrator of the Space Technology Mission Directorate (STMD). Andrucyk manages 

day-to-day operations of OCT and STMD. Prior to joining NASA HQ, Andrucyk held 

many positions at NASA’s Goddard Space Flight Center. He was Director of the Applied 

Engineering & Technology Directorate, serving as Director of Engineering, Deputy 

Director of Engineering, Chief of the Software Engineering Division, and Chief of the 

Mission Engineering and Systems Analysis Division. He also served as Goddard’s Chief 

Technologist and as the Associate Chief of the Electrical Engineering Division. 

EXTENDED BIO - http://www.nasa.gov/directorates/spacetech/about_us/bios/andrucyk_bio.html

OFFICE OF THE CHIEF TECHNOLOGIST LEADERSHIP

IMAGE 37.3
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www.nasa.gov

NASA Headquarters

Civil Service Workforce at a Glance 

1,138

Total Headcount

51

Average age

15 YEARS

Average length of 

service of a HQ 

Employee at NASA

22%

Retirement Eligible 

Employees

Office of the Chief Technologist Civil Service Workforce at a Glance 

7

Total Headcount

51

Average age

11 YEARS

Average length of 

service at NASA

0%

Retirement Eligible 

Employees

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

OFFICE OF THE CHIEF TECHNOLOGIST AT A GLANCE

Figure 37.2 Office of the Chief Technologist Workforce at a Glance

IMAGE 37.4
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TECHNOLOGY ROADMAPS

In 2011 OCT created and has since updated NASA’s Technology Roadmaps, recently receiving a review of the 2015 

Roadmaps from the National Academies. The Technology Roadmaps have helped NASA to inventory and prioritize past and 

current investments in technologies that will lead to the new knowledge and capabilities needed to enable future missions while

benefiting America’s new technology economy.

STRATEGIC TECHNOLOGY INVESTMENT PLAN (STIP)

In 2014 OCT created and updates the NASA STIP every two years. The STIP serves as an informative document for Agencylevel budget planning that takes into account the technology work NASA has been conducting, as identified in the Technology 

Roadmaps, and the prioritized, known future technology needs necessary for the Agency to meet mission goals. NASA is in 

the process of updating the STIP, with a new version available this fall. NASA has completed a draft review of the technology 

development prioritization, and is validating the latest version of the plan. 

ENGAGEMENT OF TECHNOLOGY COMMUNITY

The NASA Chief Technologist chairs and conducts NASA Technology Executive Council meetings. NASA has held three NTEC 

meetings in FY2016 to discuss the STIP and other technology matters. OCT also annually evaluates the Agency technology 

portfolio and makes recommendations during the budget process. The Chief Technologist represents NASA at the Space 

Partnership Science and Technology Forum with the Air Force and the intelligence community. OCT regularly organizes 

Technical Interchange Meetings with the Department of Defense and other federal agencies to share information on technology 

investments and needs of mutual interest to NASA and partner organizations. 

INNOVATION

OCT advises the Office of the Administrator on strategies for fostering innovation across the Agency and harnessing innovation 

approaches from both inside and outside NASA. As part of this activity, OCT is supporting the Office of the Administrator in 

developing Agency-level frameworks to define innovation, share examples of innovation best practices across the Agency and 

look for approaches to scale promising practices across the Agency, where appropriate. OCT serves as a resource for Mission 

Directorates, Centers, and organizations across the Agency to provide thought leadership and support on innovation activities.

One of the main approaches that OCT takes to achieve this is coordinating with the Center Chief Technologist offices to provide

them with opportunities for training, networking, and joining innovation projects. OCT serves as an incubator for innovation 

approaches within NASA that have the potential to become programs within the Mission Directorates or other offices. 

OFFICE OF THE CHIEF TECHNOLOGIST AGENCY INITIATIVES

NASA Space Technology Roadmaps NASA Strategic Space Technology 

Investment Plan

! ADDITIONAL RESOURCES

WWW WWW
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OFFICE OF THE CHIEF SCIENTIST CORE FUNCTIONS

OFFICE OF THE CHIEF SCIENTIST (OCS)

MISSION

STATEMENT

The Office of the Chief Scientist (OCS) advises and advocates 

for the NASA Administrator on matters concerning Agency-wide 

science policy and programs. The OCS serves as a primary external 

interface regarding science issues and results on behalf of the 

Administrator. The OCS encourages and fosters science integration 

and cooperation across the Agency and provides oversight to assure 

that NASA funds only the most exemplary and meritorious science to 

enable NASA to achieve its mission. 

OFFICE WEBSITE - http://www.nasa.gov/offices/ocs/

IMAGE 38.1

ANALYSIS 

Provides independent portfolio analysis of significant 

science activities, as appropriate, and performs 

scientific, technical, programmatic, and/or policy reviews 

to assure that NASA science programs are of the highest 

scientific and technologic merit and integrity.

INTEGRATION

Encourages and fosters science integration and 

cooperation across the Agency, including the Mission 

Directorates and the Centers. Works with the Center 

Directors to promote scientific vitality and innovation at 

the Centers.

ASSESSMENT

Provides independent assessment and advice to the 

Administrator on matters related to NASA science and 

represents the Administrator to the National Advisory 

Council (NAC) Science Committee, the National 

Academy of Sciences, other science advisory bodies, 

and the international community, as appropriate. 

DEVELOPMENT 

Leads the development of Agency science strategy and 

ensures that NASA’s overarching Strategic Plan properly 

incorporates science goals and objectives. 
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OFFICE OF THE CHIEF SCIENTIST ORGANIZATION

The Chief Scientist serves as an active member of many councils, boards, and committees across the 

Agency, including, but not limited to NASA’s Executive Council, Mission Support Council (extended), Program 

Management Council, and Senior Management Council. Within the OCS is the Agency’s Life Sciences Technical 

Capability Leader, who provides expert advice to ensure proper alignment across Missions and Centers 

consistent with the Agency and capability advancement needs. OCS also provides support and guidance to the 

Space Life and Physical Sciences Research and Applications Division in the Human Exploration and Operations 

(HEO) Mission Directorate to ensure its alignment with Agency science priorities and to increase the visibility of 

the HEO research portfolio at the Agency level.

Figure 38.1 Office of the Chief Scientist (OCS) Organization Chart

Direct Line of Supervisory 

Responsibility

Indirect Line of Supervisory 

Responsibility and/or Support 

for Multiple Areas

LEGEND:

Office of the Chief Scientist

Chief Scientist

DR. ELLEN STOFAN

Deputy Chief Scientist

DR. GALE ALLEN

Associate Chief Scientist

DR. LOUIS BARBIER

Senior Policy Advisor

DR. AMY KAMINSKI

Associate Chief Scientist

Programs & Projects

HELEN GRANT

Executive Officer

DR. XAIVIAN RAYMOND

Executive Assistant

LAVERNE DRAYTON

Staff Scientist – detailed 1-

year from LaRCA

DR. NATASHA NEOGI
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CHIEF SCIENTIST 

DR. ELLEN STOFAN

Dr. Ellen Stofan was appointed NASA Chief Scientist in 2013, serving as principal 

advisor to the NASA Administrator on the Agency’s science programs and sciencerelated strategic planning and investments. From 1991 through 2000, she held 

a number of senior scientist positions at NASA’s Jet Propulsion Laboratory. Her 

research has focused on the geology of Venus, Mars, Titan, and Earth. Stofan is an 

associate member of the Cassini Radar Team and was a co-investigator on the Mars 

Express Mission’s MARSIS sounder. She was previously an honorary professor in the 

Department of Earth Sciences at University College London. Stofan was also principal 

investigator on the Titan Mare Explorer, a proposed mission to send a floating lander to 

a sea on Titan. 

EXTENDED BIO - https://www.nasa.gov/offices/ocs/stofan_bio.html 

DEPUTY CHIEF SCIENTIST 

DR. GALE ALLEN

Dr. Gale Allen is currently serving as NASA’s Deputy Chief Scientist at the Agency’s 

headquarters. Dr. Allen began her NASA career at the Kennedy Space Center as 

Chief of the Materials and Chemistry Branch where she led the effort in developing 

ozone depleting alternatives for precision cleaning of flight and ground hardware. 

She has also served as NASA’s Associate Director of Technology Programs and 

Commercialization, Deputy for the Bioastronautics Research Program, Deputy for the 

Human Systems Research and Technology Program, and Director, Strategic Integration 

and Management. 

EXTENDED BIO - http://www.iafastro.org/biographie/gale-allen/ 

OFFICE OF THE CHIEF SCIENTIST LEADERSHIP

IMAGE 38.2
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www.nasa.gov

NASA Headquarters

Civil Service Workforce at a Glance 

1,138

Total Headcount 

51

Average age

15 YEARS

Average length of 

service of a HQ 

Employee at NASA

22%

Retirement Eligible 

Employees

Office of the Chief Scientist

Civil Service Workforce at a Glance 

7

Total Headcount

51

Average age

14 YEARS

Average length of 

service at NASA

14%

Retirement Eligible 

Employees

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

OFFICE OF THE CHIEF SCIENTIST AT A GLANCE

Figure 38.2 Office of the Chief Scientist Workforce at a Glance

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INTERNATIONAL SPACE STATION (ISS) UTILIZATION

The Chief Scientist continues to prioritize ISS utilization for science, technology, and microgravity research activities on the ISS 

through 2024. Utilize the ISS to validate many of the capabilities needed to maintain a healthy and productive crew in deep 

space. Current research is being conducted to improve the understanding of how humans adapt and function during longduration space flights.

EXPANSION OF KNOWLEDGE AND HUMAN ACTIVITY INTO THE SOLAR SYSTEM

NASA is extending robotic and human presence into the solar system through a strategy that advances the capability to 

operate at increasingly farther distances from Earth. The Chief Scientist is working with Agency leadership on developing a 

CIS-Lunar strategy that would expand our reach beyond low Earth Orbit (LEO) and advance NASA’s scientific knowledge 

and technological base. NASA and its partners will use this proving ground as a “test bed” for deep-space operations by 

decreasing reliance on Earth and gaining the knowledge and systems needed for reaching the ultimate goal of getting to 

the surface of Mars. The Chief Scientist is interfacing with the external community (various backgrounds, domestic and 

international) to encourage collaboration and partnerships. NASA would like to leverage the capabilities of interested parties to 

develop technologies, systems, and missions to meet individual objectives.

LOW EARTH ORBIT (LEO) COMMERCIALIZATION

NASA’s objective is to transform management, development, operations, and research in LEO from a primarily governmentdriven enterprise to a private industry-driven commercial market with private supply and private and government demand. 

The Chief Scientist is working with Agency leadership to identify opportunities to increase commercialization in LEO. The ISS 

plays a key role for emerging commercial markets in LEO. Commercial partners, who are maturing their business models and 

technical approaches by providing critical services for the ISS, will be essential to enabling deep-space NASA missions. 

SCIENTIST FUNDING MODEL

The Chief Scientist is working to implement a consistent funding model for civil service scientists across the Agency that will 

address hiring of scientists, satisfaction and retention of early career scientists, and increasing the productivity of the scientific 

staff while maintaining the quality of NASA research. 

OFFICE OF THE CHIEF SCIENTIST AGENCY INITIATIVES

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OFFICE OF THE GENERAL COUNSEL CORE FUNCTIONS

OFFICE OF THE GENERAL COUNSEL (OGC)

MISSION

STATEMENT

The General Counsel establishes Agency-wide legal policy; provides 

Agency-level legal advice, counseling, and functional guidance; ensures 

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

provides binding formal legal opinions on Agency matters. With respect 

to legal matters, the General Counsel further ensures consistency of 

approach and eliminates duplication of functional support activities through 

agile, evolutionary, and intentional collaboration, centralization, and/or 

consolidation of functions among and within OGC legal practice groups, 

Center Chief Counsel Offices, and independent NASA entities such as the 

Federally Funded Research and Development Center (FFRDC) Jet Propulsion 

Laboratory (JPL) and the NASA Shared Services Center (NSSC).

OFFICE WEBSITE - http://www.nasa.gov/offices/ogc/index.html IMAGE 39.1

LEGAL COMMUNITY LEADERSHIP 

Define the legal community’s approach to executing 

NASA’s Strategic Plan. In concurrence with Center 

Directors, hire and assess each Center’s principal 

legal official. Provide legal subject-matter expertise 

and guidance to Center attorneys, which includes 

incorporating industry best-practices to develop an 

information-sharing system to enable Agency-wide 

access to legal work product. 

LEGAL PROGRAM ADMINISTRATION

Administer the following programs: NASA Intellectual 

Property Law Program, including the Inventions and 

Contributions Board, Acquisition Integrity Program, and 

Ethics Program, which includes the Designated Agency 

Ethics Official. 

TRADITIONAL LEGAL SERVICES

Provide classic legal services including legal 

interpretation of relevant authorities, representing 

the Agency in various legal proceedings, providing 

legal representation for NASA in Agency negotiations, 

handling claims against the Agency, and executing 

appropriate releases from liability. 

LEGAL ADVICE AND COUNSELING

Advise and counsel the Administrator, Senior 

Leadership, and Agency clients to proactively issuespot, problem-solve, and guide our innovative clients 

throughout their programs’ lifecycles thereby ensuring 

that Agency activities are conducted in accordance with 

all statutory and regulatory requirements. 

LEGAL POLICY AND GUIDANCE

Administer policy and guidance relating to the use of 

various transactional legal authorities, including NASA’s 

specific “other transactions” authority.
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OFFICE OF THE GENERAL COUNSEL ORGANIZATION

The Office of the General Counsel (OGC) is organized into a front office, four groups, and the

Directorate Lead Counsel (DLC) initiative:

Figure 39.1 Office of the General Counsel (OGC) Organization Chart

Direct Line of Supervisory 

Responsibility

Indirect Line of Supervisory 

Responsibility and/or Support 

for Multiple Areas

LEGEND:

The Commercial and Intellectual Property Law Group

handles non-procurement Partnership Agreements, intellectual 

property and licensing, technical data and computer software, 

and the Inventions and Contributions Board.

The Contracts Acquisition Integrity Law Group handles 

contracts, grants, and cooperative agreements. The Acquisition 

Integrity Program (AIP) handles legal issues regarding 

procurement fraud and related irregularities, remedies 

coordination, and suspension and debarment.

The General Law Group handles ethics, personnel, fiscal, 

environmental, information, and safety and security law, as well 

as legislation and areas not specifically assigned to one of the 

other divisions.

The International Law Group advises on international law 

(including space law), domestic law impacting international 

cooperation, international agreements, multilateral legal 

organizations, telecommunications, export control, and national 

security.

Directorate Lead Counsel (DLC) are experienced senior 

attorneys, from both Headquarters and Centers, assigned 

to career development positions as “embedded” assets, 

for periods of 12-18 months, to Mission Directorates, 

Headquarters Offices, or other NASA entities by agreement 

between the host entity and the General Counsel.

Office of the General Counsel

General Counsel

SUMARA M. THOMPSON-KING

Commercial & Intellectual

Prop Law Practice Group

Associate General Counsel COURTNEY H. BAILEY

General Law Practice Group

Associate General Counsel DAVE BARRETT

Contracts & Acquisition Integrity Law Practice Group

Associate General Counsel SCOTT BARBER

International Law Practice

Group

Associate General Counsel ROBIN FRANK

Intellectual Property Prog

Agency Counsel for

Intellectual Property MARK DVORSCAK

Acquisition Integrity

Program Senior Level MONICA AQUINO-THIEMAN

Ethics Program

Senior Level ADAM GREENSTONE

ILPG

Attorney-Advisors VARIOUS

CAILPG

Attorney-Advisors VARIOUS

GLPG

Attorney-Advisors VARIOUS

CIPLG

Attorney-Advisors VARIOUS

Office of the General

Counsel

Deputy General Counsel E. JASON (JAY) STEPTOE

Office of the General

Counsel

Directorate Lead Counsel VARIOUS Center Chief Counsel Offices Chief Counsel VARIOUS

NASA Management Office Chief Counsel’s Office

Chief Counsel JAMES MAHONEY

NASA Shared Services Center

Counsel TROY TAYLOR
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GENERAL COUNSEL

MS. SUMARA M. THOMPSON-KING

Sumara M. Thompson-King is the General Counsel at NASA. She provides advice and 

counsel to NASA’s Administrator and senior officials on a range of legal matters, and 

leads the Agency’s legal team at Headquarters and its field Centers. Prior to her current 

position, she served as the Deputy General Counsel, after having served nine years as 

the Associate General Counsel for Contracts, Procurement, and Acquisition Integrity. 

As a recognized expert in government contracts, she has been a frequent panelist 

and lecturer on government contracts, and she was awarded NASA’s Exceptional 

Achievement Medal for her litigation accomplishments. Her NASA legal career began 

at Goddard Space Flight Center, after receiving a Bachelor’s from Smith College and a 

J.D. from Georgetown University Law Center. 

EXTENDED BIO - http://www.nasa.gov/offices/ogc/about/sumara_bio.html 

DEPUTY GENERAL COUNSEL 

MR. E. JASON (JAY) STEPTOE 

Jay Steptoe was appointed NASA Deputy General Counsel in August 2014. He joined 

the General Counsel’s Office in January 1990 and managed NASA’s commercial and 

international law practices in various capacities since 1999, most recently as Associate 

General Counsel for International Law since 2005. Before joining NASA, Jay was an 

attorney in the Office of the Assistant General Counsel for International Law at the U.S. 

Department of Transportation, specializing in space launch regulation, international 

aviation, and trade law. Prior to joining the Executive Branch, he was staff counsel to 

the U.S. Senate Judiciary Committee and its Antitrust and Administrative Practice and 

Procedure subcommittees. 

EXTENDED BIO - http://www.nasa.gov/offices/ogc/about/steptoe_bio.html

OFFICE OF THE GENERAL COUNSEL LEADERSHIP

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www.nasa.gov

NASA Headquarters

Civil Service Workforce at a Glance 

1,138

Total Headcount

51

Average age

15 YEARS

Average length of 

service of a HQ 

Employee at NASA

22%

Retirement Eligible 

Employees

Office of the General Counsel

Civil Service Workforce at a Glance 

42

Total Headcount

51

Average age

12 YEARS

Average length of 

service at NASA

26%

Retirement Eligible 

Employees

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

OFFICE OF THE GENERAL COUNSEL AT A GLANCE

Figure 39.2 Office of the General Counsel Workforce at a Glance

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SPACE COMMERCIALIZATION INITIATIVES 

OGC supports NASA’s space commercialization initiatives by counseling clients on applicable legal and regulatory structures, 

interagency efforts to enable innovative commercial activities, legislation that enables use of commercial suppliers, and 

agreements supporting collaborative efforts to advance the commercial use of space. Examples include Moon Express 

payload review, Government Astronaut legislation, ISS National Lab, the KSC Pad 39A lease, and NASA’s agreement to 

support the SpaceX Red Dragon mission. 

MISSION TO IMPROVE LIFE ON EARTH 

OGC supports NASA’s mission to improve life on Earth through protecting NASA intellectual property, managing the Agency’s 

highest awards for innovation through the Inventions and Contributions Board and supporting technology transfer. Recent 

areas of success include increased reporting of new technologies, gift of certain NASA patents to the public domain, increased

engagement with early stage companies, and establishment of a publicly accessible, Agency-wide software repository. 

KNOWLEDGE MANAGEMENT

In partnership with the Office of the Chief Information Officer, OGC is incorporating best-practices from private industry 

and developing a knowledge management system utilizing existing Agency IT collaboration platforms (e.g., Sharepoint 

and ExploreNet) and, eventually, knowledge sharing tools similar to those utilized by global law firms and other multi-office 

organizations. Consistent with the NASA Operating Model, the effort is designed to establish a more integrated Agency-wide 

legal team that will maintain required legal capabilities to meet current and future mission needs. 

SUPPORT BUSINESS SERVICE ASSESSMENT (BSA)

Through the execution of the BSA, NASA is defining the health of each business service area, identifying opportunities for 

optimization, and developing risk-informed recommendations to establish a more efficient operating model that maintains a 

minimum set of capabilities and meets current and future mission needs. OGC serves as a participant, subject-matter expert, 

and advisor to several ongoing BSA efforts. The Human Capital BSA and the Procurement BSA highlight the unique value 

NASA attorneys bring to the process. 

OFFICE OF THE GENERAL COUNSEL AGENCY INITIATIVES

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HUMAN CAPITAL (HC) BSA

An OGC executive served on the Core Team responsible for defining the BSA’s goals and gathering data that led to 

recommended changes to the way HC serves NASA. The Core Team found many opportunities to enable better HC operations. 

OGC also ensured that recommended changes comply with federal laws, rules, and regulations. An OGC executive was also 

selected to lead the team responsible for recommending how to implement changes regarding the recruitment, selection, and 

training of supervisors. Due to the legal nature of the work of the Office of Human Capital, OGC’s input has been critical to 

achieving the BSA’s goal for HC to operate as an enterprise community, leveraging strengths and resources across Centers, 

consolidating certain activities, and ensuring compliance while still delivering excellent HC products and services to NASA. 

PROCUREMENT BSA

Acquisition actions represent a significant portion of NASA’s budget (more than 80%). As such, it is critical that NASA’s 

procurement organization deliver optimal business solutions. The recent BSA of NASA’s procurement function focused on 

enhancing the efficiency of how the Office of Procurement together with the procurement offices at each of the Centers support 

NASA’s evolving mission needs. The BSA looked at the health of the procurement service and identified opportunities for 

optimization. OGC has been and will continue to be involved in implementing the BSA initiatives to ensure legal compliance 

and to manage legal risk. For instance, to the extent changes are made to NASA’s existing acquisition processes, the Agency 

will incur a higher level of bid protest risk. OGC is helping ensure the Agency is able to anticipate and respond appropriately to 

such legal risk. 

OFFICE OF THE GENERAL COUNSEL AGENCY INITIATIVES

Headquarters and Center Chief Counsel Contacts 

Website

Acquisition Integrity Program Website

About OGC

Ethics Program Website

! ADDITIONAL RESOURCES

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OFFICE OF INSPECTOR GENERAL CORE FUNCTIONS

OFFICE OF INSPECTOR GENERAL (OIG)

OFFICE OF INSPECTOR GENERAL CORE FUNCTIONS 

INCLUDE:

• Conduct audits and investigations of NASA programs and operations

• Report to the Attorney General violations of Federal law

• Audit the Agency’s financial statements

• Annually identify top management and performance challenges facing NASA

• Prepare semi-annual reports summarizing OIG activities

MISSION

STATEMENT

Inspector General Act of 1978 established Offices of Inspectors General 

(OIG) at agencies throughout the federal government to promote 

economy, efficiency, and effectiveness and to detect and prevent 

crime, fraud, waste, and abuse in federal programs and operations. 

The NASA Inspector General (IG) is nominated by the President 

and confirmed by the Senate to conduct independent and objective 

audits and investigations of NASA programs and report findings and 

recommendations to the Administrator, Congress, and the public. NASA 

policy requires Agency employees to cooperate with the OIG (NPD 

9800.1B, NASA OIG Programs). 

OFFICE WEBSITE - https://oig.nasa.gov/ IMAGE 40.1
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Office of Inspector General

Inspector General

PAUL K. MARTIN

Executive Officer RENEE N. JUHANS

Deputy Inspector General

GAIL A. ROBINSON

Investigative Counsel

LESLIE MCCLENDON

Office of Management &

Planning

Assistant Inspector General

ROSS W. WEILAND

Office of Audits

Assistant Inspector Geneeral

JAMES L. MORRISON

Counsel to the Inspector

General

FRANCIS P. LAROCCA

Office of Investigations Field Offices

Ames Research Center

Kennedy Space Center

Glenn Research Center

Langley Research Center

Goddard Space Flight Center

Marshall Space Flight Center

Jet Propulsion Laboratory

Stennis Space Center

Johnson Space Center

Office of Audits Field Offices

Ames Research Center

Johnson Space Center

Glenn Research Center

Kennedy Space Center Goddard Space Flight Center

Langley Research Center

Jet Propulsion Laboratory

Marshall Space Flight Center

Office of Investigations

Assistant Inspector General

JAMES R. IVES

OFFICE OF INSPECTOR GENERAL ORGANIZATION

The OIG’s front office is comprised of the IG, Deputy Inspector General, Executive Officer, and Investigative 

Counsel. In addition, the OIG has two operational units – the Office of Audits and the Office of Investigations – 

and two support units – the Office of Management and Planning and the Office of Counsel. The OIG’s workforce 

consists of approximately 200 full time civil servants stationed at NASA Headquarters and 12 other locations on 

or near NASA Centers. 

Figure 40.1 Office of Inspector General (OIG) Organization Chart

Direct Line of Supervisory 

Responsibility

Indirect Line of Supervisory 

Responsibility and/or Support 

for Multiple Areas

LEGEND:
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INSPECTOR GENERAL

MR. PAUL K. MARTIN 

Mr. Martin was confirmed by the United States Senate as NASA Inspector General on 

November 20, 2009. Prior to his NASA appointment, Mr. Martin served as the Deputy 

Inspector General at the U.S. Department of Justice, Office of The Inspector General 

(OIG). In that capacity, he assisted Inspector General in managing the audit, inspection 

and investigative activities of the office’s 425 employees. From 2001 to 2003, he 

served as Counselor to Inspector General, and from 1998 to 2001 he served as Special 

Counsel to Inspector General.

Before joining the Department of Justice OIG, Mr. Martin spent 13 years at the U.S. 

Sentencing Commission in a variety of positions, including 6 years as the Commission’s 

Deputy Staff Director. 

EXTENDED BIO - https://oig.nasa.gov/orgCharts/inspector_general.html

DEPUTY INSPECTOR GENERAL 

MS. GAIL A. ROBINSON 

Ms. Robinson has served as the Deputy Inspector General since June 2010. As the 

Deputy Inspector General, Ms. Robinson assists Inspector General in managing the full 

range of programs and activities in the NASA OIG.

Prior to her appointment as Deputy Inspector General, Ms. Robinson served as General 

Counsel for the U.S. Department of Justice OIG. In that position, she was responsible 

for providing advice to Inspector General and OIG senior managers on a wide variety of 

legal matters. Prior to joining the OIG community, Ms. Robinson worked at a private law 

firm and as an attorney for a non-profit organization. She also served as a law clerk on 

the United State Court of Appeals for the District of Columbia.

EXTENDED BIO - https://oig.nasa.gov/orgCharts/deputy_inspector_general.html 

OFFICE OF INSPECTOR GENERAL LEADERSHIP

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HOME

www.nasa.gov

NASA Headquarters

Civil Service Workforce at a Glance 

1,138

Total Headcount 

51

Average age

15 YEARS

Average length of 

service of a HQ 

Employee at NASA

22%

Retirement Eligible 

Employees

Office of the Inspector General

Civil Service Workforce at a Glance 

198

Total Headcount

46

Average age

10 YEARS

Average length of 

service at NASA

16%

Retirement Eligible 

Employees

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

Not included in HQ headcount

OFFICE OF INSPECTOR GENERAL AT A GLANCE

Figure 40.2 Office of Inspector General Workforce at a Glance

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OFFICE OF INSPECTOR GENERAL REPORT

Each year, the OIG issues a report identifying the top management and performance challenges facing NASA. In the 

November 2015 report, eight challenges were identified: 

• Space Flight Operations in Low Earth Orbit: Managing the International Space Station and the Commercial Cargo and 

Crew Programs

• Positioning NASA for Deep Space Exploration: Developing the Space Launch System, Orion Capsule, and associated 

Ground Systems, and Mitigating Health and Performance Risks for Extended Human Missions

• Managing NASA’s Science Portfolio

• Ensuring the Continued Efficacy of the Space Communications Networks

• Overhauling NASA’s Information Technology Governance

• Securing NASA’s Information Technology Systems and Data

• Managing NASA’s Aging Infrastructure and Facilities

• Ensuring the Integrity of the Agency’s Contracting and Grants Processes 

FOR THE FULL REPORT, VISIT - https://oig.nasa.gov/NASA2015ManagementChallenges.pdf

OFFICE OF INSPECTOR GENERAL AGENCY INITIATIVES

OIG Press Releases

OIG Videos

Congressional Testimony

Issued Audit Reports

Audit Announcements

Semi-Annual Report to Congress

! ADDITIONAL RESOURCES

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NASA FIELD CENTER 

PROFILES

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AMES RESEARCH CENTER CORE FUNCTIONS

AMES RESEARCH CENTER (ARC)

ADVANCED COMPUTING AND 

IT SYSTEMS

Support NASA Mission Directorates with supercomputer 

high-fidelity modeling, analysis, and simulation 

capabilities.

AEROSCIENCE

Study airflow and turbulence using wind tunnels and 

unique labs for fluid mechanics, aeroacoustics, and 

computational fluid dynamics.

AIR TRAFFIC MANAGEMENT

Provide advanced modeling and simulation to evaluate new 

tools in airspace design, traffic flow, and optimization.

ASTROBIOLOGY AND 

FUNDAMENTAL BIOLOGY

Conduct biological research and technology development 

necessary to enable NASA’s long-term human exploration 

mission.

MISSION

STATEMENT

On behalf of the Agency Ames Research Center (ARC) enables 

exploration through selected developments, innovative 

technologies, and interdisciplinary scientific discovery. 

ARC provides leadership in astrobiology, small-satellites; 

technologies for crew exploration vehicles, crew launch vehicles, 

human launch vehicles, the search for habitable planets, 

supercomputing, intelligent/adaptive systems, advanced thermal 

protection, and airborne astronomy. ARC develops tools for a 

safer, more efficient national airspace and unique partnerships 

benefiting NASA’s mission.

CENTER WEBSITE -https://www.nasa.gov/centers/ames/home/index.html

RESEARCH PARK - https://www.nasa.gov/researchpark

ARC OVERVIEW VIDEO - http://www.nasa.gov/centers/ames/video IMAGE 42.1
AMES RESEARCH CENTER CORE FUNCTIONS

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INTELLIGENT ADAPTIVE HUMAN 

AND ROBOTIC SYSTEMS

Explore extreme environments and remote locations 

to advance human-robot systems with increasing 

autonomy.

SPACE AND EARTH SCIENCE

Lead research in astrobiology, astronomy (especially 

in the infrared), molecular astrophysics and planetary 

science, such as Kepler, NASA’s first mission to discover 

exoplanets around other stars. Provide leadership 

in airborne Earth science campaigns, and provide a 

platform for collaboration and knowledge sharing on the 

NASA Earth Exchange. 

ENTRY, DESCENT, AND LANDING 

SYSTEMS

Develop and test every NASA robotic and human-rated 

spacecraft entering a planetary atmosphere or returning 

to Earth.

END-TO-END LOW COST SPACE 

MISSIONS

Lead Center within NASA for small satellites that 

exemplify small, rapid, low-cost and risk-tolerant 

approaches.

AMES RESEARCH CENTER DESCRIPTION

Ames Research Center (ARC/Ames) is located at Moffett Field, California, in the heart of California’s dynamic 

Silicon Valley. Ames has always been a center of innovation and creativity. Ames assets include NASA’s 

Astrobiology Institute (NAI), the Solar System Exploration Research Virtual Institute (SSERVI), the NASA 

Aeronautics Research Institute (NARI), the Mars Climate Modeling Center (MCMC), and the NASA Research Park, 

a world-class, shared-use research, development, and education campus comprising more than 100 on-site 

partners working together on innovation and entrepreneurship. ARC serves as host to other federal, military, and 

civilian organizations, such as the California Air National Guard. 

Resident at Ames are many unique national facilities, including the world’s largest wind tunnel; one of the 

nation’s most capable supercomputers, Pleiades; the Quantum Artificial Intelligence Laboratory (QuAIL) to 

explore the potential for quantum computers to solve difficult optimization problems in aeronautics, Earth and 

space sciences, and space exploration; several state-of-the-art flight simulators; the arc jet complex, which is the 

only such facility at NASA to simulate the extreme conditions of atmospheric entry; and a Mars wind tunnel.
AMES RESEARCH NOTABLE AND UNIQUE FACILITIES

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ARC JET COMPLEX (ARC JET)

The Arc Jet Complex is NASA’s only facility capable of simulating the extreme conditions of atmospheric entry, using an 

electrical discharge (arc) to create plasma flows that simulate the heat and pressures needed to qualify Thermal Protection 

System (TPS) materials and systems for flight. This rigorous testing supports NASA’s exploration initiatives, such as NASA’s 

Orion multipurpose crew vehicle being developed for future Mars and asteroid missions and the safe return of astronauts to 

Earth. 

NASA ADVANCED SUPERCOMPUTING (NAS) HIGH-END COMPUTER 

CAPABILITY (HECC)

NASA Advanced Supercomputing (NAS) at Ames operates the High-End Computing Capability (HECC) project, providing 

world-class high-end computing, storage, and associated services to enable scientists and engineers supporting NASA 

missions to broadly and productively employ large-scale modeling, simulation, and analysis to achieve successful mission 

outcomes. NASA Quantum Artificial Intelligence Laboratory (QuAIL) begins with the D-Wave TwoTM quantum computer, 

evaluating various quantum computing approaches to help address NASA challenges. 

VERTICAL MOTION SIMULATOR (VMS)

The Vertical Motion Simulator (VMS) is a unique six-degree-of-freedom flight simulation complex that provides scientists 

and engineers with exceptional tools to explore, define, and solve issues in both spacecraft design and mission operations. 

Offering unequaled range of motion -- as much as 60 feet vertically and 40 feet horizontally – the VMS provides high-fidelity 

sensory cues unsurpassed at simulating aerospace vehicles for the entire flight envelope.

NATIONAL FULL-SCALE AERODYNAMICS COMPLEX (NFAC)

The National Full-Scale Aerodynamics Complex (NFAC) is home to the two largest wind tunnels in the world. The 40-by-80-

foot and the 80-by-120-foot wind tunnels provide aerodynamic testing capabilities to the Department of Defense, NASA, other 

government agencies, and commercial industries.

UNITARY PLAN WIND TUNNEL (UPWT)

The Unitary Plan Wind Tunnel (UPWT) is a research facility used extensively to design and test new generations of aircraft, both 

commercial and military, as well as NASA space vehicles including the space shuttle. The facility was completed in 1955 and 

is one of five facilities created after the 1949 Unitary Wind Tunnel Plan Act supporting aeronautics research.

NASA RESEARCH PARK (NRP)

The NASA Research Park (NRP) is a world-class, shared-use research, development, and education campus comprising more 

than 100 on-site partners working together on innovation and entrepreneurship. Ames serves as host to other federal, military,

and civilian organizations, such as the California Air National Guard.
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AMES RESEARCH CENTER ORGANIZATION

Ames Research Center is organized by Directorates, there are currently twelve Directorates. Ames has two 

Associate Directors, one responsible for Research and Technology and one responsible for Mission Support. 

The Center organizational chart provides insight into the official roles and relationships within ARC.

Figure 42.1 Ames Research Center (ARC) Organization Chart

Direct Line of Supervisory 

Responsibility

Indirect Line of Supervisory 

Responsibility and/or Support 

for Multiple Areas

LEGEND:

AMES Research Center

Center Director

EUGENE L. TU

Deputy Center Director THOMAS A. EDWARDS

Senior Advisor, Historian,

Ombudsman

JOHN W. BOYD

Chief of Staff

KAREN C. BRADFORD Chief Financial Officer PAUL R. AGNEW

Chief Counsel

Aeronautics THOMAS W. BERNDT

Director

HUY K. TRAN

Programs & Projects

Director

JAY A. BOOKBINDER

Engineering

Director

DAVID J. KORSMEYER

Human Capital

Director

CAROL W. CARROLL

Associate Director, Research

& Technology

STEVEN F. ZORNETZER

Associate Director, Mission

Support, Procurement

Ombudsman

DEBORAH L. FENG

Director, Information

Technology

JERRY L. DAVIS

Science

Director

MICHAEL D. BICAY

Exploration Technology

Director

RUPAK BISWAS

Partnerships

Director

GARY L. MARTIN

NASA Research Park (NRP)

Director JANICE FRIED

Legislative Affairs LISA L. LOCKYER

NASA Astrobiology Institute

(NAI) Director

PENELOPE BOSTON

Solar System Exploration

Research Virtual Institute

(SSERVI) Director

YVONNE PENDLETON

Center Operations

Director (Acting)

JAMES D. ALWYN

Safety & Mission Assurance

Director

MICHAEL LIU

Strategic Communications &

Education, Director

DOLORES D. BEASLEY

Office of Diversity & Equal

Opportunity, Director

BARBARA E. MILLER

Chief Engineer

TINA L. PANONTIN

Chief Scientist

JACOB COHEN

Chief Technologist

HARRY PARTRIDGE

SOFIA Program

Director

EDDIE ZAVALA
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CENTER LEADERSHIP CENTER

DR. EUGENE L. TU

Dr. Eugene L. Tu is the Center Director at NASA’s Ames. Tu was most recently Director 

of Exploration Technology at Ames, a position he held from November 2005 until his 

selection as Ames Center Director in May 2015. There he led four Technology Research 

and Development divisions. Tu began his career as a research scientist conducting 

computational fluid dynamics research. After progressing through various research 

and managerial positions in such fields as computational aerodynamics, information 

technology (IT), and high performance computing and communications, he became 

director of Exploration Technology in 2005. Tu earned his Bachelor’s degree in 

Mechanical Engineering from the University of California, Berkeley, in 1988, and both his 

Master’s degree and Doctorate from Stanford. 

EXTENDED BIO - http://www.nasa.gov/ames/center-director-eugene-tu

DEPUTY CENTER DIRECTOR

DR. THOMAS A. EDWARDS

Dr. Thomas A. Edwards is the Deputy Center Director at NASA’s Ames. Edwards was 

most recently Director of Aeronautics at Ames, with responsibility for research in aviation 

operations, flight vehicle technology and design, and fundamental aerodynamics. In 

this position, he also was also responsible for the operation of national flight simulation 

and wind tunnel facilities. He began his career with NASA in 1983, and has served in a 

variety of research and managerial assignments in fields including Computational Fluid 

Dynamics, Aircraft Design, Aerothermodynamics, Information Technology, and Aviation 

Operations. Edwards is a graduate of Princeton University, with Master’s and Doctorate 

degrees in Aeronautics and Astronautics from from Stanford University. 

EXTENDED BIO - http://www.nasa.gov/ames/deputy-center-director-thomas-edwards

ASSOCIATE DIRECTOR FOR RESEARCH 

AND TECHNOLOGY 

DR. STEVEN F. ZORNETZER

Steven F. Zornetzer was formerly a neurobiologist and professor of neuroscience 

interested in the problem of how the brain processes information. Zornetzer has evolved 

from academic to a creative and dynamic leader and senior executive at NASA’s Ames 

Research Center in Silicon Valley. Currently serving as Ames’ Associate Director, he 

formerly served as Director of Research and prior to that as Director of Information 

Sciences and Technology at Ames. Before joining NASA in 1997, he headed the Life 

Sciences Directorate for the Office of Naval Research (ONR). In 2008 he received the 

Presidential Distinguished Executive Award and in 2010 NASA’s Outstanding Leadership 

Medal. He is a driver for NASA Ames’ leadership in environmental sustainability. 

EXTENDED BIO - http://www.nasa.gov/centers/ames/about/people/zornetzer.html 

AMES RESEARCH CENTER LEADERSHIP
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www.nasa.gov

AMES Research Center

Civil Service Workforce at a Glance

Total Headcount

1,126 53 Years

Average age

18 Years

Average length of service 

of an ARC Employee at NASA

Science and 

Engineering 

63%

Professional 

Admin

32%

Clerical 

2%

Technician 

3%

31% 93%

Retirement Eligible 

Employees

GS12 Employees 

and Above

Distribution of

Employees by

Function Area 

Early 

Career 

Hires 

In FY2014- FY2016, Ames had 

40 hires 

that were GS-11 and below

Ames Total Workforce includes 

92 Veterans 

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

AMES RESEARCH CENTER AT A GLANCE

Figure 42.2 Ames Research Center Workforce at a Glance

ARC Astrogram ARC Summer Series 2016

ARC Podcast

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ARMSTRONG FLIGHT RESEARCH CENTER CORE FUNCTIONS

ARMSTRONG FLIGHT RESEARCH CENTER (AFRC)

RESEARCH ENGINEERING

The capability to design and integrate complex flight 

experiments to advance the Aeronautics Research 

Mission Directorate (ARMD) strategic plan.

ATMOSPHERIC FLIGHT RESEARCH

Experimental test pilots and specialized aircraft coupled 

with processes for airworthiness certification, ground, 

flight, and range safety to execute the Agency flight 

missions.

DRYDEN AERONAUTICAL TEST 

RANGE (DATR)

Ability to safely monitor and control flight activity, and 

conduct real-time acquisition of telemetry, video tracking, 

and communications for flight test execution.

TEST FACILITIES

Simulation laboratories and Flight Loads Lab provide 

the facilities to conduct ground tests in support of flight 

research operations.

EARTH SCIENCE OPERATION

An appropriately-sized collection of aircraft and ground 

facilities capable of supporting worldwide science 

operations.

SUPPORT AIRCRAFT AND 

MAINTENANCE ORGANIZATION

Versatile aircraft, life support, and backshop capabilities 

required to conduct the Agency’s flight operations 

effectively.

On behalf of the Agency AFRC advances technology and science 

through flight. AFRC performs flight research and technology 

integration to revolutionize aviation and pioneer aerospace 

technology; validates space exploration concepts; conducts airborne 

remote sensing and science missions; enables airborne astrophysics 

observation missions to discover the origin, structure, evolution, and 

destiny of the universe; and supports operations of the International 

Space Station (ISS) for NASA and the nation. AFRC supports 

activities across the four NASA Mission Directorates.

CENTER WEBSITE -https://www.nasa.gov/centers/armstrong/home/index.html

YEAR IN REVIEW VIDEO - https://www.youtube.com/watch?v=ixstbyHhsQ0

MISSION

STATEMENT

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ARMSTRONG FLIGHT RESEARCH CENTER DESCRIPTION

The Armstrong Flight Research Center (AFRC/Armstrong) is NASA’s primary center for atmospheric flight 

research and operations. The main campus is situated on approximately 830 acres within the confines of 

Edwards Air Force Base’s 308,000-acre property; this includes the 95 buildings that support the flight research 

missions. The Center also has direct access to the base’s taxiways and runways, including its 15,000-foot main 

runway and approximately 60 miles of dry lakebed runways. In addition, AFRC’s location gives it direct access 

to 20,000 square miles of restricted airspace. This combination of unique attributes permits AFRC to conduct a 

full range of aeronautical flight research while maximizing the safe operation and recovery of one-of-a-kind flight 

vehicles.

NASA AFRC executed a 20-year lease in 2007 for 16.4 acres at the Palmdale, CA facility, located about 35 miles 

southwest of AFRC, and has direct access to the U.S. Air Force Production Flight Test Installation (Plant 42) and 

its two 12,000-foot runways. This facility has over 420,000 square feet of hangar space, offices, labs, conference 

accommodations, and storage. 

The facility is ideal for collaboration among private industry, visiting scientists and researchers, and aviationrelated activity in support of the Stratospheric Observatory for Infrared Astronomy (SOFIA) 747SP airborne 

telescope and the Earth Science mission aircraft (ER-2, C-20, and DC-8). AFRC manages and operates this leased 

facility for NASA.

THE MAIN CAMPUS HEADQUARTERS BUILDING

The main campus Headquarters Building, (a 178,584 square foot multi-purpose facility) supports the Dryden Aeronautical Test 

Range (DATR), various research and test laboratories, engineering office space, and various administrative activities.

THE FLIGHT LOADS LABORATORY (FLL)

The Flight Loads Laboratory (FLL) conducts mechanical-load and thermal studies of structural components and complete flight 

vehicles in addition to performing calibration tests of vehicle instrumentation for real-time determination of flight loads.

THE RESEARCH AIRCRAFT INTEGRATION FACILITY (RAIF) 

The Research Aircraft Integration Facility (RAIF) integrates simulation, vehicle software, and hardware systems under one roof. 

The RAIF offers high fidelity 6-DOF (six Degrees of Freedom) batch and in-real-time flight simulation capabilities, supporting 

system integration, and closed-loop verification and validation testing of vehicle components and flight vehicles.

THE CONSOLIDATED INFORMATION TECHNOLOGY CENTER (CITC)

Armstrong’s Consolidated Information Technology Center (a 40,000 square foot facility) provides a secure environment and 

facilitates reliable, secure, and rapid analysis of critical flight research data to prepare AFRC for future research mission data 

requirements. In addition, the costs of this building over its lifecycle will be much lower. The facility is a LEED silver building.

THE DRYDEN AERONAUTICAL TEST RANGE (DATR)

The Dryden Aeronautical Test Range (DATR) supplies a comprehensive set of resources to control and monitor flight activities, 

real-time acquisition and reduction of research data, and effective communication of information to flight and ground crews 

via RADAR (Radio Detection And Ranging), telemetry tracking, communication, and video systems. It also supports the 

International Space Station (ISS).

ARMSTRONG FLIGHT RESEARCH CENTER 

NOTABLE AND UNIQUE FACILITIES
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ARMSTRONG FLIGHT RESEARCH CENTER ORGANIZATION

For over 70 years, AFRC has been the setting for the exciting and often hazardous job of testing the world’s 

most exotic aircraft. The essential role of flight research continues as part of Armstrong’s strategic intent – to 

remain recognized as the premier flight research and test organization for the validation of high-risk, pioneering 

aerospace technology, space exploration concepts, and the conduct of science mission observations. 

AFRC’s project teams have successfully accomplished many of the nation’s most complex flight research 

projects. The Center has created and refined innovative flight research techniques that encompass all phases of 

flight projects, from complex design through development, fabrication, and operations processes. Through this 

ongoing refinement, Armstrong continues to expand its world-class capabilities, which include an expert work 

force, natural infrastructure, unique facilities and aircraft, flexible project management, and a proven operating 

system. 

The Center organizational chart provides insight into the official roles and relationships within AFRC.

Figure 43.1 Armstrong Flight Research Center (AFRC) Organization Chart

Direct Line of Supervisory 

Responsibility

Indirect Line of Supervisory 

Responsibility and/or Support 

for Multiple Areas

LEGEND:

Armstrong Flight Research Center

Office of the Center Director

Center Director

DAVID MCBRIDE

Deputy Center Director PATRICK STOLIKER

Assistant Director STEVEN SCHMIDT

Chief of Staff

ROBERTA SHERRARD

Chief Counsel

DAVID SAMUELS

Chief Financial Officer VALERIE ZELLMER

Chief Engineer BRADFORD NEAL

Legislative Affairs CAM MARTIN

Strategic Communications KEVIN ROHRER

Office of Diversity & Equal

Opportunity

KERI ELIASON

Executive Officer KEITH WILLIAMS

Director for Mission

Information & Test Systems SEAN MCMORROW

Director for

Flight Operations DANA PURIFOY

Director for

Research & Engineering

BRADLEY FLICK

Director for Safety & Mission

Assurance GLENN GRAHAM

Director for Mission Support

JACK GREGORY

Director for

Programs & Projects DENNIS HINES
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CENTER DIRECTOR

MR. DAVID D. MCBRIDE

David D. McBride was appointed Director on January 4, 2010, having served as Acting 

Director since April 2009. He oversees all aspects of management, strategy, and 

operations at NASA Armstrong. During his tenure, the Center achieved full operational 

capability with the highly modified B-747 Stratospheric Observatory for Infrared 

Astronomy, completed flight evaluation of the X-48B/C hybrid wing body experimental 

aircraft, transitioned NASA’s Global Hawk unmanned aircraft to Science Operations, and 

demonstrated the NASA Orion spacecraft’s launch abort system. 

His prior management assignments at NASA Armstrong include serving as Deputy 

Center Director and Associate Director for programs, where he oversaw the complete 

portfolio of Center projects supporting exploration, science, and aeronautics.

EXTENDED BIO - http://www.nasa.gov/centers/armstrong/about/biographies/management/mcbride.html

DEPUTY CENTER DIRECTOR

MR. PATRICK C. STOLIKER

Patrick C. Stoliker is Deputy Director of NASA’s Armstrong Flight Research Center. He 

assists the Center Director in the management of AFRC, focusing on strategy, business 

processes, and institutional management. 

Mr. Stoliker has held several increasingly responsible management roles at NASA 

Armstrong, including deputy Associate Director for Operations, five years as Director for 

Research and Engineering, and Assistant Director for Programs and Projects.

He was also the associate director of Research Engineering, project manager of the 

Center’s implementation team for the Integrated Financial Management System, and six 

years as chief of the Controls and Dynamics Branch. 

EXTENDED BIO - http://www.nasa.gov/centers/armstrong/about/biographies/management/stoliker.html

ASSISTANT DIRECTOR

MR. STEVEN G. SCHMIDT

Steven G. Schmidt is the Assistant Director for Strategic Implementation at NASA’s 

Armstrong Flight Research Center. He analyzes and recommends action to integrate 

or transform strategy, policy, and planning within the Center. He also directs the Public 

Affairs and Education offices. 

Previously he was the Director of the Armstrong Aircraft Operations Facility in Palmdale, 

California, from 2008 through 2011. Prior to this, he was Deputy Center Director at NASA 

Armstrong from August 2004 to 2008. From January 2002 through August 2004, Schmidt 

was a special assistant to the NASA Administrator in Washington, D.C., and Executive 

Director for the President’s Commission on Implementation of U.S. Space Exploration 

Policy. He was the Executive Secretary on the Columbia Accident Investigation Board. 

EXTENDED BIO - http://www.nasa.gov/centers/armstrong/about/biographies/management/schmidt.html

ARMSTRONG FLIGHT RESEARCH CENTER LEADERSHIP
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Science and 

Engineering 

49%

Professional 

Admin 30%

Clerical

3%

Technician

18%

ARMSTRONG Flight Research Center

Civil Service Workforce at a Glance

Total Headcount

556 47 Years

Average age

13 Years

Average length of service 

of an AFRC Employee at NASA

Retirement Eligible 

Employees

GS12 Employees 

and Above

Distribution of

Employees by

Function Area 

Early 

Career 

Hires 

In FY2014- FY2016, Armstrong had 

37 hires 

that were GS-11 and below

Armstrong Total Workforce includes 

137 Veterans 

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

17% 81%

ARMSTRONG FLIGHT RESEARCH CENTER AT A GLANCE

Figure 43.2 Armstrong Flight Research Center Workforce at a Glance

AFRC Research and Testbed Aircraft

AFRC Capabilities and Facilities

AFRC Programs and Projects

AFRC Technologies

! ADDITIONAL RESOURCES

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GLENN RESEARCH CENTER CORE FUNCTIONS

GLENN RESEARCH CENTER (GRC)

On behalf of the Agency Glenn Research Center (GRC) drives research, 

technology, and systems to advance aviation, enable exploration of the 

universe, and improve life on Earth. The GRC at Lewis Field develops 

critical space flight systems and technologies to advance the exploration of 

our solar system and beyond while maintaining leadership in aeronautics. 

In partnership with U.S. industries, universities, and other government 

institutions, research and development efforts focus on advancements in airbreathing propulsion, in-space propulsion and cryogenic fluids management, 

communications technology and architecture design/developments, 

aerospace, power systems, architectures, and technologies including energy 

storage and power conversion, advanced materials specializing in materials 

for extreme environments, and physical sciences including biomedical 

technologies in space. 

CENTER WEBSITE - http://overview.grc.nasa.gov

MISSION

STATEMENT

IMAGE 44.1

IN-SPACE PROPULSION 

AND CRYOGENIC FLUIDS 

MANAGEMENT

Develop and test enhancements for spacecraft 

propulsion systems, propulsion stages, and cryogenic 

fluid flight systems to enable new mission capability.

POWER, ENERGY STORAGE, 

AND CONVERSION 

Develop new technologies and systems for power 

generation, energy conversion and storage, and power 

management and distribution from concept to flight for 

aeronautics and space customers.

AIR-BREATHING PROPULSION 

Develop and test new technologies and systems aimed 

at significantly advancing air-breathing propulsion 

for aerospace vehicles that enable reduced energy 

consumption, noise and emissions, improved safety 

operations, faster modes of air transportation, and 

reduced costs for aerospace travel.

COMMUNICATIONS TECHNOLOGY 

AND DEVELOPMENT

Develop future communications architectures and 

provide advanced communications technologies to 

enable order-of-magnitude increases in mission data 

transfer and continuous, cost-effective, and secure highdata-rate communications for aeronautics and space 

customers. 
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GLENN RESEARCH CENTER CORE FUNCTIONS

MATERIALS AND STRUCTURES 

FOR EXTREME ENVIRONMENTS

Manage the lifecycle of advanced materials, structures, 

and mechanisms to enable high-performance, longlife aerospace systems subjected to the extreme 

environments encountered in aircraft engines, space 

propulsion systems, planetary reentry and surface 

operations, advanced power systems, and long-duration 

space travel. 

PHYSICAL SCIENCES AND 

BIOMEDICAL TECHNOLOGIES 

IN SPACE

Support research in advanced physical and biomedical 

systems and technologies which will enable sustainable 

space exploration. 

GLENN RESEARCH CENTER DESCRIPTION

Located at Lewis Field (350 acres next to Cleveland Hopkins International Airport) and Plum Brook Station 

(6,500 acres in Sandusky, Ohio), the Glenn Research Center (GRC) contains a unique collection of world-class 

laboratories and test facilities. The Lewis Field site and Plum Brook Station host many facilities designed to test 

aviation and spaceflight hardware.

The GRC facilities are uniquely positioned to meet the technological needs of NASA and its partners, now and 

into the future. GRC sites at Lewis Field in Cleveland, Ohio and Plum Brook Station in Sandusky, Ohio, are home 

to 25 major test facilities, four different highly capable research aircraft and over 100 research/engineering 

laboratories.
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The Space Power Facility at GRC’s Plum Brook Station houses the world’s largest and most powerful space environment 

simulation facilities including: the Space Simulation Vacuum Chamber—measuring 100 feet in diameter by 122 feet high; 

the Reverberant Acoustic Test Facility—the world’s most powerful spacecraft acoustic test chamber (capable of simulating 

the noise of a spacecraft launch up to 166 decibels or as loud as the thrust of 20 jet engines); and the Mechanical Vibration 

Facility—the world’s highest capacity and most powerful spacecraft shaker system that subjects test articles to the rigorous 

conditions of launch. 

In addition to the Space Power Facility, GRC has a full suite of space simulation environments including a large vacuum 

chamber with the world’s fastest pumping capability, the world’s only facility capable of testing full-scale, upper-stage launch 

vehicles and rocket engines under simulated high-altitude conditions, and a unique and world-class ground-based test rig that

can accurately simulate atmospheric conditions for any planet or moon in the solar system. 

GRC is home to several aero science ground test facilities including the 8 x 6 foot Transonic Wind Tunnel, the 9 x 15 foot Low 

Speed Wind Tunnel, the 10 x 10 foot Supersonic Wind Tunnel, the Propulsion Systems Laboratory, and the Icing Research 

Tunnel. These facilities deliver significant design and verification contributions for industry, academia, military, and NASA 

for fully operational propulsion systems testing at sea level and at altitude, acoustics measurements, and airframes, and the 

development, testing, and certification of methods for engine and aircraft icing.

FOR INFORMATION ON THESE UNIQUE FACILITIES VISIT - https://facilities.grc.nasa.gov/

GLENN RESEARCH CENTER COMPONENT FACILITIES

IMAGE 44.2
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GLENN RESEARCH CENTER ORGANIZATION

GRC is organized as a matrix organization with customer-facing project offices that coordinate with the HQ Mission 

Directorates. The project offices, in turn work with implementing organizations at the Center. This construct enables 

rapid redeployment of skilled personnel and resources based on fluctuating Agency Mission priorities. 

The Plum Brook Station is an integral part of GRC, located 50 miles west of Lewis Field. The institutional capabilities 

including IT infrastructure, institutional facilities management, procurement, and chief financial officer functions are 

covered by the management team at GRC, and the Director of Plum Brook Station reports to the GRC Center Director.

The NASA Safety Center is an Agency function that resides outside the Center gates but in close proximity to GRC. The 

institutional capabilities are covered by the management team at GRC, but the NASA Safety Center Director reports to 

the HQ Office of Safety and Mission Assurance. 

Figure 44.1 Glenn Research Center (GRC) Organization Chart

Direct Line of Supervisory 

Responsibility

Indirect Line of Supervisory 

Responsibility and/or Support 

for Multiple Areas

LEGEND:

Glenn Research

Center Director

DR. JANET L. KAVANDI

Deputy Center Director DR. MARLA E. PEREZ-DAVIS

Associate Center Director JANET L. WATKINS

Associate Director for

Strategy

THERESE M. GRIEBEL

Facilities, Test, &

Manufacturing Directorate THOMAS W. HARTLINE

NASA Safety Center ALLAN H. PHILLIPS

Aeronautics Directorate (Acting)

GREGORY J. FOLLEN

Office of the Chief

Information Officer SEAN M. GALLAGHER

Center Operations

Directorate ROBYN N. GORDON

Office of Diversity & Equal

Opportunity

ARETHA CARR

Office of the Chief Council

(Acting)

LAURA A. HENRY

Plum Brook Station DAVID L. STRINGER

Office of Human Capital

Management

LORI O. PIETRAVOIA

Office of Technology

Incubation & Innovation JOHN M. SANKOVIC

Research & Engineering

Directorate DR. RICKEY J. SHYNE

Space Flight Systems

Directorate BRYAN K. SMITH

Office of the Chief Financial

Officer LARRY A. SIVIC

Safety & Mission Assurance

Directorate ANITA D. LIANG
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CENTER DIRECTOR

DR. JANET L. KAVANDI

Dr. Janet L. Kavandi currently serves as Director of NASA GRC. She previously served 

at Johnson Space Center in Houston, Texas, as the Director of Flight Crew Operations 

and the Deputy Director of the Health and Human Performance Directorate. She was 

selected as a NASA astronaut in December 1994, and is a veteran of three space flights, 

serving as a Mission Specialist on STS-91 in 1998, STS-99 in 2000, and STS-104 in 2001. 

Dr. Kavandi was born in Springfield, Missouri, and holds Bachelor and Master of Science 

degrees in Chemistry and a Doctorate in Analytical Chemistry. Dr. Kavandi has been 

recognized with a Presidential Rank Award, two NASA Outstanding Leadership Medals, 

two Exceptional Service Medals, and three NASA Space Flight Medals. 

EXTENDED BIO - https://www.nasa.gov/content/biography-janet-l-kavandi-dr

DEPUTY CENTER DIRECTOR 

DR. MARLA E. PÉREZ-DAVIS 

Dr. Marla E. Pérez-Davis currently serves as Deputy Director of NASA GRC. She 

previously served as Deputy Director of the Research and Engineering Directorate, 

Director of the Aeronautics Research Office, Chief of the Project Liaison and Integration 

Office, and Chief of the Electrochemistry Branch at GRC. Dr. Pérez-Davis, born in Puerto 

Rico, earned her Bachelor’s, Master’s and PhD in Chemical Engineering. Dr. Pérez-Davis 

is the recipient of NASA Outstanding Leadership Medal; 2015 Crain’s Women of Note, 

the Top 25 Elite Business Women, Hispanic Business Magazine; Women of Color Career 

Achievement; Distinguished Alumni Award Alumni Association of University of Puerto 

Rico Mayaguez; and the Women in Aerospace Award for Aerospace Awareness. 

EXTENDED BIO - https://www.nasa.gov/centers/glenn/about/bios/perez-davis_bio.html 

ASSOCIATE DIRECTOR

MS. JANET L. WATKINS 

Janet L. Watkins serves as the Associate Director at NASA GRC. She previously served 

as the Technical Expert/In-sourcing and Acting Deputy Director, Manpower, Personnel 

and Services at Wright Patterson Air Force Base, in Dayton, Ohio, and the Organization 

Division Chief of Manpower, Personnel and Resources Directorate, United States Air 

Force (USAF) Headquarters at the Pentagon in Washington, DC. Watkins, born in Ohio, 

earned her Bachelor’s degree in Business Administration and management and her 

master’s degree in public administration. Watkins is the recipient of the Meritorious 

Civilian Service Award in 2009, Notable Achievement Awards in 2008 and 2001, and 

the USAF Manpower and Organization Headquarters-level Senior Civilian Award for 

Professional Excellence. 

EXTENDED BIO - https://www.nasa.gov/centers/glenn/about/bios/watkins_bio.html 

GLENN RESEARCH CENTER LEADERSHIP
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GLENN Research Center

Civil Service Workforce at a Glance

Total Headcount

1,563 49 Years

Average age

19 Years

Average length of service 

of an GRC Employee at NASA

Retirement Eligible 

Employees

GS12 Employees 

and Above

Early 

Career 

Hires 

In FY2014- FY2016, Glenn had 

96 hires 

that were GS-11 and below

Glenn Total Workforce includes 

116 Veterans 

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

Science and 

Engineering 

69%

Professional 

Admin

21%

Clerical

3%

Technician

7%

Distribution of

Employees by

Function Area 

25% 87%

GLENN RESEARCH CENTER AT A GLANCE

Figure 44.2 Glenn Research Center Workforce at a Glance

GRC Technologies

GRC Overview

GRC Space Programs

GRC Research and Engineering

GRC Aero Programs

! ADDITIONAL RESOURCES

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IMAGE 45.1

GODDARD SPACE FLIGHT CENTER CORE FUNCTIONS

GODDARD SPACE FLIGHT CENTER (GSFC)

EARTH SCIENCE

Observes and studies the Earth system, to further 

scientific understanding of our home planet, and to 

improve weather predictions as well as predictions of its 

evolving state due to human and natural changes.

HELIOPHYSICS

Researches the sun and its extended solar system 

environment (the heliosphere), and interactions of Earth, 

other planets, small bodies, interstellar gas with the 

heliosphere, and space weather research. 

ASTROPHYSICS

Investigates the universe through astronomy, 

astrophysics, and fundamental physics, on issues like 

dark matter and energy, life-harboring planets, and black 

holes. 

PLANETARY SCIENCE

Investigates the planets, moons, and small objects in the 

solar system and beyond, including their evolution, inner 

structures, and forces that alter them.

SPACE COMMUNICATIONS 

AND NAVIGATION

Systems, technologies, and services in support of science, 

exploration, and space operations missions that are near 

Earth and up to two million kilometers in deep space.

SUBORBITAL PLATFORMS AND 

RANGE SERVICES

Programs and services for sounding rockets, balloons, 

aircraft, and commercial space including NASA’s, and 

the United States’ only civil launch facility, Wallops 

Launch Range.

MISSION

STATEMENT

On behalf of the Agency Goddard Space Flight Center advances 

NASA’s mission by leading scientific research, and by building, 

launching, and operating scientific instruments, spacecraft, and 

information systems. As a science Center, Goddard seeks to 

understand the Earth and to explore the universe through a robust 

program of scientific research in Earth science, astrophysics, 

heliophysics, and planetary science. As a spaceflight Center, Goddard 

utilizes its core technical and programmatic expertise and facility 

capabilities to execute a broad range of flight missions and field 

campaigns. GSFC is committed to enabling innovation and developing 

new technologies that expand the Agency’s technical capabilities 

in support of its overarching mission. Goddard then applies its 

breakthroughs to society: stimulating economic growth, fostering the 

education of the next generation, and inspiring the nation. 

CENTER WEBSITE - https://www.nasa.gov/goddard
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GODDARD SPACE FLIGHT CENTER CORE FUNCTIONS

SENSOR SYSTEMS AND 

INSTRUMENT PLATFORMS

Goddard develops and builds missions and instruments; 

ranging from subsystems (detectors and optical elements) 

to complete instruments and instrument suites.

LARGE-SCALE SCIENTIFIC 

INFORMATION SYSTEMS, DATA 

PROCESSING, AND DISSEMINATION

Goddard designs and implements custom, large-scale 

data systems and supercomputing applications for highperformance computing, archiving, and distribution of a 

wide range of science data.

IN-SPACE SATELLITE ASSEMBLY 

AND SERVICING

To enable extended mission operations, reconfiguration, 

and recovery of existing on-orbit assets, Goddard’s 

services include on-orbit spacecraft refueling and repair, 

assembly of large structures in orbit using modular 

designs. 

PROGRAM AND PROJECT 

MANAGEMENT

Goddard conducts effective, tailored management, 

project control, cost estimation, maintains schedules, 

develops technology, manages risk (identification and 

mitigation), and assures outcomes for missions and their 

supporting elements and services.

END-TO-END MISSION 

SYSTEMS ARCHITECTURE 

AND ENGINEERING

Goddard is one of only three organizations in the U.S. 

capable of addressing the full lifecycle of science 

missions, spacecraft, in situ and remote sensing 

instruments, and payloads from identification of the need 

for data to conduct beneficial research and advanced 

concepts through implementation, launch operations, 

data analysis, archive, and distribution. 

SAFETY AND MISSION ASSURANCE

Goddard is a recognized leader in safety and mission 

assurance, with a lengthy history of implementing 

effective, innovative, and cost-effective approaches to 

reduce risk and enable mission success.

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GODDARD SPACE FLIGHT CENTER DESCRIPTION

NASA’s Goddard Space Flight Center (GSFC/Goddard), located in Greenbelt, Maryland, (Including Wallops Flight 

Facility, Independent Verification and Validation Facility, Goddard Institute for Space Studies, and White Sands) 

is home to the nation’s largest organization of scientists, engineers, and technologists who build spacecraft, 

instruments, and new technology to study Earth, the sun, our solar system, and the universe. 

Located near Washington, DC, Goddard is home to Hubble operations and the upcoming James Webb Space 

Telescope. Goddard manages communications between Mission Control and orbiting astronauts aboard the 

International Space Station. Goddard scientists stare into the sun, grind up meteorites for signs of life’s building 

blocks, look into the farthest reaches of space, and untangle the mysteries of our own changing world. Goddard 

engineers construct sensitive instruments, build telescopes that peer into the cosmos, and operate the test 

chambers that ensure those satellites’ survival. 

THE GODDARD INSTITUTE FOR SPACE STUDIES (GISS)

The Goddard Institute for Space Studies (GISS), located in New York City, is a component laboratory of Goddard Space Flight 

Center’s Earth Sciences Division. GISS occupies five of seven floors in Columbia University’s Armstrong Hall in Manhattan’s 

Morningside Heights neighborhood. GISS specializes in space-based observations, provides a critical perspective for 

monitoring global climate and developing an understanding of Earth systems. 

THE WALLOPS FLIGHT FACILITY (WFF/WALLOPS)

The Wallops Flight Facility (WFF/Wallops) located on Virginia’s Eastern Shore, encompasses 6,188 acres of land and has 

84 major buildings, including aircraft hangars. Wallops is NASA’s principal facility for management and implementation of 

suborbital research programs, and serves as a test site for new launch technologies. Wallops launches low-cost, versatile 

suborbital and orbital rockets, balloons, and aircraft in support of Goddard Earth and space science research, and has 

launched 14,000 rockets from its facilities. 

THE INDEPENDENT VERIFICATION AND VALIDATION (IV&V) FACILITY

The Independent Verification and Validation (IV&V) Facility is located in Fairmont, West Virginia. This facility hosts and manages 

the Agency-level IV&V function which applies system and software engineering best practices to evaluate the correctness and 

quality of critical and complex software systems throughout the System Development Life Cycle. The NASA IV&V Program was 

founded under the NASA Office of Safety and Mission Assurance (OSMA) as a direct result of recommendations made by the 

National Research Council (NRC) and the Report of the Presidential Commission on the Space Shuttle Challenger Accident. 

THE WHITE SANDS COMPLEX

The White Sands Complex is located close to the foot of the San Andres Mountains outside Las Cruces, New Mexico. The 

White Sands Complex hosts antenna dishes that are part of NASA’s ground-based communication systems to orbiting 

spacecraft. The first missions to use these antennas were early space shuttle flights, STS-8 being the first. Later, the Hubble 

Space Telescope and the International Space Station relied, and continue to rely, on dishes at the White Sands Complex. 

GODDARD SPACE FLIGHT CENTER COMPONENT FACILITIES
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GODDARD SPACE FLIGHT CENTER ORGANIZATION

The leadership structure provides the overall management and coordination of the broad and diverse activities 

and work carried out within and across the organizational elements of the Goddard Space Flight Center. The 

leadership is accountable for providing overall direction to Goddard’s science, engineering, technology, 

institutional, and administrative organizations and programs in order to successfully accomplish the mission to 

transform human understanding of Earth and space through innovation, exploration, and discovery. 

The Center organizational chart provides insight into the official roles and relationships within GSFC.

Figure 45.1 Goddard Space Flight Center (GSFC) Organization Chart

Direct Line of Supervisory 

Responsibility

Indirect Line of Supervisory 

Responsibility and/or Support 

for Multiple Areas

LEGEND:

Goddard Space Flight Center

Director

CHRIS SCOLESE

Deputy Director

GEORGE MORROW

Deputy Director Technology

& Research Investments CHRISTYL JOHNSON

Associate Director NANCY ABELL

Equal Opportunity Programs

Office MARGARETH BENNETT

Chief Financial Officer

Director STEVE SHINN

Office of Chief Counsel

ANDREW FALCON

Office of Inspector General

Independent Verification &

Validation GREG BLANEY

Information Technology &

communications

Director DENNIS VANDERTUIG

Chief of Staff

JOE POIST

Human Capital Management

Director RON BRADE

Management Operations

Director RAY RUBILIOTTA

Safety & Mission Assurance

Director JUDY BRUNER

Flight Projects

Director DAVE MITCHELL

Applied Engineering &

Technology

Director FELICIA JONES-SEIDEN

Sciences & Exploration

Director COLLEEN HARTMAN

Office of Education BOB GABRYS

Suborbital & Special Orbital

Projects

Director WILLIAM WROBEL
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CENTER DIRECTOR

MR. CHRISTOPHER SCOLESE

Christopher Scolese is the Center Director of NASA’s Goddard Space Flight Center. 

Scolese assumed his post on March 5, 2012. Scolese previously served as NASA 

Associate Administrator at NASA Headquarters in Washington, D.C.

As the NASA Associate Administrator, Scolese was responsible for the oversight and 

integration of NASA’s programmatic and technical efforts to ensure the successful 

accomplishment of the Agency’s overall mission. From January 20, 2009, until July 2009, 

Scolese served as the Acting Administrator of NASA. As the Acting Administrator, he was 

responsible for leading the development, design, and implementation of the nation’s civil 

space program. As such, Scolese provided overall leadership for NASA’s multiple field 

installations, working closely with the Executive and Legislative branches. 

EXTENDED BIO - http://www.nasa.gov/centers/goddard/about/people/scolese.html

DEPUTY CENTER DIRECTOR

MR. GEORGE MORROW

George Morrow is the Deputy Director of Goddard Space Flight Center and has served 

in this position since April 1, 2015. In this position he assists the Director in overseeing all 

Goddard activities. 

From 2007 to 2015, Morrow served as the Director of Flight Projects at Goddard. He was 

responsible for the day-to-day management of more than 40 Space and Earth Science 

missions in formulation, implementation, or operation at Goddard as well as management 

of the Earth Science Technology Office and the Advanced Concepts and Technology 

Office. Prior to that, Morrow served as the Deputy Director of Flight Projects and in 

various program and project management positions including in support of Hubble 

Space Telescope Servicing Missions 1 and 2. 

EXTENDED BIO - http://www.nasa.gov/content/goddard/george-w-morrow-jr-goddard-deputy-center-director 

ASSOCIATE DIRECTOR

MS. NANCY ABELL 

Nancy Abell is Goddard’s Associate Director. In this role, she has oversight responsibility 

for all human capital, institutional. and business management activities at the Center. 

Abell has spent her entire career at Goddard. In 1981, Abell became a Senior Analyst 

in the Office of the Comptroller, responsible for independent review, assessment and 

analysis of programmatic and resources requirements for major Goddard programs. In 

1990, she was named chief of the Administration and Resources Management Office in 

the Space Sciences Directorate and served as the Senior Resources Authority for the 

Directorate. Five years later, Abell was named the Center’s Deputy Comptroller. 

EXTENDED BIO - http://www.nasa.gov/centers/goddard/about/people/abell.html

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GODDARD Space Flight Center

Civil Service Workforce at a Glance

Total Headcount

3,212 49 Years

Average age

17 Years

Average length of service 

of a GSFC Employee at NASA

Retirement Eligible 

Employees

GS12 Employees 

and Above

Early 

Career 

Hires 

In FY2014- FY2016, Goddard had 

83 hires 

that were GS-11 and below

Goddard Total Workforce includes 

195 Veterans 

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

20% 91%

Science and 

Engineering 

64%

Professional 

Admin 

31%

Clerical

2%

Technician

3%

Distribution of

Employees by

Function Area 

GODDARD SPACE FLIGHT CENTER AT A GLANCE

Figure 45.2 Goddard Space Flight Center Workforce at a Glance

Goddard Missions - Present

Goddard Missions - Past

Goddard Missions - Future

Goddard Overview

! ADDITIONAL RESOURCES

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IMAGE 46.1

JET PROPULSION LABORATORY CORE FUNCTIONS

JET PROPULSION LABORATORY (JPL)

JPL SUPPORTS NASA MISSION DIRECTORATES’ 

PROGRAMS WITH THE FOLLOWING:

• End-to-end space mission architecture, design, implementation and operations 

(science, technology, system engineering, deep space telecom and navigation). 

• Robotic spacecraft and missions, including planetary surface and atmospheric mobile 

platforms and entry, descent and landing systems. 

• Science and science instruments for planetary exploration, earth science and 

astrophysics. 

• Advanced telescopes and large apertures/structures. 

• In-space electric propulsion. 

• Deep space communications and navigation. 

MISSION

STATEMENT

The Jet Propulsion Laboratory (JPL) is a Federally Funded Research 

and Development Center (FFRDC) managed for NASA through a 

contract with the California Institute of Technology (Caltech). The 

FFRDC is a unique non-Government entity sponsored and funded 

by NASA to meet specific long-term technical needs that cannot 

be met by any other single organization within NASA. As part of 

this special relationship, it is also required that JPL be operated 

in the public interest with objectivity and independence, be free 

from organizational conflicts of interest, and have full disclosure 

of its affairs to NASA. The NASA Management Office (NMO) is the 

NASA Headquarters (HQ) on-site Government organization serving 

the functions of contract management and programmatic and 

institutional implementation oversight at NASA’s contractor-operated 

FFRDC, and of contract management and oversight at the Applied 

Physics Laboratory (APL).

CENTER WEBSITE -http://www.jpl.nasa.gov/
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JET PROPULSION LABORATORY DESCRIPTION

JPL’s principal facilities are located on 167 acres in La Cañada Flintridge, California, adjacent to Pasadena at the 

northern end of the Arroyo Seco watershed system. The La Cañada Flintridge/Pasadena Center is known as the 

Oak Grove Site, after its address on Oak Grove Drive.

Unique key facilities include a 25 foot thermal vacuum chamber with solar capability, a 12,000 square foot class 

10K clean room for integration and test of spacecraft, a simulated outdoor Martian landscape (Mars Yard) used to 

test robotic prototypes, plus on-lab capabilities to fabricate sensors for instruments and full fabrication capability 

of electrical and mechanical systems for NASA spacecraft. 

THE DEEP SPACE NETWORK (DSN)

The DSN encompasses antenna complexes strategically placed on three continents, including the communications stations 

in Madrid, Spain; Canberra, Australia; and the Goldstone Complex near Barstow, California. The DSN is the largest and most 

sensitive scientific telecommunications system in the world; it also performs radio and radar astronomy observations for the 

exploration of the solar system and the universe. JPL is responsible for operating the DSN for NASA. 

JET PROPULSION LABORATORY COMPONENT FACILITIES

KEY LABORATORIES AND OFFICES

SCIENCE LABORATORIES

JPL’s science laboratories enable research on the nature of the Martian surface, the causes and mitigation of ozone depletion 

and global warming in Earth’s atmosphere, the search for life in and the nature and evolution of the universe - all vital issues 

related to NASA’s mission.

THE MICRODEVICES LABORATORY (MDL)

MDL’s 11,000-square-foot-micro/nano fabrication facility enables research, development, and small scale production of: 

1) a broad range of devices used in NASA’s space science program and 2) other national priorities including electron 

beam lithography-based optics, semiconductor lasers, visible-UV detectors, infrared focal plane arrays, terahertz devices, 

superconducting materials and devices and nano and micro systems. JPL installations also include an astronomical and 

atmospheric observatory at Table Mountain, California, and a launch operations site at Cape Canaveral, Florida. 

NASA MANAGEMENT OFFICE (NMO)

NASA’s on-site office at JPL. The NMO conducts contract management and provides oversight, on behalf of NASA HQ 

offices, of programmatic and institutional program implementation at JPL. The NMO also manages NASA’s contract with the 

Johns Hopkins University Applied Physics Laboratory (APL), as well as contracts with the Commonwealth of Australia and the 

government of Spain for the facilities and operations of NASA’s Deep Space Network Communication Complexes.
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JET PROPULSION LABORATORY / NASA MANAGEMENT OFFICE 

ORGANIZATION

The NASA Management Office (NMO) is NASA’s on-site office at JPL-FFRDC. NMO conducts contract 

management and provides oversight, on behalf of NASA HQ offices, of programmatic and institutional program 

implementation at JPL. NMO has 40 Full Time Equivalent (FTE) employees. JPL is operated pursuant to contract 

by the California Institute of Technology, and in FY 2015 had 4, 831 Work Year Equivalents (WYE). 

 The organizational chart provides insight into the official roles and relationships within JPL.

Figure 46.1 Jet Propulsion Laboratory Organization Chart

Direct Line of Supervisory 

Responsibility

Indirect Line of Supervisory 

Responsibility and/or Support 

for Multiple Areas

LEGEND:

Deputy Director LARRY JAMES

Associate Director for Flight

Projects & Mission Success RICHARD COOK

Associate Director for

Strategy, Technology, &

Formulation DAVE GALLAGHER

Astronomy, Physics, & Space

Technology

Director

LESLIE LIVESAY

Human Resources

Director COZETTE HART

Information Technology

CIO & Director JIM RINALDI

Communications &

Education

Director BLAINE BAGGETT

Business Operations

Acting CFO & Director MARC GOETTEL

Solar System Exploration

Director JAKOB VAN ZYL

Mars Exploration

Director FUK LI

Engineering & Science

Director RENE FRADET

Interplanetary Network

Director SUZANNE DODD

Office of Safety & Mission

Success

Director JAN CHODAS

California Institute of Technology

President

THOMAS F. ROSENBAUM

Jet Propulsion Laboratory

Director MICHAEL WATKINS

Earth Science & Technology

Director DIANE EVANS

Office of the General Council

General Council

VICTORIA STRATMAN

Chief of Staff

GAIL ROBINSON
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JET PROPULSION LABORATORY / NASA MANAGEMENT OFFICE 

ORGANIZATION

The organizational chart provides insight into the official roles and relationships within NMO.

Figure 46.2 NASA Management Office Organization Chart

Direct Line of Supervisory 

Responsibility

Indirect Line of Supervisory 

Responsibility and/or Support 

for Multiple Areas

LEGEND:

NASA Management Office

Director

MARCUS WATKINS

Deputy Director

J.C. DUH

Contract Management

Division

Procurement Officer

DAVID CROUCH

Institutional Management

Division

Senior Technical Advisor

KAISER ADENI

Institutional Management

Division, SMA Liaison

manager & Supervisor

RAY KACMAR

Office of Protective Services

Chief

JOE COSTANZA

Office of General Counsel

Chief Counsel

JAMES MAHONEY

Counterintelligence Special

Agent

JOHN J. O’MALLEY

Strategic Infrastructure

Capabilities, Risk

Communication Manager

MERRILEE FELLOWS
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NMO DIRECTOR

MR. MARCUS WATKINS

Marcus Watkins was appointed the Director of the NASA Management Office (NMO) 

in March 2014. Previously, he was the Director of the Joint Agency Satellite Division 

(JASD) within the Science Mission Directorate (SMD) at NASA HQ, and was responsible 

for the formulation and implementation of reimbursable programs for NASA’s partner 

agencies. He has served over 20 years at NASA in various leadership positions including 

the Director of Safety and Mission Assurance at GSFC, the Associate Director of the 

Sun-Earth Connection Division, the NASA representative to Spain, and the Deputy 

Director of Flight Programs within the then Office of Space Science. He attended George 

Washington University, and has Engineering and Administration degrees.

NMO DEPUTY DIRECTOR

DR. JEN-CHOW (J.C.) DUH 

Jen-Chow (J.C.) Duh became the NMO Deputy Director in November 2015. J.C. has 

served over 20 years at NASA in various leadership positions including the Deputy 

Director of the JASD within the SMD at NASA HQ prior to joining NMO, the Associate 

Chief Information Officer responsible for NASA’s integrated IT infrastructure and services, 

and the Deputy Chief for the Earth Science Technology Office. He also served two years 

at the National Weather Service where he was responsible for all the major technology 

infusion and systems development programs. J.C. earned his Ph.D. and Master’s 

degrees in Mechanical Engineering from the University of Michigan, and a Master’s 

degree in Engineering Management from the MIT. 

LABORATORY DIRECTOR

DR. MICHAEL M. WATKINS

Michael M. Watkins, an engineer and scientist, became director of JPL on July 1, 2016. 

In 2015-2016 he spent a year at the University of Texas at Austin, where he held the 

Clare Cockrell Williams Chair in Engineering and was director of it’s Center for Space 

Research. Previously on the staff of JPL for 22 years, Watkins served in a variety of 

management roles in both line and project organizations. Watkins holds a Ph.D. degree 

in Aerospace Engineering from the University of Texas at Austin. He has published 

widely in both engineering and science and serves or served on the boards of numerous 

international scientific and engineering societies. In addition, he has taught estimation, 

filtering theory and system engineering at the University of Texas at Austin and at 

Caltech. 

EXTENDED BIO - http://www.jpl.nasa.gov/about/bio_watkins.php 

JET PROPULSION LABORATORY LEADERSHIP
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DEPUTY LABORATORY DIRECTOR

MR. LARRY D. JAMES

Larry D. James was appointed Deputy Director of the Jet Propulsion Laboratory in 

August 2013. He is the Laboratory’s Chief Operating Officer responsible for the dayto-day management of JPL’s resources and activities. Prior to his retirement from the 

Air Force, James was the Air Force Deputy Chief of Staff for Intelligence, Surveillance 

and Reconnaissance at the Pentagon. He was responsible for policy formulation, 

planning, evaluation, oversight, and leadership of Air Force intelligence, surveillance 

and reconnaissance capabilities. James received his B.S. in Astronautical Engineering 

from the US Air Force Academy and his M.S. in Aeronautics and Astronautics from the 

Massachusetts Institute of Technology. He was also a Draper Fellow at the Charles Stark 

Draper Laboratory. 

EXTENDED BIO - http://www.jpl.nasa.gov/about/bio_james.php

ASSOCIATE DIRECTOR

MR. DAVID B. GALLAGHER 

David Gallagher was appointed Associate Director for Strategy, Technology, and 

Formulation in August 2016. Prior to this appointment, he was the Director for Astronomy 

and Physics. Previously, he was manager of JPL’s Advanced Optical Systems Program 

Office. He also served as the project manager for the Space Interferometry Mission, 

the Spitzer Space Telescope Project and the Starlight Project. He managed the PMIRR 

Instrument and Drop Physics Module reflight. He served as the integration and test 

manager for the WF/PC-2 Instrument, which corrected the spherical aberration for the 

Hubble Space Telescope. Dave received a B.S. in Electrical Engineering from Purdue 

University. After working for IBM for several years, he started and ran a software 

consulting firm until he joined JPL. 

EXTENDED BIO - http://www.jpl.nasa.gov/about/bio_gallagher.php 

ASSOCIATE DIRECTOR

MR. RICHARD COOK 

Richard Cook is JPL’s Associate Director for Flight Projects and Mission Success. He 

was appointed to that position in August 2016 after serving as the Deputy Director for 

Solar System Exploration. In that capacity, he oversaw the development and operations 

of several JPL missions, including Insight, Dawn, Juno, and Cassini. Prior to that he 

was Project Manager for the Mars Science Laboratory Mission during development and 

after the successful landing of the “Curiosity” rover on Mars. He is a veteran of several 

previous Mars missions including the Mars Exploration Rovers and Mars Pathfinder. 

Richard began at JPL in 1989 after receiving a B.S. from the University of Colorado 

and a M.S. from the University of Texas at Austin. He has been awarded three NASA 

Outstanding Leadership Medals. 

EXTENDED BIO - http://www.jpl.nasa.gov/about/bio_cook.php 

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JET PROPULSION LABORATORY AT A GLANCE

JPL NASA’s Eyes

Voyager

JPL Photo Journal

JPL Education

MARS Science Laboratory - 

Curiosity Rover

IMAGE 46.2

! ADDITIONAL RESOURCES

WWW

WWW

WWW

WWW

WWW
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JOHNSON SPACE CENTER CORE FUNCTIONS

JOHNSON SPACE CENTER (JSC)

HUMAN SPACECRAFT DESIGN, 

DEVELOPMENT, TEST, AND 

EVALUATION

Enabled through engineering discipline expertise, systems 

engineering and integration skills, and facilities. Capability 

includes development of crew equipment, and technology 

development for future human missions. 

HUMAN SPACEFLIGHT OPERATIONS

Planning, training, and flying human spaceflight missions 

including selecting astronauts. 

HUMAN HEALTH AND 

PERFORMANCE IN SPACE

Enabling astronauts to perform in space, covering the 

full range from clinical work to research on health risks 

to mitigation of those risks, including leadership of the 

Human Research Program. 

HUMAN SPACEFLIGHT PROGRAM 

MANAGEMENT

Enabling success of large, complex human spaceflight 

programs including managing partnerships across NASA 

Centers, with international space agencies, and with 

commercial companies. In addition to current programs, 

JSC has previously led all human spaceflight programs 

since Gemini including Apollo, Skylab, Apollo-Soyuz, 

Space Shuttle, and Constellation.

MISSION

STATEMENT

On behalf of the Agency Johnson Space Center (JSC)’s mission is to lead 

human space exploration for the Agency, with the current focus on four 

priorities: maximizing use of the International Space Station (ISS), enabling 

success of the Commercial Crew Program, developing the Orion spacecraft 

for future missions, and building the foundation for human missions to 

Mars. The core functions needed to carry out this mission are listed in the 

next section and, broadly stated, encompass design, development, test and 

evaluation of human spacecraft including related technology development; 

plan, train for, and fly human space missions; maintain human health 

and performance in space; and manage large, complex programs, all of 

which require a comprehensive understanding of space and planetary 

environments. 

JSC manages the ISS Program, the Orion Program, and the Human Research 

Program (HRP), and partners with the Kennedy Space Center to manage the 

Commercial Crew Program (CCP). Through both program management and 

technology development activities, JSC manages a wide range of innovative 

partnerships with international, commercial, academic, and U.S. Government 

entities. 

CENTER WEBSITE - https://www.nasa.gov/centers/johnson/home/

YEAR IN REVIEW VIDEO - https://m.youtube.com/watch?v=metJZuLJiy4 IMAGE 47.1
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JOHNSON SPACE CENTER CORE FUNCTIONS

HUMAN MISSION ARCHITECTURE 

ANALYSIS AND DEVELOPMENT

Leveraging Agency strategic roadmaps, human space 

exploration architecture assumptions, and various 

exploration strategies to identify, analyze, model, and 

integrate options for human exploration missions. 

SAFETY AND MISSION ASSURANCE

Enabling human space missions through safety, 

reliability, quality, and risk assessment throughout the 

lifecycle of human space flights programs.

SPACESUIT DEVELOPMENT 

AND OPERATIONS

Enabling extravehicular activities (spacewalks) by 

astronauts and emergency life support within a 

spacecraft. 

ASTROMATERIALS RESEARCH 

AND CURATION

Combining curatorial responsibility of all NASA-held 

extraterrestrial samples, including moon rocks, with 

unique sample science capabilities. 

IMAGE 47.2
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JOHNSON SPACE CENTER DESCRIPTION

The Johnson Space Center (JSC/Johnson) is NASA’s premier Center for human space exploration operations, 

program management, and spacecraft design, development, test, and evaluation. JSC opened in 1963 in the 

Clear Lake area of Houston, Texas, on 1,600 acres of land donated through Rice University. Additional aircraft 

and testing assets are located a few miles away at Ellington Field (228 acres reserved for military and NASA use). 

The Center houses eight Leadership in Energy and Environmental Design (LEED) certified buildings, including 

a LEED Platinum building. NASA’s first Combined Heat and Power facility will open at JSC in 2017 to support 

energy efficiency. 

JSC also manages the White Sands Test Facility (WSTF) near Las Cruces, NM. Established in 1963 on the White 

Sands Missile Range, the WSTF, covering 28 square miles (approximately 18,000 acres), is a unique resource for 

testing and evaluating hazardous materials, space flight components, and in-space rocket propulsion systems. 

CHRISTOPHER KRAFT MISSION CONTROL CENTER (MCC)

The JSC Mission Control Center (MCC) manages real-time operations of human spaceflight missions. MCC conducted 

operations of legacy NASA human space programs including Gemini, Apollo, and the Space Shuttle, and currently hosts 

operations of the International Space Station. The MCC will host upcoming commercial crew Boeing Starliner operations and 

Orion exploration missions. 

NEUTRAL BUOYANCY LABORATORY (NBL)

The Neutral Buoyancy Laboratory (NBL) facility contains unique facilities for astronaut extravehicular (spacewalk) training 

including a large pool used to provide a neutrally-buoyant environment. This facility includes high fidelity engineering mockups 

of key spacecraft elements to facilitate training in a simulated weightless environment. 

SPACEFLIGHT VEHICLE MOCKUP FACILITY (SVMF)

The Spaceflight Vehicle Mockup Facility (SVMF) contains high fidelity engineering mockups and simulation facilities for 

key operational spacecraft and mission equipment. SVMF simulators support astronaut training and engineering activities, 

including mission training and emergency training. 

THERMAL VACUUM TEST COMPLEX

The Thermal Vacuum Test Complex is comprised of test chambers of varying sizes that provide for high vacuum, low 

temperature testing of large spacecraft with and without crew. The largest of these, the 50 foot diameter Chamber A, is 

currently being utilized for the James Webb Space Telescope. A variety of smaller chambers also provide integrated/altitude/

environmental space testing.

HUMAN HEALTH AND PERFORMANCE LABORATORY

The Human Health and Performance Laboratory provides biomedical and environmental science laboratories to support 

human health and performance in the areas of immunology, anthropometry, exercise, toxicology, nutrition, microbiology, food, 

cardiovascular, neurovestibular, radiation, and pharmacology.

ASTROMATERIALS CURATION FACILITY

The Astromaterials Curation Facility maintains all of NASA’s astromaterials samples including the Apollo lunar sample lab. 

The facility is responsible for the curation of extraterrestrial samples from NASA’s past and future sample return missions and 

enables the documentation, preservation, preparation, and distribution of samples from the Moon, asteroids, comets, the solar 

wind, and the planet Mars. 

JOHNSON SPACE CENTER NOTABLE AND UNIQUE FACILITIES
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JOHNSON SPACE CENTER ORGANIZATION

In support of JSC’s mission to lead human space exploration, JSC’s organizational structure aligns to the three 

major human spaceflight programs: ISS, Commercial Crew, and Orion. The technical organizations contain the 

core capabilities needed to design, develop, test, and evaluate human spacecraft, and to plan, train for, and 

fly human space missions, including selecting the country’s astronauts and maintaining human health and 

performance in space. 

Because of JSC’s leadership role in human spaceflight programs, the mission support organizations, while 

standard in basic functions to all Centers, have specialized expertise in international partnerships; a range of 

public/private partnerships including commercial, academia, and other government agencies; and outreach and 

education with astronauts. 

The Center organizational chart provides insight into the official roles and relationships within JSC.

Figure 47.1 Johnson Space Center (JSC) Organization Chart

Direct Line of Supervisory 

Responsibility

Indirect Line of Supervisory 

Responsibility and/or Support 

for Multiple Areas

LEGEND:

Johnson Space Flight Center

Director

ELLEN OCHOA

Deputy Director MARK GEYER

Associate Director MELANIE SAUNDERS

Orion Program Manager MARK KIRASICH

Human Health &

Performance

Director JEFFREY DAVIS

International Space Station

Program Manager KIRK SHIREMAN

Safety & Mission Assurance

Director WILLIAM MCARTHUR

Human Resources Director BRADY PYLE

Engineering Director LAURI HANSEN

White Sands Test Facility

Manager ROBERT CORT

Center Operations Director JOEL WALKER

Information Resources

Director ANNETTE MOORE

Procurement

Director DEBRA JOHNSON

External Relations

Director MICHAEL KINCAID

Flight Operations Director BRIAN KELLY

Exploration Integration &

Science Director VANESSA WYCHE

Equal Opportunity &

Diversity

Director DEBORAH URBANSKI

Chief Counsel

BERNARD ROAN

Commercial Crew Program

Deputy Manager STEVEN STITCH

Chief Financial Officer DOROTHY RASCO
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CENTER DIRECTOR

DR. ELLEN OCHOA 

Dr. Ellen Ochoa, a veteran astronaut, became Johnson Space Center’s 11th director 

in January 2013. She joined NASA in 1988 as a Research Engineer at Ames Research 

Center, and moved to Johnson Space Center in 1990 when she was selected as an 

astronaut. She flew on four space shuttle missions, becoming the first Hispanic woman to 

go to space in 1993. Ochoa’s previous management roles include Director of Flight Crew 

Operations and Deputy Center Director. She is a Fellow of the American Association 

for the Advancement of Science (AAAS) and the American Institute of Aeronautics 

and Astronautics (AIAA), and also chairs the Nomination Evaluation Committee for the 

National Medal of Technology and Innovation.

EXTENDED BIO - http://www.nasa.gov/centers/johnson/about/people/orgs/bios/ochoa.html

DEPUTY CENTER DIRECTOR

MR. MARK S. GEYER

Mark Geyer assists in management of Johnson Space Center, including White Sands 

Test Facility in Las Cruces, NM, overseeing a broad range of human spaceflight 

activities. Prior to being named Deputy Center Director, Geyer served as Manager of 

the Orion Program, beginning in 2007. Under Geyer’s direction, Orion was successfully 

tested in space in 2014. Geyer also served as Deputy Program Manager of the 

Constellation Program from 2004 to 2007. In 1999, he became an Increment Manager 

for the International Space Station, responsible for integrating operations requirements 

between NASA, the Russian Space Agency and their contractors prior to arrival of the 

first International Space Station crew. 

EXTENDED BIO - http://www.nasa.gov/centers/johnson/about/people/orgs/bios/deputydirector.html

ASSOCIATE DIRECTOR 

MS. MELANIE W. SAUNDERS 

Melanie W. Saunders helps to manage the Johnson Space Center and supervises White 

Sands Test Facility in Las Cruces, NM. As Associate Director, Saunders oversees a 

broad range of human spaceflight activities. Prior to being named Associate Center 

Director, Saunders served as Associate Manager of the International Space Station (ISS) 

Program from 2005 to 2009 during the most intensive phases of ISS assembly. From 

2003 to 2005, she was Deputy Manager of the ISS External Relations Office. Saunders 

joined NASA in 1994, beginning her career as the manager for International Policies for 

the International Space Station Program negotiating international agreements.

EXTENDED BIO - http://www.nasa.gov/centers/johnson/about/people/orgs/bios/associatedirector.html 

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www.nasa.gov

JOHNSON Space Center

Civil Service Workforce at a Glance

Total Headcount

3,065 46 Years

Average age

17 Years

Average length of service 

of a JSC Employee at NASA

Retirement Eligible 

Employees

GS12 Employees 

and Above

Early 

Career 

Hires 

In FY2014- FY2016, Johnson had 

165 hires 

that were GS-11 and below

Johnson Total Workforce includes 

190 Veterans 

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

15% 89%

Science and 

Engineering 

72%

Professional 

Admin 

23%

Clerical

2%

Technician

3%

Distribution of

Employees by

Function Area 

JOHNSON SPACE CENTER AT A GLANCE

Figure 47.2 Johnson Space Center Workforce at a Glance

FY15 JSC Economic Impact Report

WSTF Homepage

JSC Facebook

International Space Station Program

Orion Spacecraft Program

Commercial Crew Program

! ADDITIONAL RESOURCES

WWW

WWW

WWW WWW

WWW
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KENNEDY SPACE CENTER CORE FUNCTIONS

KENNEDY SPACE CENTER (KSC)

ACQUISITION AND MANAGEMENT OF 

LAUNCH SERVICES AND COMMERCIAL CREW 

DEVELOPMENT

Provides safe, reliable, and cost-effective launch 

services for NASA and NASA-sponsored payloads 

requiring access to space via expendable launch 

vehicles. Facilitates development of a U.S. commercial 

crew space transportation capability.

LAUNCH VEHICLE AND SPACECRAFT 

PROCESSING, LAUNCH, LANDING, RECOVERY, 

OPERATIONS, AND SUSTAINING

Leads and performs these tasks in support of the 

Agency’s human-rated spacecraft and launch vehicles.

PAYLOAD AND FLIGHT SCIENCE EXPERIMENT 

PROCESSING, INTEGRATION, AND TESTING 

Performs ground processing support for associated 

research and flight experiments. Delivers time-critical 

launch or landing site payload customer services.

DESIGNING, DEVELOPING, OPERATING, AND 

SUSTAINING FLIGHT AND GROUND SYSTEMS 

AND SUPPORTING INFRASTRUCTURE

Develops ground systems infrastructure to support 

assembly, test, launch, and recovery of Space Launch 

System (SLS) and Orion elements. 

DEVELOPMENT, TEST, AND DEMONSTRATION 

OF ADVANCED FLIGHT SYSTEMS AND 

TRANSFORMATIONAL TECHNOLOGIES TO 

ADVANCE EXPLORATION AND SPACE SYSTEMS

Leads the development of applied technologies and 

systems required to improve processing and launch 

systems. 

MISSION

STATEMENT

On behalf of the Agency Kennedy Space Center (KSC) is responsible for 

the preflight processing, launch, landing, and recovery of the Agency’s 

human-rated spacecraft and launch vehicles; the assembly, integration, 

and processing of International Space Station (ISS) elements and flight 

experiments; the acquisition and management of launch services for 

Agency spacecraft; and leading the development of a commercial 

crew transportation system for access to and from low Earth orbit and 

the ISS. KSC leads the development of ground systems supporting 

human-rated spacecraft and launch vehicles and lunar in situ resource 

utilization hardware elements. KSC hosts the manufacturing of the Orion 

spacecraft. KSC executes research and technology projects in support 

of Agency exploration initiatives and establishes partnerships with 

commercial and other governmental entities to optimize the use of KSC 

capabilities and facilities to establish a multiuser spaceport. 

CENTER WEBSITE - http://www.nasa.gov/centers/kennedy/home/index.html IMAGE 48.1
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KENNEDY SPACE CENTER DESCRIPTION

The Kennedy Space Center (KSC or Kennedy) is located along Florida’s east central coast about halfway 

between Miami and Jacksonville, in an area known as the Space Coast. It shares a boundary with the Merritt 

Island National Wildlife Refuge that includes 140,000 acres of land, water, and marshes. KSC has over 50 years 

of experience in design, development, and operation of payload/spacecraft processing and launch systems used 

to support human spaceflight and robotic missions. KSC has recently transformed itself from a Government-only 

launch site to a multiuser spaceport supporting government and commercial providers. KSC currently has over 

80 active partnerships that include four separate human spaceflight programs. KSC facilities have been made 

available for use by commercial and other government space-related organizations including; Pad-A (former 

Shuttle Launch Pad 39A), the Shuttle Landing Facility (SLF), the three Orbiter Processing Facility (OPF) high 

bays, a high bay in the Vehicle Assembly Building (VAB), and several other smaller facilities and labs. 

VEHICLE ASSEMBLY BUILDING

Used to assemble and house American-crewed launch vehicles from 1968 to 2011. The building is being modified to support 

NASA’s Space Launch System (SLS) and is also capable of supporting other commercial customers at the same time. 

LAUNCH PAD 39B

Built as one of two identical launch pads for the enormous Saturn V moon rocket, Pad B was restructured for Space Shuttle 

launches and modified for the launch of an Ares I-X test vehicle in 2009. It is being modified again, this time to host several 

different kinds of launch vehicles, including the SLS. 

LAUNCH CONTROL CENTER

As the hub of launch operations at NASA’s Kennedy Space Center in Florida since the Apollo program, the Launch Control 

Center (LCC) has played an integral role in NASA’s human spaceflight programs for over 50 years. The LCC firing rooms are 

being modified to oversee launches and preparations of a new generation of rockets and spacecraft like the SLS. 

ORION FACILITIES

The assembly, integration, and testing of NASA’s Orion spacecraft program requires numerous facilities at Kennedy for 

preflight and post flight processing following three decades of work supporting the Space Shuttle fleet, such as the Neil 

Armstrong Operations and Checkout Building High Bay, Launch Abort System Facility (LASF), and Multi-Payload Processing 

Facility (MPPF).

LAUNCH EQUIPMENT TEST FACILITY

This facility provides NASA with a proving ground to safely assess machinery and designs intended to support the launches of 

the biggest rockets ever built. 

SPACE STATION PROCESSING FACILITY

The 457,000 square foot, three-story building includes two processing bays, an airlock, operational control rooms, laboratories, 

logistics areas, and office space. It was built specifically for processing the International Space Station (ISS) flight hardware, 

but other commercial customers are also now using this facility. 

SWAMP WORKS

This laboratory provides a hands-on lean development environment for innovation regarding development of surface systems 

at any space destination.

KENNEDY SPACE CENTER NOTABLE AND UNIQUE FACILITIES
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KENNEDY SPACE CENTER ORGANIZATION

KSC is organized to provide program, technical, and institutional support to successfully accomplish mission 

objectives. Program leadership manages the Launch Services Program, Commercial Crew Program, Ground 

Systems Development and Operations Program, and the Exploration Research and Technology Programs for 

the Agency. The technical and business services units support Center and program leadership and consist of 

Engineering, Information Technology and Communications Services, Safety and Mission Assurance, Spaceport 

Integration and Services, Office of the Chief Financial Officer, Communication and Public Engagement, 

Procurement, Human Resources, Office of Diversity and Equal Opportunity, and Office of the Chief Counsel. An 

organization unique to KSC is the Center Planning and Development (CPD) Directorate. CPD is responsible for 

leading the effort to evolve KSC as the world’s preeminent multiuser spaceport.

The Center organizational chart provides insight into the official roles and relationships within KSC.

Figure 48.1 Kennedy Space Center (KSC) Organization Chart

Direct Line of Supervisory 

Responsibility

Indirect Line of Supervisory 

Responsibility and/or Support 

for Multiple Areas

LEGEND:

Kennedy Space Center

Director

ROBERT D. CABANA

Deputy Director JANET E. PETRO

Director, Spaceport Integration & Services

NANCY P. BRAY

Manager,

Launch Services Program

AMANDA M. MITSKEVICH

Associate Director

KELVIN M. MANNING

Chief, KSC Integration Office MARK K. RUETHER

Manager, Ground Systems

Development & Operations

Program MICHAEL J. BOLGER

KSC Chief Technologist

KAREN G. THOMPSON

Director,

Engineering

PATRICK A. SIMPKINS

Director, Communication &

Public Engagement

CHERYL C. HURST

Director,

Procurement

MICHAEL S. MCCARTY

Director,

Human Resources

DIGNA M. CARBALLOSA

Senior Advisor for

Institutional Management

BURTON R. SUMMERFIELD

Director, Exploration

Research & Technology

Programs JOSEPHINE B. BURNETT

Director, Center Planning &

Development VACANT

Director, Safety & Mission

Assurance WILLIAM RUSS DELOACH

Manager, Office of Diversity

& Equal Opportunity

MILTON R. GRANT

Chief Counsel

DANIEL P. SHAVER

Manager, Commercial Crew Program

KATHRYN L. LUEDERS

Director, Information

Technology &

Communications Services

VANESSA K. STROMER

Chief Financial Officer

SUSAN P. KROSKEY
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DIRECTOR

MR. ROBERT D. CABANA

Mr. Robert D. Cabana, a former NASA astronaut, currently serves as Director of NASA’s 

KSC. As Center Director, Cabana manages all NASA facilities and activities at the 

spaceport, including the civil service and contractor employees who operate and support 

numerous space programs and projects. A veteran of four space flights, Cabana logged 

38 days in space. Following his retirement as a Marine Corps colonel in September 2000, 

Cabana was appointed a member of the Federal Senior Executive Service. He served in 

numerous challenging senior management positions at Johnson Space Center, ultimately 

becoming Deputy Director. In October 2007, Cabana was appointed Director of NASA’s 

John C. Stennis Space Center, and a year later was reassigned as the tenth Director of 

the Kennedy Space Center. 

EXTENDED BIO - http://www.nasa.gov/centers/kennedy/about/biographies/cabana.html

DEPUTY DIRECTOR

MS. JANET E. PETRO 

Appointed Deputy Director in April 2007, Janet Petro shares responsibility with the 

Center Director in managing the civil service and contractor workforce, Center policy, 

and executing Kennedy missions and Agency program responsibilities. She began her 

career as a commissioned officer in the U.S. Army’s aviation branch after graduating 

from the U.S. Military Academy at West Point with a Bachelor of Science in Engineering. 

She also holds a Master of Science in Business Administration from Boston University’s 

Metropolitan College. Prior to joining NASA, Petro served in management positions for 

Science Applications International Corporation and McDonnell Douglas Corporation, 

where she held multiple engineering and management positions supporting numerous 

aerospace and military programs.

EXTENDED BIO - http://www.nasa.gov/centers/kennedy/about/biographies/petro.html

ASSOCIATE DIRECTOR

MR. KELVIN M. MANNING

Mr. Kelvin M. Manning serves as Associate Director of NASA’s KSC. In this capacity, 

Mr. Manning is responsible for oversight of Kennedy’s institutional business and technical 

support functions, planning, directing, and coordinating Center policy on a day-to-day 

basis. This includes establishing strategies and procedures to ensure the Kennedy 

workforce, facilities, and operations are aligned to meet Agency program and project 

goals. A former Air Force officer, Mr. Manning began his career at Kennedy in 1992 

and has served in a number of positions, including Flow Director for Space Shuttle 

Atlantis, Chief Engineer (acting) for Shuttle Upgrades, Vehicle Manager for Space Shuttle 

Columbia, NASA Test Director, and Orion Division Chief in the Kennedy Constellation 

Project Office. 

EXTENDED BIO - http://www.nasa.gov/centers/kennedy/about/biographies/manning.html

KENNEDY SPACE CENTER LEADERSHIP
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www.nasa.gov

KENNEDY Space Center

Civil Service Workforce at a Glance

Total Headcount

2,059 47 Years

Average age

16 Years

Average length of service 

of a KSC Employee at NASA

Retirement Eligible 

Employees

GS12 Employees 

and Above

Early 

Career 

Hires 

In FY2014- FY2016, Kennedy had 

134 hires 

that were GS-11 and below

Kennedy Total Workforce includes 

248 Veterans 

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

13% 87%

Science and 

Engineering

64%

Professional 

Admin

30%

Clerical

1%

Technician

5%

Distribution of

Employees by

Function Area 

KENNEDY SPACE CENTER AT A GLANCE

Figure 48.2 Kennedy Space Center Workforce at a Glance

Ground Systems Development and 

Operations Program

Exploration Research and Technology 

Programs

Kennedy Space Center, 

External Web Page

Launch Services Program

Commercial Crew Program

! ADDITIONAL RESOURCES

WWW

WWW

WWW

WWW

WWW
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LANGLEY RESEARCH CENTER CORE FUNCTIONS

LANGLEY RESEARCH CENTER (LaRC)

ADVANCED MATERIALS AND 

STRUCTURAL SYSTEMS 

Develop new materials, space-based manufacturing 

technologies, structural concepts, design/analysis tools 

and certification methods for aircraft, spacecraft, space 

habitats, and sensor systems. 

AEROSCIENCES

Provide design tools and innovative technologies to 

enable the development of advanced aircraft and space 

access concepts. 

ATMOSPHERIC 

CHARACTERIZATION 

Design and execute missions that collect data on Earth’s 

atmosphere, answering vital science questions about our 

planet. 

ENTRY, DESCENT, AND LANDING

Improve methods of traveling through a planet’s 

atmosphere and safely landing large payloads, a key 

step toward putting humans on Mars.

INTELLIGENT FLIGHT SYSTEMS 

Develop, validate and test (ground, flight and virtual) new 

flight technologies, vehicles, and operating concepts to 

enhance and create integrated flight systems. 

MEASUREMENT SYSTEMS 

Contribute to the development of measurement systems 

for ground test and space flight, examples include 

aerodynamic flow diagnostics, structural diagnostics, 

and Earth radiation budget.

SYSTEMS ANALYSIS AND 

CONCEPTS

Arm decision makers with the information and 

understanding they need by examining missions, 

vehicles, advanced systems, technologies, cost, and risk. 

MISSION

STATEMENT

On behalf of the Agency NASA Langley is a research, science, 

technology, and development Center that provides game-changing 

innovations to enable NASA to make significant contributions to the 

nation. The Center is recognized as a leader in systems innovation 

for expanding air mobility, exploring space, and definitively 

characterizing the Earth’s changing climate. Langley’s work spans 

fundamental research to mission development and operations with 

an eye toward the next generation of cutting-edge ideas that provide 

new capabilities or significantly improve performance or cost. 

CENTER WEBSITE - https://www.nasa.gov/langley

YEAR IN REVIEW VIDEO - https://www.youtube.com/watch?v=29q-GsqPsTA

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LANGLEY RESEARCH CENTER DESCRIPTION

The Langley Research Center (LaRC/Langley) is a truly unique place that has experienced continued growth 

since becoming the nation’s first civilian aeronautical research laboratory in 1917. Based in Hampton, VA, it 

spans approximately 764 acres and directly borders the Air Force Joint Base Langley-Eustis.

Langley’s facilities enable space exploration, aeronautics, and science to conduct experimentation, testing, and 

validation from concept to flight needed to advance next-generation aerospace technologies. The Center has 

more than 150 facilities including wind tunnels, laboratories, and energy-efficient office space. Langley is also 

home to the NASA Engineering and Safety Center (NESC) which performs value-added independent testing, 

analysis, and assessments of NASA’s high-risk projects to ensure safety and mission success.

Langley continues to implement a comprehensive 20-year revitalization plan that will ultimately result in seven 

new buildings, two renovated facilities, and the phased removal of deteriorated and underused facilities, 

significantly driving down annual operations and maintenance costs. 

AEROSCIENCE GROUND TEST FACILITIES

Langley is home to many aeroscience ground test facilities including the National Transonic Facility (NTF), Transonic Dynamics 

Tunnel (TDT), 20-Foot Vertical Spin Tunnel (VST), 8-Foot High Temperature Tunnel (HTT), 14’ x 22’ Subsonic Wind Tunnel, the 

Combined Loads Test System (COLTS), and the Langley Aerothermodynamics Laboratory (LAL). These facilities have a rich 

history of significant design contributions for many commercial transports, launch vehicles, military aircraft, and spacecraft.

The unique capabilities of each of these facilities play a critical role for NASA and in the development of future commercial and 

military aircraft, commercial space and advanced subsonic, supersonic, and hypersonic vehicles.

CITY ENVIRONMENT FOR RANGE TESTING OF AUTONOMOUS INTEGRATED 

NAVIGATION (CERTAIN)

CERTAIN is an FAA approved urban environment drone test range allowing researchers to reduce the risk of integrating 

unmanned aircraft systems into our national airspace.

AIR TRAFFIC OPERATIONS LABORATORY (ATOL)

ATOL is used to test technologies to help improve air traffic management. 

INTEGRATED STRUCTURAL ASSEMBLY OF ADVANCED COMPOSITES (ISAAC)

ISAAC is a state-of-the-art robot with an important role in developing lighter, stronger advanced composite structures and 

materials for aerospace vehicles. 

LANDING AND IMPACT RESEARCH FACILITY (LANDIR)

LandIR is a 240-foot high, 400-foot-long, 265-foot-wide A-frame steel gantry used for testing and analyzing the structural 

integrity of aircraft, rotorcraft and, most recently, the Orion Crew Exploration Vehicle.

AEROSPACE FLIGHT HARDWARE ASSEMBLY AND INTEGRATION FACILITY 

AND THE FLIGHT RESEARCH FACILITY

These facilities are critical in facilitating NASA Langley’s Atmospheric Characterization work, which includes scientific missions 

that collect data on Earth’s atmosphere, answering vital questions about our planet.

LANGLEY RESEARCH CENTER NOTABLE AND UNIQUE FACILITIES
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LANGLEY RESEARCH CENTER ORGANIZATION

The Office of the Director (OD) includes the Director, Deputy Director, and Associate Director. The OD is 

supported by the Office of Strategic Analysis, Communications, and Business Development. The Center has a 

unique, relatively flat organizational structure. 

The Center’s mission-facing organizations include Science, Aeronautics, and Space Technology and Exploration 

which are facilitated through Flight Projects, Systems Analysis and Concepts, Engineering, and Research. 

Additionally, Mission Support ensures the availability of facilities, tools, and services needed to conduct NASA’s 

missions. These include safety, Center operations, procurement, chief counsel, equal opportunity, human capital, 

finance, and information technology.

The Center organizational chart provides insight into the official roles and relationships within NASA Langley.

Figure 49.1 Langley Research Center (LaRC) Organization Chart

Direct Line of Supervisory 

Responsibility

Indirect Line of Supervisory 

Responsibility and/or Support 

for Multiple Areas

LEGEND:

Langley Research Center Director

DAVID E. BOWLES

Deputy Director CLAYTON P. TURNER

Office of Chief Counsel,

Chief Counsel

W. THOMAS MCMURRY

Game Changing

Development Program

Office, Program Manager

STEVE GADDIS

Associate Director

CATHY H. MANGUM

Aeronautics Research

Directorate, Director GEORGE FINELLI

Office of Equal Opportunity

Programs, Director

MELVIN FEREBEE

Office of Human Capital

Management, Director

DAVID LEDOUX

Flight Projects Directorate,

Director MARY DIJOSEPH

Science Directorate, Director DAVID YOUNG

Space Technology &

Exploration Directorate,

Director WALTER ENGELUND

Earth System Science Pathfinder Program Office,

Director

GREGORY STOVER

Science Office of Mission Assessments, Head

CINDY DANIELS

Research Directorate,

Director JILL MARLOWE

Engineering Directorate,

Director

EDWARD HEALY

Systems Analysis & Concepts Directorate, Director VICKI CRISP

Research Services

Directorate, Director SHANE DOVER

Center Operations

Directorate, Director LORETTA KELEMEN

Safety & Mission Assurance

Office, Director GRANT WATSON

Office of Procurement,

Procurement Officer SUSAN MCCLAIN

Office of CIO,

Chief Information Officer

JEFFREY SEATON

Office of Strategic Analysis,

Communications, & Business

Development, Director

RICHARD ANTCLIFF

NASA Engineering & Safety

Center Director TIMMY WILSON

Office of Chief Financial

Officer, Chief Financial

Officer

KATHRYN FERRARE
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CENTER DIRECTOR 

DR. DAVID E. BOWLES

Dr. Bowles joined the Director’s Office in March 2012 as Associate Director, progressed 

to Deputy Director in 2014 and then served as Acting Center Director until he permanently 

moved into the role in June 2015. 

Dr. Bowles has been an active member of the NASA Langley community for more than 

35 years, serving in several roles, including Director of Langley’s Exploration and Space 

Operations Directorate, Manager for Airframe Structures Integrity and Vehicle Systems 

Research and Technology Project Manager, allowing for program and project management 

experience across aeronautics and space-related activities.

Dr. Bowles earned his Bachelor’s, Master’s and Doctoral degrees in Engineering Mechanics 

from Virginia Tech in 1978, 1980 and 1990, respectively. He received NASA’s Outstanding 

Leadership Medal twice. 

EXTENDED BIO - https://www.nasa.gov/feature/langley/dr-david-e-bowles 

DEPUTY CENTER DIRECTOR

MR. CLAYTON P. TURNER

Mr. Turner joined the Director’s Office in 2015. He previously served as NASA Langley’s 

Associate Director, Director of the Engineering Directorate, and Chief Engineer. 

After graduation from the Rochester Institute of Technology in 1990, Mr. Turner began his 

career with NASA as a Design Engineer with the Lidar In-Space Technology Experiment 

project. Over the next 24 years, Clayton served in various roles leading engineering 

contributions to many successful flight projects.

Throughout his career, he has received many prestigious awards including the NASA 

Outstanding Leadership Medal, the NASA Exceptional Engineering Achievement Medal, and 

the Paul F. Holloway Non-Aerospace Technology Transfer Award. He is an Associate Fellow of 

the AIAA. 

He is passionate about promoting Science, Technology, Engineering and Mathematics 

(STEM) careers.

EXTENDED BIO - https://www.nasa.gov/feature/langley/clayton-p-turner-deputy-director-nasa-langleyresearch-center

ASSOCIATE DIRECTOR

MS. CATHY H. MANGUM

Ms. Mangum began her NASA career in 1983 as a contractor for the Science Mission 

Directorate at NASA HQ. 

Through her career, she served as Information Technology Manager for the Aeronautics 

Mission Directorate and Director of the Management Operations Division in the Office of 

Aeronautics. 

After helping institutionalize the federal Chief Information Officer (CIO) role, she served as 

acting CIO and became Langley’s CIO.

EXTENDED BIO - https://www.nasa.gov/feature/langley/cathy-h-mangum-associate-director-nasa-langleyresearch-center

LANGLEY RESEARCH CENTER LEADERSHIP
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www.nasa.gov

LANGLEY Research Center

Civil Service Workforce at a Glance

Total Headcount

1,780 50 Years

Average age

19 Years

Average length of service 

of a LaRC Employee at NASA

Retirement Eligible 

Employees

GS12 Employees 

and Above

Early 

Career 

Hires 

In FY2014- FY2016, Langley had 

71 hires 

that were GS-11 and below

Langley Total Workforce includes 

158 Veterans 

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

22% 89%

Science and 

Engineering

66%

Professional 

Admin

23%

Clerical

2%

Technician

9%

Distribution of

Employees by

Function Area 

LANGLEY RESEARCH CENTER AT A GLANCE

Figure 49.2 Langley Research Center Workforce at a Glance

Langley Annual Report

Recent Accomplishments

Centennial Website

Langley Aeronautics

Langley Exploration

Langley Science

! ADDITIONAL RESOURCES

WWW

WWW

WWW WWW
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MARSHALL SPACE FLIGHT CENTER CORE FUNCTIONS

MARSHALL SPACE FLIGHT CENTER (MSFC)

PROPULSION SYSTEM 

DEVELOPMENT

Advancing launch and in-space propulsion systems for 

low Earth orbit, cis-lunar orbit, and beyond. 

LARGE SPACE STRUCTURE 

DEVELOPMENT

Analyzing, developing, and testing advanced largescale, complex structures for deep space exploration. 

SPACE SYSTEMS

Advancing environmental control and life support 

systems, developing payloads, and characterizing space 

environments to live and work in space. 

SCIENTIFIC RESEARCH

Developing and applying the next generation of 

astrophysics, heliophysics, and Earth science instruments. 

ADVANCED AND LARGE-SCALE 

MANUFACTURING

Innovating materials and methods to minimize cost and 

schedule through use of advanced composite, welding, 

and additive manufacturing techniques.

MISSION

STATEMENT

On behalf of the Agency Marshall Space Flight Center provides 

leadership in the complex engineering of space transportation 

and propulsion systems, large space structures and systems, and 

scientific research to make human space exploration a reality. 

Marshall is responsible for the SLS as well as developing advanced 

technologies that are necessary for the human journey to Mars. 

Marshall also manages a number of programs and projects, including 

the ISS environmental control and life support system, its payload 

operations, and numerous other facilities and experiments; the 

Chandra X-ray Observatory; the Discovery and New Frontiers 

programs; space technology demonstration missions; and the 

Michoud Assembly Facility where space vehicles are manufactured 

and assembled. 

CENTER WEBSITE - http://www.nasa.gov/centers/marshall/home/index.html

YEAR IN REVIEW VIDEO - https://www.youtube.com/watch?v=gUFFkrnE1pY IMAGE 50.1
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MARSHALL SPACE FLIGHT CENTER DESCRIPTION

Located among dozens of federal agencies on Redstone Arsenal in Huntsville, AL, adjacent to Cummings 

Research Park, the second-largest research park in the nation. 

Marshall Space Flight Center delivers highly skilled, cross-cutting engineering and support services to a broad 

spectrum of human exploration, science, and technology development missions. MSFC also manages the 

Michoud Assembly Facility, where the core stage of Space Launch System (SLS) and the Orion crew vehicle are 

being built. 

MSFC is developing the SLS and other critical elements and technologies essential for the nation’s human space 

exploration mission. Payload operations for the International Space Station (ISS) are managed at Marshall’s 

Payload Operations and Integration Center. Marshall also enables scientific discovery through development 

and testing of hardware and instruments for a variety of projects in high-energy astrophysics, heliophysics, and 

applied Earth science.

MARSHALL SPACE FLIGHT CENTER COMPONENT FACILITIES

THE MICHOUD ASSEMBLY FACILITY

The Michoud Assembly Facility is a component facility of MSFC. Michoud, located in New Orleans, Louisiana, is one of the 

largest manufacturing facilities in the world and for more than 50 years has been entrusted with the unique manufacturing and 

assembly needs of NASA’s human space exploration programs. Michoud is committed to the highest safety standards, leading 

technical innovation, and fostering commercial and government agency public/private partnerships that have achieved its goal 

of reduction in operating and program costs. 

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MARSHALL SPACE FLIGHT CENTER ORGANIZATION

Marshall Space Flight Center is located on Redstone Arsenal. Because of its location, Marshall has synergistic

relationships with various Team Redstone partners, including the Army’s Aviation and Missile Command; Space 

and Missile Defense Command; Aviation and Missile Research, Development and Engineering Center; the Missile 

Defense Agency; and the Defense Intelligence Agency’s Missiles and Space Intelligence Center. Collaborative 

efforts between MSFC and DoD partners have resulted in time and cost savings for shared interests in

aerospace capabilities.

The Center organizational chart provides insight into the official roles and relationships within MSFC.

Figure 50.1 Marshall Space Flight Center (MSFC) Organization Chart

Direct Line of Supervisory 

Responsibility

Indirect Line of Supervisory 

Responsibility and/or Support 

for Multiple Areas

LEGEND:

Marshall Space Flight Center

Director

TODD MAY

Deputy Director JOAN (JODY) SINGER

Flight Programs &

Partnership (Acting)

Manager

PAUL GILBERT

Inspector General Field

Office Resident, Agent in

Charge

DAVID BALWINSKI

Associate Director

ROBIN HENDERSON

Associate Director Technical

PAUL MCCONNAUGHEY

Chief Technologist (Acting)

MICHAEL TINKER

Science & Technology

(Acting) Manager

RAYMOND CLINTON

Engineering Directorate,

Director

PRESTON JONES

Safety & Mission Assurance, Director

RICHARD BURT

Office of Procurement,

Director STEVEN MILEY

Office of Diversity & Equal

Opportunity, Director LOUCIOUS HIRES

Center Counterintelligence

Office Lead, Special Agent

RONNIE SMITH

Chief Financial Officer, CFO

WILLIAM HICKS

Office of the Chief

Information Officer, Director JONATHAN PETTUS

Office of Strategic Analysis &

Communications, Director

JOHNNY STEPHENSON

Office of Chief Counsel,

Chief Counsel

AUDREY ROBINSON

Office of Human Capital,

Director TEREASA WASHINGTON

Office of Center Operations,

Director ROY MALONE

Space Launch System

Manager JOHN HONEYCUTT

Michoud Assembly Facility

Director

BOBBY WATKINS
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CENTER DIRECTOR 

MR. TODD MAY 

Todd May is Director of NASA’s Marshall Space Flight Center in Huntsville, Alabama, 

one of NASA’s largest field installations. May manages a broad spectrum of human 

spaceflight, science and technology development missions contributing to the nation’s 

space program, including the Space Launch System. SLS, now under development, is 

the most powerful rocket ever built, able to carry astronauts in NASA’s Orion spacecraft 

on deep space missions, including to an asteroid and ultimately to Mars. 

EXTENDED BIO - http://www.nasa.gov/sites/default/files/atoms/files/todd_may_bio_2016.pdf

DEPUTY CENTER DIRECTOR 

MS. JODY SINGER

Joan A. (Jody) Singer is Deputy Director of NASA’s Marshall Space Flight Center. Named 

to the position in February 2016, Singer assists Marshall Director Todd May in managing 

the Center. Previously, Singer has held several Marshall leadership positions, including 

Manager of the Flight Programs and Partnerships Office, Deputy Manager of the Space 

Launch System Program, and Deputy Manager of the Space Shuttle Propulsion Office. 

EXTENDED BIO - http://www.nasa.gov/sites/default/files/atoms/files/jody_singer_bio_2016.pdf 

ASSOCIATE DIRECTOR

MS. ROBIN HENDERSON 

Robin Henderson, Associate Director of NASA’s Marshall Space Flight Center, manages 

and leads development of the Center’s business operations, guides daily business 

decisions, and oversees Center operational policy and processes. In addition, she 

serves as a Senior Advisor in advancing the direction of the Center’s future. 

EXTENDED BIO - http://www.nasa.gov/sites/default/files/atoms/files/robin_henderson_bio_2016.pdf 

MARSHALL SPACE FLIGHT CENTER LEADERSHIP
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MARSHALL Space Flight Center

Civil Service Workforce at a Glance

Total Headcount

2,305 49 Years

Average age

20 Years

Average length of service 

of a MSFC Employee at NASA

Retirement Eligible 

Employees

GS12 Employees 

and Above

Early 

Career 

Hires 

In FY2014- FY2016, Marshall had 

65 hires 

that were GS-11 and below

Marshall Total Workforce includes 

188 Veterans 

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

20% 94%

Science and 

Engineering

73%

Professional 

Admin

23%

Clerical

2%

Technician

2%

Distribution of

Employees by

Function Area 

MARSHALL SPACE FLIGHT CENTER AT A GLANCE

Figure 50.2 Marshall Space Flight Center Workforce at a Glance

ISS: Payload Operations Integration Center

Marshall Economic Impact and Community Involvement

SLS Small Business

SLS Overview

Marshall Missions

Marshall Capabilities

! ADDITIONAL RESOURCES

WWW

WWW

WWW

WWW
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STENNIS SPACE CENTER CORE FUNCTIONS

STENNIS SPACE CENTER (SSC)

ROCKET PROPULSION TESTING

SSC provides propulsion test services for NASA, the 

Department of Defense, and commercial customers. SSC 

supports NASA’s Space Launch System (SLS) program 

through testing RS-25 engines and ultimately the SLS 

core stage.

TECHNOLOGY

The SSC technology line of business develops, 

demonstrates, and deploys technology for NASA’s 

Human Exploration and Operations Mission Directorate 

(HEOMD) and the Space Technology Mission 

Directorate (STMD) for test operations and exploration 

missions. SSC also supports the Office of the Chief 

Technologist (OCT) by transferring intellectual property 

to other NASA Centers, government agencies, U.S. 

industry, and academia. 

MISSION

STATEMENT

On behalf of the Agency Stennis Space Center (SSC) implements 

NASA’s mission in areas assigned by two Agency Mission 

Directorates. The Center manages and operates rocket propulsion 

test facilities and supports infrastructure for the Human Exploration 

and Operations Mission Directorate. SSC also serves as Federal 

manager and host Agency of a major government multi-agency 

Center. 

CENTER WEBSITE - http://www.nasa.gov/centers/stennis/home/

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STENNIS SPACE CENTER DESCRIPTION

Stennis Space Center (SSC) is located on the Mississippi Gulf Coast near Bay St. Louis, MS. The area of the 

site is approximately 13,800 acres and is surrounded by a 125,000 acre acoustical buffer zone. SSC serves 

as the nation’s premier rocket propulsion testing facility and provides propulsion test services for NASA, the 

Department of Defense, and commercial customers. 

SSC is a unique federal city, hosting over 40 federal, state, academic, and commercial interests, many of them 

engaged in technology-based initiatives. The resultant marine science technology cluster is an economic driver 

for the region, supporting federal, state, and commercial interests. SSC also hosts several universities such as 

Mississippi State University and the University of Southern Mississippi which offer a range of doctoral programs 

in engineering and marine science disciplines, respectively. Institutional operational costs are shared among 

resident agencies, making it more cost-effective for tenants to accomplish their respective missions. Stennis 

is also home to the NASA Shared Services Center (NSSC) that performs integrated administrative functions 

and transactional activities for NASA in the areas of human resources, information technology, finance, and 

procurement. 

The Center’s unique test facilities and technical expertise in the areas of chemical propulsion, cryogenic 

systems, and facilities engineering will play a key role in the development and certification of new propulsion 

systems for the Space Launch System (SLS) vehicle. Throughout FY 2016, refurbishment and modification of the 

B-2 Test Stand will transition to activating the stand to support future Space Launch Systems (SLS) core stage 

testing. Recently SSC expanded its restricted airspace to support propulsion testing activities and Department of 

Defense operations as well as use of unmanned aerial systems. 

SSC also houses the largest concentration of operational and research oceanographers in the world. NASA

and Navy interests routinely collaborate on projects focusing on the development and utilization of technology 

applications. 

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STENNIS SPACE CENTER ORGANIZATION

The NASA Center Director is the base commander for the multi-agency facility. The Departments of Commerce, 

Defense and Interior have a significant presence at SSC. In addition, multiple commercial interests maintain 

operations at the Center including Aerojet Rocketdyne, Lockheed Martin and Rolls Royce. 

The Center organizational chart provides insight into the official roles and relationships within SSC.

Figure 51.1 Stennis Space Center (SSC) Organization Chart

Direct Line of Supervisory 

Responsibility

Indirect Line of Supervisory 

Responsibility and/or Support 

for Multiple Areas

LEGEND:

STENNIS SPACE CENTER

DIRECTOR

RICK GILBRECH

Deputy Director

RANDY GALLOWAY

Engineering & Test

Directorate, Director

JOHN BAILEY

Safety & Mission Assurance,

Director

FREDDIE DOUGLAS III

Center Operations

Directorate, Director

KEITH BROCK

Office of the Chief Counsel

Chief Counsel

MONICA ALLISON-CERUTI

Office of Procurement

Procurement Officer

ROBERT HARRIS

Office of Communications

Manager

PAMELA COVINGTON

Office of Human Capital

Manager

DORSIE JONES

Office of Education

Education Officer

KATRINA EMERY

Office of the CFO

Chief Financial Officer

JIM BEVIS

Office of Diversity & Equal

Opportunity, Manager

JOANN LARSON

Associate Director

KEN HUMAN

Director Support Staff, Associate Director

KEN HUMAN

Rocket Propulsion Test

Program Office, Manager

ROGER SIMPSON
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CENTER DIRECTOR 

DR. RICHARD J. GILBRECH

Dr. Richard J. Gilbrech serves as Director of NASA’s John C. Stennis Space Center. 

He is responsible for implementing NASA’s mission in the area of rocket propulsion 

testing and developing and maintaining world-class propulsion test facilities as well as 

managing the multi-tenant federal facility. He was Associate Administrator for NASA’s 

Exploration Systems Mission Directorate in 2007, leaving NASA in 2008 to work in 

industry. He returned to SSC in 2009 as Associate Director. Dr. Gilbrech received a 

B.S. from Mississippi State University and M.S. and Ph.D. degrees in Aeronautics from 

the California Institute of Technology. He is the recipient of numerous awards, including 

Distinguished and Meritorious Presidential Rank Awards. 

EXTENDED BIO - http://www.nasa.gov/centers/stennis/about/history/personalities/gilbrech.html 

DEPUTY CENTER DIRECTOR

MR. T. RANDY GALLOWAY

Randy Galloway serves as Deputy Director of NASA’s John C. Stennis Space Center. He 

is responsible, with the Center Director, for coordinating all of NASA’s rocket propulsion 

testing capabilities, as well as managing Stennis. Prior to accepting his current position, 

Galloway was Director of Stennis’ Engineering and Test Directorate. He also worked 

on the International Space Station Program, holding several key positions. Galloway 

is a recipient of NASA’s Exceptional Achievement Medal (2001) and the Outstanding 

Leadership Medal (2015). He also received Stennis Space Center’s J. Harry Guin 

Leadership Award in 2012. Galloway received a Bachelor of Science in Mechanical 

Engineering from Mississippi State University. 

EXTENDED BIO - http://www.nasa.gov/centers/stennis/about/history/personalities/galloway.html 

ASSOCIATE DIRECTOR 

MR. KENNETH R. HUMAN 

Kenneth R. Human serves as Associate Director of NASA’s John C. Stennis Space 

Center. He is responsible, with the Director, for coordinating all of NASA’s rocket 

propulsion testing capabilities and Stennis’ role in NASA’s Applied Science programs, 

as well as managing Stennis. Prior to assuming his current position, Human served as 

Deputy Manager of the External Integration Office for the International Space Stations 

(ISS) Program. He began his career with NASA as an attorney in the legal office at 

Stennis in 1978, ultimately serving as Chief Counsel for 21 years. Human received a B.A. 

in English literature from George Washington University and his Juris Doctor from the 

University of New Hampshire School of Law. He received the NASA Exceptional Service 

Medal in 1998. 

EXTENDED BIO - http://www.nasa.gov/centers/stennis/about/history/personalities/ken_human.html

STENNIS SPACE CENTER LEADERSHIP
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www.nasa.gov

STENNIS Space Center

Civil Service Workforce at a Glance

Total Headcount

306 48 Years

Average age

13 Years

Average length of service 

of a SSC Employee at NASA

Retirement Eligible 

Employees

GS12 Employees 

and Above

Early 

Career 

Hires 

In FY2014- FY2016, Stennis had 

18 hires 

that were GS-11 and below

Stennis Total Workforce includes 

50 Veterans 

Data captured as of: August 6, 2016 Disclaimer: all percentages and fractions have been rounded up or down as necessary

15% 89%

Science and 

Engineering

60%

Professional 

Admin

33%

Clerical

5%

Technician

2%

Distribution of

Employees by

Function Area 

STENNIS SPACE CENTER AT A GLANCE

Figure 51.2 Stennis Space Center Workforce at a Glance

Infinity Science Center

SSC Engineering and Test Directorate

SSC Education Website

SSC Chief Technologist

NASA Internships and 

Fellowships

WWW

WWW WWW

WWW

WWW

! ADDITIONAL RESOURCES

WWW

WWW

WWW

WWW WWW

WWW WWW
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APPENDICES

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APPENDIX A: GLOSSARY

Acquisition

Obtaining, or advancing the development of, the systems, research, services, construction, and supplies to fulfill the Agency’s 

mission and other activities that advance the Agency’s statutory objectives.

Appropriation Bills

A legislative motion (bill) that authorizes the government to spend money. It is a bill that sets money aside for specific 

spending.

Approval 

Authorization by a required management official to proceed with a proposed course of action. Approvals must be documented.

Assessment

The evaluation of a program, project, or institutional initiative with respect to its accomplishments and performance in meeting 

requirements.

Authorization Committees

Authorization Committees execute Congressional oversight of agency programs and plans.

Authorize

To give power, permission, or authorization; to invest with authority.

Baseline Performance Review

While not a council, the Baseline Performance Review (BPR) is closely linked with the councils and is integral to council 

operations. The BPR is an internal assessment and reporting forum that tracks performance monthly against Agency plans. 

Business Services Assessment

A series of assessments designed to establish a more efficient operating model that maintains a minimum set of capabilities 

and meets current and future mission needs. 

Center Technology Council (CTC)

Assesses the Agency technology roadmapping and technology prioritization activities from a bottoms-up, institutional 

perspective, and provides these assessments to NASA Technology Executive Council. Council membership includes the 

Center Chief Technologist from each NASA Center (including Jet Propulsion Laboratory), and a representative from the Office 

of Chief Engineer, and is observed by a representative from each Mission Directorate. The Strategic Integration Office, under 

the NASA Office of the Chief Technologist organizes and chairs the CTC.

Cislunar Space

The region outside Earth’s atmosphere and extending out to just beyond the Moon’s orbit. This is a relatively stable 

environment and as such is an important locale for demonstrating in-space technologies and capabilities for deep space 

trajectories and orbits.

Communications Coordinating Council (CCC)

Serves as the Agency’s senior decision-making body for strategic direction, planning, and implementation for NASA’s 

Communications efforts. The CCC determines NASA strategic Communications direction and assesses Agency progress 

toward achieving NASA’s Communications Strategic Implementation Plan. 
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Competition

An acquisition strategy whereby more than one Center or contractor is sought to bid on a service or function; the winner is 

selected on the basis of criteria established by the organization for which the work is to be performed. The law and NASA 

policy require maximum competition throughout the acquisition life cycle.

Concurrence

A documented agreement by a management official that a proposed course of action is acceptable.

Continuing Resolution

Legislation in the form of a joint resolution enacted by Congress to provide budget authority for Federal agencies and 

programs to continue in operation until regular appropriations acts are enacted. 

Continutity of Operations (COOP)

Plans developed on the four foundations of continuity planning and program management: leadership, staff, communications/

technology, and facilities to ensure the continuous performance of essential functions under all conditions.

Contracts 

All types of agreements and orders for the procurement of supplies or services. Includes awards and notices of award; 

contracts of a fixed-price, cost, cost-plus-a-fixed-fee, or incentive type; contracts providing for the issuance of job orders, task 

orders, or task letters thereunder; letter contracts; and purchase orders. It also includes supplemental agreements with respect 

to any of the foregoing. 

Cooperative Agreement

A legal instrument reflecting a relationship between the U.S. Government and a State or local government or other recipient 

when: 1) The principal purpose of the relationship is to transfer a thing of value to the State or local government or other 

recipient to carry out a public purpose of support or stimulation authorized by a law of the United States instead of acquiring 

(by purchase, lease, or barter) property or services for the direct benefit or use of the U.S. Government; and 2) Substantial

involvement is expected between the executive agency and the State or local government or other recipient when carrying out 

the activity contemplated in the agreement.

Cost-Plus-Fixed-Fee Contracts

A cost-plus-fixed-fee contract is a cost-reimbursement contract that provides for payment to the contractor of a negotiated fee

that is fixed at the inception of the contract. The fixed fee does not vary with actual cost, but may be adjusted as a result of

changes in the work to be performed under the contract. This contract type permits contracting for efforts that might otherwise 

present too great a risk to contractors, but it provides the contractor only a minimum incentive to control costs.

Cross-Agency Priority (CAP) Goals

 A statement of the long-term level of desired performance improvement for Government-wide goals set or revised at 

least every four years. These include outcome-oriented goals that cover a limited number of crosscutting policy areas 

and management goals addressing financial management, strategic human capital management, information technology 

management, procurement and acquisition management, and real property management

Education Coordinating Council (ECC)

Serves as the Agency’s senior decision-making body for strategic direction and planning related to education. The ECC 

determines NASA strategic education direction and assesses Agency progress toward achieving NASA’s educational Vision. 
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Executive Council (EC)

The Executive Council (EC) determines NASA’s strategic direction, assesses Agency progress toward achieving the NASA 

Vision, and serves as the Agency’s senior decisionmaking body for Agency-wide decisions. For topics dealing with Agency 

strategic direction and planning, the EC Chair may call a meeting of the Strategic Management Council, which acts in the 

“extended EC” mode. Members of both councils advise the Administrator in the Administrator’s capacity as Council Chair and 

decision authority.

Exon-Florio Act

The Exon–Florio Act is a law that was enacted by the United States Congress in 1988 to review foreign investment within the 

United States. The amendment was passed into law under the Omnibus Trade and Competitiveness Act of 1988.

Export Control Program

NASA-wide system established to ensure that exports and transfers to foreign parties in international activities are consistent 

with the Export Administration Regulation and the International Traffic in Arms Regulation (ITAR) and NASA international 

cooperative activities.

Federal Employee Viewpoint Survey

The Federal Employee Viewpoint Survey (FEVS) is a tool that measures employees’ perceptions of whether, and to what extent, 

conditions characterizing successful organizations are present in their agencies. Survey results provide valuable insight into

the challenges agency leaders face in ensuring the Federal Government has an effective civilian workforce and how well they 

are responding.

Federally Funded Research and Development Centers (FFRDC’s) 

Activities that are sponsored under a broad charter by a Government agency (or agencies) for the purpose of performing, 

analyzing, integrating, supporting, and/or managing basic or applied research and/or development, and that receive 70 

percent or more of their financial support from the Government; and - (1) A long-term relationship is contemplated; (2) Most or

all of the facilities are owned or funded by the Government; and (3) The FFRDC has access to Government and supplier data, 

employees, and facilities beyond that common in a normal contractual relationship. 

Firm-Fixed-Price Contracts

A firm-fixed-price contract provides for a price that is not subject to any adjustment on the basis of the contractor’s cost 

experience in performing the contract. This contract type places upon the contractor maximum risk and full responsibility for all 

costs and resulting profit or loss. It provides maximum incentive for the contractor to control costs and perform effectively and 

imposes a minimum administrative burden upon the contracting parties. 

Full Cost Accounting

Full cost accounting is a concept that ties all agency costs (including Civil Service personnel costs) to major activities 

(programs) and budgets, accounts, reports and manages programs with a full cost perspective. 

Full-Time Equivalent (FTE)

Full-time equivalent employees equal the number of employees on full-time schedules plus the number of employees on parttime schedules converted to a full-time basis. The number of full-time equivalent employees in each industry is the product 

of the total number of employees and the ratio of average weekly hours per employee for all employees to average weekly 

hours per employee on full-time schedules. An industry’s full-time equivalent employment will be less than the number of its 

employees on full- and part-time schedules, unless it has no part-time employees.
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Grant

A legal instrument reflecting a relationship between the U.S. Government and a State or local government or other recipient 

when: 1) The principal purpose of the relationship is to transfer a thing of value to the State or local government or other 

recipient to carry out a public purpose of support or stimulation authorized by a law of the United States instead of acquiring 

(by purchase, lease, or barter) property or services for the direct benefit or use of the U. S. Government; and 2) Substantial 

involvement is not expected between the executive agency and the State or local government or other recipient when carrying 

out the activity contemplated in the agreement.

Incentive Fee Contracts

An incentive fee provision can be included in a contract to encourage the contractor, through a suitable monetary incentive, to

provide the management, equipment, materials, labor, and supervision necessary for performance improvement. 

Institutional Authorities

The Institutional Authority consists of those organizations not in the Programmatic Authority. As part of Institutional Authority, 

NASA established the Technical Authority process as a system of checks and balances to provide independent oversight of 

programs and projects in support of safety and mission success through the selection of specific individuals with delegated 

levels of authority. Individuals with these formal delegations are Technical Authorities.

International Space Exploration Coordination Group (ISECG)

The ISECG is a voluntary, non-binding international coordination mechanism through which individual agencies may exchange 

information regarding interests, objectives, and plans in space exploration with the goal of strengthening both individual 

exploration programs as well as the collective effort. Together with 13 other space agencies, NASA participates in the 

International Space Exploration Coordination Group (ISECG) to advance a long-range human space exploration strategy. 

Inventions and Contributions Board (ICB) 

ICB is run by the NASA Office of General Counsel and encourages innovation by offering incentives to NASA researchers and 

inventors. Authorized to approve substantial monetary awards, the Board reviews technical contributions to the Government 

and Nation.

Low Earth Orbit (LEO)

The first 100 to 200 miles of space. The International Space Station is in LEO and serves as a critical testbed for research, 

technology, and earth reliant proving ground demonstrations for the Journey to Mars.

Mission Support Council (MSC)

The Mission Support Council (MSC) serves as the Agency’s senior decision-making body regarding the integrated Agency 

mission support portfolio, and mission support plans and implementation strategies (including facility, infrastructure, technical 

capabilities and associated investments). The council members are advisors to the Associate Deputy Administrator, in the 

capacity as the MSC Chair and decision authority. The MSC determines and assesses mission support requirements to enable 

the successful accomplishment of the Agency’s Mission.

Multilateral Coordination Board (MCB)

The International Space Station Multilateral Coordination Board (MCB) is the highest-level cooperative body in the International 

Space Station program. It was set up under the Memoranda of Understanding for the ISS, originally signed in 1998.
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NASA Advisory Council (NAC)

The NASA Advisory Council provides the NASA Administrator with counsel and advice on programs and issues of importance 

to the Agency. The council consists of six committees, Aeronautics, Audit and Finance, Exploration, Human Capital, Sciences, 

and Space Operations. Each committee conducts fact-finding sessions throughout the year in an effort to gain broad 

understanding of current NASA issues and future mission implementation plans. The committees then bring this information to 

the full Council in order that specific recommendations may be prepared.

NASA Governance and Strategic Management Handbook 

Sets forth NASA’s governance framework which are the principles and structures through which the Agency manages 

missions, roles, and responsibilities; and describes NASA’s Strategic Management System, the processes by which the 

Agency manages strategy and its implementation through planning, performance, and results.

NASA Policy Directive (NPD)

This directive sets forth NASA’s governance framework — principles and structures through which the Agency manages 

mission, roles, and responsibilities — and describes NASA’s Strategic Management System — processes by which the 

Agency manages strategy and its implementation through planning, performance, and results.

NASA Procedural Requirements (NPR)

The NASA Procedural Requirements (NPR) establishes the responsibilities and procedures for NASA directives and processes.

NASA Strategic Management System

Composed of a set of continuous processes that, as a whole, allow NASA to assess the allocation of its resources in achieving 

its planned performance goals. The system’s emphasis on program performance and results uses the findings from internal 

and external reviews and evaluations as input to successive planning and programming processes. 

NASA Technology Executive Council (NTEC) 

Performs Agency-level technology integration, coordination and strategic planning. Council membership includes the Mission 

Directorate Associate Administrators (or their designees), and the NASA Chief Engineer (or designee). The NASA Chief 

Technologist chairs the NTEC. 

National Aeronautics and Space Act

Signed by President Dwight Eisenhower on July 29, 1958, the National Aeronautics and Space Act of 1958 “provided for 

research into the problems of flight within and outside the earth’s atmosphere” and established the National Aeronautics and 

Space Administration (NASA).

National Space Policy of the United States of America

The National Space Policy expresses the President’s direction for the Nation’s space activities. The policy articulates the 

President’s commitment to reinvigorating U.S. leadership in space for the purposes of maintaining space as a stable and 

productive environment for the peaceful use of all nations.

Next Generation Air Transportation System (NextGen)

The new Federal Aviation Administration (FAA) suite of technologies and procedures that is transforming the air traffic control

system from a radar-based system (radio comunications) to a satelite-based one. 

Non-Reimbursable Space Act Agreement

Non-reimbursable Space Act Agreements involve NASA and one or more Agreement Partners in a mutually beneficial activity 

that furthers the Agency’s missions, wherein each party bears the cost of its participation, and there is no exchange of funds 

between the parties. 
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North American Industry Classification System (NAICS) Codes 

The North American Industry Classification System (NAICS) classifies business establishments for the purpose of collecting, 

analyzing, and publishing statistical data related to the U.S. economy. The NAICS industry codes define establishments based 

on the activities in which they are primarily engaged.

Omnibus Appropriations Bills

An omnibus spending bill is a type of bill in the United States that packages many of the smaller regular appropriations bills 

into one larger single bill that could be passed with only one vote in each house.

Oversight

To actively monitor the implementation of assigned actions, policy, and procedures. Headquarters officials with an oversight 

role have the responsibility to establish and track performance parameters to ensure assignees are properly implementing their

actions, policies, and procedures. 

Passback

Office of Management and Budget (OMB) notification to agencies of budget, management, and policy decisions following its 

analysis and review of all agency budget submissions. Passback data is pre-decisional in nature and is not widely distributed 

or released. 

Performance Goal

A target level of performance at a specified time or period expressed as a tangible, measurable outcome against which actual 

achievement can be compared, including a goal expressed as a quantitative standard, value, or rate. A performance goal is 

comprised of annual performance indicators with targets and timeframes. 

Performance Indicator

Indicators, statistics, or metrics used to gauge program performance, in support of performance goals. These are generally 

established on an annual basis to correspond with the budget process. 

President’s Budget Request (PBR)

The annual proposed Government budget, as developed by the Executive Branch and submitted to Congress for 

consideration. The PBR includes department and agency requirements that have been integrated to form a cohesive Federal 

budget plan. NASA submits PBR budget data through MAX A-11 and supports the PBR release with a detailed agency budget 

plan and justification.

Procurement

The acquiring by contract with appropriated funds of supplies or services (including construction) by and for the use of the 

Federal Government through purchase or lease, whether the supplies or services are already in existence or must be created, 

developed, demonstrated, and evaluated.

Program

A strategic investment by a Mission Directorate or Mission Support Office that has a defined technical approach, requirements, 

funding level, and a management structure that initiates and directs one or more projects. A program defines a strategic 

direction that the Agency has identified as critical.

Program / Project Life Cycle

NASA manages programs and projects to life cycles that are divided into defined phases that correspond to specific 

activities and increasing levels of expected maturity of information and products. A program or project moves through the life

cycle phases as it progresses from concept to operations, and ultimately to decommissioning. Programs and projects are 

periodically evaluated at specific points to gain formal approval to progress through their life cycle.
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Program Management Council (PMC)

The Program Management Council (PMC) serves as the Agency’s senior decisionmaking body regarding the integrated 

Agency mission portfolio. The PMC baselines and assesses performance of NASA projects, programs, Mission Directorate 

portfolios, and the integrated Agency portfolio to ensure achievement of NASA strategic goals. The council members are 

advisors to the Associate Administrator in the capacity as the PMC Chair and decision authority.

Project

A specific investment having defined goals, objectives, requirements, life-cycle cost, a beginning, and an end. A project yields 

new or revised products or services that directly address NASA’s strategic goals. They may be performed wholly in-house, by 

Government, industry, academic partnerships, or through contracts with private industry. 

Reimbursable Funding

Funds transferred among agencies as payments for services provided by one agency to another. 

Security Operations Center (SOC)

NASA’s nerve center for detection and monitoring of security incidents for the Agency, providing continuous, uninterrupted 

event detection, situational awareness, incident management and tracking. The SOC maintains a sound and secure information 

assurance posture for more than 100,000 (including telephones) devices and users across NASA. 

Senior Management Council (SMC)

In addition to the governing councils, the Administrator may convene NASA senior leadership to advise on key issues and 

strategy through the Senior Management Council (SMC) and other non-governing bodies that may be established under NPD 

1000.3.

Space Act

See National Aeronautics and Space Act

Space Act Agreement

A binding agreement entered into under the “other transaction” authority in the Space Act between NASA and another party 

(“Agreement Partner”). Space Act Agreements can be Reimbursable (NASA’s costs are reimbursed for its unique goods, 

services, or facilities), Nonreimbursable (there is no exchange of funds), or Funded (appropriated funds are transferred to a 

domestic Agreement Partner to accomplish an Agency mission). Properly obligated budget authority remains obligated after 

the appropriation expires for liquidating the ordering agency’s obligation as the performing agency completes the work (i.e., 

it does not have to be deobligated before the appropriation expires, like Economy Act obligations). However, as with other 

contractual obligations, once the agency liquidates the obligation, any remaining balances are subject to the original purpose

and time limitations and are not available for new obligation after the account has expired.

Stakeholder

An individual or organization that is materially affected by the outcome of a decision or deliverable but is outside the 

organization doing the work or making the decision.

Strategic Management

A series of integrated activities that enable the Agency to establish and execute strategy, make decisions, allocate resources, 

formulate and implement programs and projects, and measure their performance.
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Strategic Objective

Strategic objectives reflect the outcome or management impact the Agency is trying to achieve. Each objective is tracked 

through a suite of performance goals and annual performance indicators. Strategic objectives and performance goals 

should facilitate prioritization and assessment for planning, management, reporting, and evaluation purposes. Strategic 

objectives are used to help decide which indicators are most valuable to provide leading and lagging information, monitor 

Agency operations, show how employees contribute to the organization’s mission, determine program evaluations needed, 

communicate Agency progress, and consider the impact of external factors on the agency’s progress. The set of all Agency 

strategic objectives together should be comprehensive of all agency activity. Objectives are usually outcome-oriented as it 

relates to the Agency’s mission; however, management and other objectives may be established to communicate the breadth 

of Agency efforts.

Strategic Plan

The Strategic Plan presents the long-term objectives the Agency hopes to accomplish, set at the beginning of each new term 

of an Administration. It describes general and longer-term goals the Agency aims to achieve, what actions the Agency will take

to realize those goals and how the agency will deal with the challenges likely to be barriers to achieving the desired result. An 

Agency’s Strategic Plan should provide the context for decisions about performance goals, priorities, and budget planning, 

and 29 Governance and Strategic Management Handbook should provide the framework for the detail provided in Agency 

annual plans and reports. 

Suborbital

A spaceflight or mission having or following a trajectory of less than one orbit.

Technical Authorities 

The individuals within the technical authority process who are funded independent of a program or project and who have 

formally delegated Technical Authority traceable to the Administrator. The three organizations who have Technical Authorities 

are Engineering, Safety and Mission Assurance, and Health and Medical. 

Technical Capabilities Assessment Team (TCAT)

A team chartered to establish a more efficient operating model that maintains critical capabilities and meets current and future 

mission needs. TCAT is developing a method to strategically address the technical capabilities required to support Agency 

goals and enable decision makers to make informed decisions on investing/divesting strategically within the budget while 

strengthening innovation in critical areas needed to advance our mission.

Technology Roadmaps 

A set of 14 Technology Roadmaps that guide the development of space technologies. The 2015 NASA Technology Roadmaps 

expand and update the original 2012 roadmaps, providing extensive details about anticipated NASA mission capabilities and 

associated technology development needs.

Technology Transfer

Share the Agency’s technology with industry, academia and other government agencies, making it simpler and faster for end 

users to acess the benefits of the Nation’s investment in aerospace research.

Work-Year Equivalent (WYE)

Contract hours computed by dividing the total hours compensated (includes regular hours, leave, compensatory time used, 

and overtime, but excluding leave without pay) by 2,087 hours. 
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AAAS - American Association for the Advancement of Science

AAVP - Advanced Air Vehicles Program

AC - Advanced Composites

ACTE - Adaptive Compliant Trailing Edge

ADR - Alternative Dispute Resolution

AES - Advanced Exploration Systems

AFGE - American Federation of Government Employees

AFR - Agency Financial Report

AFRC - Armstrong Flight Research Center

AHP - Anti‐Harassment Program

AI - Agency Integration

AIAA - American Institute of Aeronautics and Astronautics

AOSP - Airspace Operations and Safety Program

APAC - Agency Programmatic Analysis Capability

APL - Applied Physics Laboratory

APP - Annual Performance Plan

APR - Annual Performance Report

ARC - Ames Research Center

ARCD - Aerospace Research and Career Development

ARMD - NASA’s Aeronautics Research Mission Directorate

ASI - Italian Space Agency

ASM - Acquisition Strategy Meetings

ATD - Airspace Technology Demonstration

ATM - Air Traffic Management

ATOL - Air Traffic Operations Laboratory

BIS - The Commerce Department’s Bureau of Industry and Security

BSA - Business Services Assessment

CAEP - Committee on Aviation Environmental Protection

CAP Goals - Cross‐Agency Priority Goals

CAS - Convergent Aeronautics Solutions

CAST - Commercial Aviation Safety Team

CCC - Communications Coordinating Council

CDM - Continuous Diagnostics and Mitigation

CECR - Construction and Environmental Compliance and Restoration

CERTAIN - City Environment For Range Testing of Autonomous Integrate Navigation

APPENDIX B: ACRONYMS
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CFD - Computational Fluid Dynamics

CHS - Crew Health and Safety

CI - Counterintelligence

CITC - Consolidated Information Technology Center

CJS - Commerce, Justice, Science, and Related Agencies

CKO - Chief Knowledge Office

CoF - Construction of Facilities

COLTS - Combined Loads Test System

COMSEC - Communications Security

COOP - Continuity of Operations

CoSTEM - Committee on STEM Education

CP&G - Capital Planning & Governance

CR - Continuing Resolution

CSOC - Common System Operations Costs

CT - Counterterrorism

CTC - Center Technology Council

D&I - Diversity & Inclusion

DAA - Document Availability Authorization

DATR - Dryden Aeronautical Test Range

DHS - Department of Homeland Security

DLR - German Space Agency

DoD - Department of Defense

DoE - Department of Energy

DOF - Degrees of Freedom

DOL - Department of Labor

DoS - Department of State

DSCOVR - Deep Space Climate Observer

DSN - Deep Space Network

DSS - Deep Space Station

EAR - Export Administration Regulations

EB-PRO - Enterprise Border Protection

EC - Executive Council

ECC - Education Coordinating Council

ECR - Environmental Compliance and Restoration

EEO - Equal Employment Opportunity

APPENDIX B: ACRONYMS
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EEOC - U.S. Equal Employment Opportunity Commission

EIB-NAC - Enterprise Internal Border and Network Access Control

EO - Executive Order

EPA - Environmental Protection Agency

EPACS - Electronic Physical Access Control System

EPD - Educator Professional Development

EPSCoR - Experimental Program to Stimulate Competitive Research

ER - Employee Relations

ES&I - Enterprise Service I Integration

ESA - European Space Agency

ESD - Exploration Systems Development

EUMETSAT - European Organisation for the Exploitation of Meteorological Satellites

EUS - Exploration Upper Stage

EVI - Earth Venture Instrument

EVM - Earth Venture Mission

EVS - Earth Venture Suborbital

FAA - Federal Aviation Administration

FAR - Federal Acquisition Regulations

FC-STEM - Federal Coordination in STEM Education Task Force

FDA - Food and Drug Administration

FEVS - Federal Employee Viewpoint Survey

FFRDC - Federally Funded Research and Development Centers

FLL - Flight Loads Laboratory

FLRA - Federal Labor Relations Authority

FNAM - Foreign National Access Management

FOC - Full Operational Capability

FOIA - Freedom of Information Act

FTE - Full-Time Equivalent

FY - Fiscal Year

GFZ - German Research Centre for Geosciences

GOES - Geostationary Operational Environmental Satellite

GPM - Global Precipitation Measurement

GPSP - Global Positioning System-Payload

GRACE-FO - Gravity Recovery and Climate Experiment Follow-On

GRC - Glenn Research Center

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GS - General Schedule

GSFC - Goddard Space Flight Center

HBCU - Historically Black Colleges and Universities

HEOMD - Human Exploration and Operations Mission Directorate

HHS - Department of Health and Human Services

HMTA - Health and Medical Technical Authority

HOA - Heads of Agency

HR - Human Resources

HRP - Human Research Program

HSFO - Human Space Flight Operations

HST - Hubble Space Telescope

HTT - High Temperature Tunnel

HUNCH - High Schools United with NASA to Create Hardware

IASP - Integrated Aviation Systems Program

ICAM - Identity, Credential, and Access Management

ICESat-2 - The Ice, Cloud, and Land Elevation Satellite-2

ICPS - Interim Cryogenic Propulsion System

IDA - International Docking Adapter

IFAR - International Forum for Aviation Research

IFPTE - International Federation of Professional and Technical Engineers

ISAAC - Integrated Structural Assembly of Advanced Composites

ISECG - International Space Exploration Coordination Group

ISIM - Integrated Science Instrument Module

ISRO - Indian Space Research Organisation

ISS - International Space Station

IT - Information Technology

ITAR - International Traffic in Arms Regulations

ITP - Insider Threat Program

ITSD - Information Technology and Security Division

IV&V - Independent Verification and Validation

IWG - Interagency Working Group

JASD - Joint Agency Satellite Division

JAXA - Japan Aerospace Exploration Agency

JPL - Jet Propulsion Laboratory

JSC - Johnson Space Center

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JWST - James Webb Space Telescope

KSC - Kennedy Space Center

LAL - Langley Aerothermodynamics Laboratory

LANDIR - Landing and Impact Research Facility

LaRC - Langley Research Center

LASF - Launch Abort System Facility

LBFD - Low Boom Flight Demonstrator

LCC - Launch Control Center

LDCM - Landsat Data Continuity Mission

LEED - Leadership in Energy and Environmental Design

LEO - Low Earth Orbit

LMF - Labor Management Forum

LRA - Laser Retro-Reflector Assembly

LSP - Launch Services Program

MCB - Multilateral Coordination Board

MCC - Mission Control Center

MCMC - Mars Climate Modeling Center

MDAO - Multi-Disciplinary Analysis and Optimization

MDL - Microdevices Laboratory

MDM - Mobile Device Management

MOPS - Minimum Operational Performance Standards

MOU - Memorandum of Understanding

MPPF - Multi-Payload Processing Facility

MSC - Mission Support Council

MSFC - Marshall Space Flight Center

MSI - Minority Serving Institutions

MUREP - Minority University Research and Education Project

NAI - NASA’s Astrobiology Institute

NAICS - North American Industry Classification System

NARI - NASA Aeronautics Research Institute

NAS - National Airspace System

NBL - Neutral Buoyancy Laboratory

NEO - Near-Earth Objects

NESC - NASA Engineering and Safety Centers

NFS - NASA FAR Supplement

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NIFS - NASA Internships, Fellowships, and Scholarships

NISAR - NASA-ISRO Synthetic Aperture Radar

NIST - Department of Commerce’s National Institute of Standard and Technology

NITTF - National Insider Threat Task Force

NMO - NASA Management Office

NNI - National Nanotechnology Initiative

NNMI - National Network for Manufacturing Innovation

NOAA - National Oceanic and Atmospheric Administration

NPD - NASA Policy Directive

NPR - NASA Procedural Requirements

NPSTA - NASA Protective Services Training Academy

NSC - National Security Council

NSF - National Science Foundation

NSSC - NASA Shared Services Center

NTEC - NASA Technology Executive Council

NTF - National Transonic Facility

OHCM - Office of Human Capital Management

OIIR - NASA Office of International and Interagency Relations

OMB - White House Office of Management and Budget

ONR - Office of Naval Research

OP3 - Open Platform Partnership Program

OPF - Orbiter Processing Facility

OPM - Office of Personnel Management

OPR - Overall Pressure Ration

OSA - Organizational Safety Assessment

OSDBU - Office of Small and Disadvantaged Business Utilization

OSTP - White House Office of Science and Technology Policy

OTA - Other Transactions Authority

OTE - Optical Telescope Element

OTIS - Optical Telescope Element and Integrated Science

PACE - Plankton, Aerosols, Clouds, and Ocean Ecosystem

PBS - Plum Brook Station

PDCO - Planetary Defense Coordination Office

PDI - Pre-Decisional Involvement

PDR - Preliminary Design Review

PHO - Potentially Hazardous Objects

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PMC - Program Management Council

PPBE - Planning, Programming, Budgeting, and Execution

PPD - Presidential Policy Directive

PSM - Procurement Strategy Meeting

QuAIL - Quantum Artificial Intelligence Laboratory

R&D - Research & Development

R&T - Research & Technology

RAIF - Research Aircraft Integration Facility

RCM - RADARSAT Constellation Mission

RPT - Rocket Propulsion Test

RTCA - Radio Technical Commission for Aeronautics

RTF - Reduce the Footprint

SAA - Space Act Agreement

SAP - Special Access Programs

SAR - Synthetic Aperture Radar

SATCOM - Satellite Communications

SBIR - Small Business Innovative Research

SC - Safety Culture

SCaN - Space Communications and Navigation

SE - STEM Engagement

SEAP - STEM Education and Accountability Program

SEL - Sound Exposure Level

SFCO - Space Flight Crew Operations

SHIVER - Structural Heat Intercept, Insulation and Vibration Evaluation Rig

SIP (ARMD) - Strategic Implementation Plan

SIP (NASA Interaction with Academia and Industry) - Strategy Implementation Planning

SLF - Shuttle Landing Facility

SLS - Space Launch System

SMA - Safety and Mission Assurance

SMAP - Soil Moisture Active Passive

SMC - Senior Management Council

SME - Subject Matter Expert

SMEX - Small Explorer

SOC - Security Operations Center

SOFIA - Stratospheric Observatory for Infrared Astronomy

Space Grant - National Space Grant College and Fellowship Program

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SPP - Solar Probe Plus

SSC - Stennis Space Center

SSERVI - Solar System Exploration Research Virtual Institute

SSFL - Santa Susana Field Laboratory

SSMS - Safety, Security, and Mission Services

STEM - Science, Technology, Engineering, and Mathematics

STIP - Strategic Technology Investment Plan

STS - Space Transportation System

STTR - Small Business Technology Transfer

SVMF - Spaceflight Vehicle Mockup Facility

SWOT - Surface Water Ocean Topography

SWP - Strategic Workforce Planning

SWPC - Space Weather Prediction Center

T&I - Technology & Innovation

TACP - Transformative Aeronautics Program

TBW - Truss Braced Wing

TCAT - Technical Capabilities Assessment Team

TCL - Technology Capability Level

TDRS - Tracking and Data Relay Satellite

TDT - Transonic Dynamics Tunnel

TRI - Translational Research Institute

TTT - Transformational Tools and Technologies

UAE - United Arab Emirates

UAS - Unmanned Aircraft Systems

UIC - University Innovation and Challenges

UNCOPUOS - United Nations Committee on the Peaceful Uses of Outer Space

USDA - US Department of Agriculture

USGS - U.S. Geological Survey

UTM - UAS Traffic Management

VAB - Vehicle Assembly Building

VLOS - Visual Line-of Sight

VST - Vertical Spin Tunnel

VTOL - Vertical Takeoff and Landing

WFIRST - Wide Field Infrared Survey Telescope

WSTF - White Sands Test Facility

WYE - Work-Year Equivalent

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Six strategic thrusts guide ARMD’s research into solutions for global aviation challenges such as increasing demand for highspeed mobility, environmental sustainability, and how best to introduce revolutionary technologies while maintaining safety.

In April a model of a future aircraft design called a truss-braced wing, which dramatically cuts fuel use and emissions, was put 

through wind-tunnel tests at NASA’s Ames Research Center.

In June ARMD joined Charlotte Douglas International Airport to dedicate a laboratory for use during an upcoming air traffic 

management field trial called ATD-2 that will test tools to improve scheduling for airport air and ground vehicles, reducing 

delays, fuel use, emissions and noise.

In April this drone was one of more than 20 flown during a test of an Unmanned Traffic Management research platform 

developed by ARMD that provides performance data on possible technologies for a safe drone operations system.

In February, NASA announced preliminary design was beginning on a Low Boom Flight Demonstration Quiet Supersonic 

Transport, or QueSST, which could lead to the ability to fly commercial aircraft at supersonic speed over land.

In August, a model of a future aircraft design that can dramatically cut fuel use, emissions and noise was put through windtunnel tests at NASA’s Langley Research Center.

In 2015 ARMD continued developing design tools for simulating airflow around non-traditional aircraft shapes, such as this D8 

“double bubble.” 

In 2015-16 ARMD and the Air Force Research Laboratory used the 28-foot wingspan X-56A Multi-Utility Technology Testbed 

to continue tests of highly flexible lightweight structures and advanced control technologies for future ultra-efficient aircraft. 

In September the Mission Adaptive Digital Composite Aerostructure Technologies, or MADCAT, team of ARMD researchers 

and university students prepped an ultra-light wing made from advanced carbon fiber composites that uses actuators and 

computers to change shape during flight. 

In June ARMD announced the first official “X”-vehicle designation for the X-57 Maxwell, an all-electric propulsion 

experimental aircraft that could achieve five-time reduction in energy and eliminate carbon emissions.

Backdropped by Earth’s horizon and the blackness of space, the International Space Station is featured in this image 

photographed by an STS-130 crew member on space shuttle Endeavour after the station and shuttle began their post-undocking 

relative separation. Undocking of the two spacecraft occurred at 7:54 p.m. (EST) on Feb. 19, 2010.

CST100-Boeing crew capsule.

Mockup of the SpaceX commercial crew capsule, Crew Dragon.

A group of U.S. Navy divers, Air Force pararescumen and Coast Guard rescue swimmers are practicing Orion underway 

recovery techniques in the Neutral Buoyancy Laboratory (NBL) at JSC in Houston to prepare for the first test flight of an 

uncrewed Orion spacecraft with the agency’s Space Launch System rocket during EM-1. 

A view from below in High Bay 3 inside the Vehicle Assembly Building at KSC in Florida, shows three work platforms installed 

for NASA’s Space Launch System (SLS) rocket. The lower platforms are the K-level work platforms and above them are the 

J-level work platforms. A crane is lowering the second half of the J-level platforms for installation about 112 feet above the floor, 

or nearly 11 stories high. The newly installed platform will complete the second of 10 levels of work platforms that will surround 

and provide access to the SLS rocket and Orion spacecraft for EM-1. 

Resource Prospector is a robotic precursor mission that will search for ice on the Moon to assess the feasibility of using lunar 

resources to produce water, oxygen, and propellants.

Astronaut Scott Kelly and Cosmonaut Mikhail Kornienko completed the ISS one-year mission, the longest mission ever 

undertaken by a U.S. astronaut. HRP developed the US/Russian joint biomedical research plan that included ISS studies on 

ocular health, immune and cardiovascular systems, cognitive performance testing, and effectiveness of countermeasure against 

bone and muscle loss.
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NASA astronaut Karen Nyberg, Expedition 36, conducts an ocular health exam on herself in the ISS. HRP researchers are 

working to monitor, understand and prevent visual impairment and intracranial pressure (VIIP) during long-duration space 

missions. 

Aerial view of the Canberra Complex.

Scott Kelly inside a Soyuz simulator at the Gagarin Cosmonaut Training Center located at Star City, Russia preparing for his 

one-year mission and twin study which concluded in March of 2016.

Expedition 39 flight engineer Steve Swanson (wearing sunglasses) is photographed near the Veggie facility in ExPRESS 

(Expedite the Processing of Experiments to Space Station) Rack 3 (ER3) during Veg-01 experiment initialization. This 

investigation on ISS focused on the growth and development of lettuce (Lactuca sativa) seedlings in the spaceflight 

environment and the effects of the spaceflight environment on composition of microbial flora on the Veggie-grown plants and 

the Veggie facility. 

Engine Testing at the Stennis Space Center A-1 Test Stand in support of SLS development.

On January 9, 2015, RPT performed the first RS-25 engine test on the A-1 test stand at SSC in Mississippi. This successful 

300-second test began a multi-year testing effort required to prepare the engine for use on the SLS Core Booster Stage.

NASA’s Operation IceBridge mission comprises the largest airborne research campaign ever flown over Earth’s polar region. 

The mission is designed to continue critical ice sheet measurements in a period between active satellite missions and help 

scientists understand how much the major ice sheets of Greenland and Antarctica could contribute to sea level rise. 

Artist rendering of ICESat-2, an ICESat follow-on satellite to continue the assessment of polar ice changes.

Artist concept image of the GRACE-FO mission, which will allow scientists to gain new insights into the dynamic processes in 

Earth’s interior, currents in the oceans, and variations in the extent of ice coverage.

Artist rendering of SWOT, a mission designed to improve our understanding of the world’s oceans and terrestrial surface 

waters.

Artist rendering of NISAR, which will use advanced radar imaging to observe and take measurements of some of the planet’s 

most complex processes, including ecosystem disturbances; ice sheet collapse; and natural hazards, such as earthquakes, 

tsunamis, volcanoes, and landslides.

Artist rendition of Landsat 9, which will continue the continuous acquisition of multispectral images of the global land surface 

that began with the launch of Landsat 1 in 1972.

Simulated satellite image of the ocean and scattered clouds, of the type that will be collected by the PACE satellite to support 

the continuation of critical climate and Earth system records. 

Artist rendering of the OSIRIS-REx spacecraft, which launched in September 2016, traveling to Bennu, a near-Earth 

carbonaceous asteroid, to study the asteroid in detail and bring back a sample to Earth.

Artist rendering of Juno, which launched on August 5, 2011, and arrived at Jupiter on July 4, 2016, to begin in-depth study of 

the planet.

Artist conception of NASA’s Europa Mission, which will perform a detailed investigation of Europa -- a world that shows 

strong evidence for an ocean of liquid water beneath its icy crust and which could host conditions favorable for life.  

Artist rendering of the Mars 2020 science rover mission; this view depicts the top of the 2020 rover’s mast.

Photo of the most recent New Frontiers mission, OSIRIS-REx, which was launch in September 2016 to begin its 7-year 

asteroid sample return mission.

Artist concept of humans on the surface of Mars; NASA is working today to study possible landing sites.
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Artist rendering of the Chandra X-ray Observatory (CXO), a space telescope designed to detect X-ray emission from very hot 

regions of the Universe such as exploded stars, clusters of galaxies, and matter around black holes. 

Artist’s rendering of the Hubble Space Telescope and its iconic “Pillars of Creation” image, showing three giant columns of cold 

gas bathed in ultraviolet light from a cluster of young massive stars.

Artist rendition of the James Webb Space Telescope (JWST), a NASA strategic mission to study many problems in astronomy 

and astrophysics as diverse as imaging the earliest stars and galaxies to form after the Big Bang to the remote examination of 

the atmospheres of exoplanets.

Artist rendering of the Kepler mission; the first NASA mission aimed specifically at trying to find Earth-sized planets orbiting 

stars similar to our own Sun.

Artist rendition of SOFIA, a unique airborne astronomical observatory that provides scientific data that are impossible 

to obtain from even the largest ground-based telescopes, enabling scientific exploration of a wide range of astronomical 

phenomena.

Artist rendering of WFIRST, an observatory designed to perform wide field imaging and surveys of the sky at near-infrared 

wavelengths to address key questions in astrophysics.

Artist rendition of Solar Probe Plus (SPP), which will visit the Sun’s outer atmosphere, arguably the last region of the solar 

system to be visited by a spacecraft.

Artist rendering of the collaborative NASA and ESA Solar Orbiter mission that will give NASA better insight on the evolution 

of sunspots, active regions, coronal holes, and other solar features and phenomena.

Artist rendering of the Magnetospheric Multiscale. Studying magnetic reconnection around the Earth.

Artist rendering of Voyager. Moving beyond the winds of the sun.

Artist rendition of GEOS-R, the next generation of National Oceanic and Atmospheric Administration (NOAA) geostationary 

satellites that will provide a major improvement in quality, quantity, and timeliness of data collected.

Artist renderings of the Heliophysics Explorers, ICON and GOLD; ICON is a single spacecraft mission dedicated to 

understanding neutral-ion coupling in the thermosphere and ionosphere, while the GOLD investigation will perform 

unprecedented imaging of the Earth’s thermosphere and ionosphere from geostationary orbit. 

Artist rendition of GOES-R, the next generation of National Oceanic and Atmospheric Administration (NOAA) polar orbiting 

environmental monitoring satellites and represents significant technological and scientific advancements in severe weather 

prediction and environmental monitoring.

Artist rendering of the JPSS-14. Providing global data for weather forecasts and climate monitoring.

Advanced solar electric propulsion will be needed for future human expeditions into deep space, including to Mars. Shown 

here is a 13-kilowatt Hall thruster being evaluated at NASA’s Glenn Research Center in Cleveland. Hall thrusters trap electrons 

in a magnetic field and use them to ionize the onboard propellant. It uses 10 times less propellant than equivalent chemical 

rockets.

NASA engineers have successfully completed heat shield testing of an Adaptive Deployable Entry and Placement Technology 

(ADEPT) model under conditions akin to entering the Martian atmosphere.

The DIWATA-1 satellite is deployed from outside of the Japanese Kibo module.

Centennial Challenges NASA.
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The hybrid wing body future subsonic aircraft concept, which seamlessly blends wing into fuselage, would use 50% less energy 

and contain noise within the airport’s boundary. 

In late 2015 ARMD used a technique called schlieren photography to capture this image of shock waves as part of its efforts to 

reduce the level of a supersonic aircraft’s sonic boom.

In February NASA Aeronautics announced a bold, 10-year initiative – New Aviation Horizons -- to design, build and fly 

experimental aircraft constructed with advanced technologies that dramatically reduce fuel use, emissions and noise.

Expedition 48 Commander Jeff Williams (shown here) and Flight Engineer Kate Rubins of NASA successfully installed the 

first of two international docking adapters Friday Aug. 19, 2016, during a five hour and 58-minute spacewalk.

NASA astronauts Kate Rubins (left) and Jeff Williams (right) prepare to grapple the SpaceX Dragon supply spacecraft from 

aboard the International Space Station.

MODIS Globe.

Cassini-Saturn, Approaching Northern Summer.

In this highest-resolution image from NASA’s New Horizons spacecraft, great blocks of Pluto’s water-ice crust appear jammed 

together in the informally named al-Idrisi mountains.

This composite color infrared image of the center of our Milky Way galaxy reveals a new population of massive stars and new 

details in complex structures in the hot ionized gas swirling around the central 300 light-years. This sweeping panorama is the 

sharpest infrared picture ever made of the Galactic core.

NASA recently completed a major space technology development milestone by successfully testing a pressurized, large 

cryogenic propellant tank made of composite materials.

NASA’s Saucer-Shaped Low-Density Supersonic Decelerator (LDSD) Preps for Flight Test.

Technology Drives Exploration. NASA’s new technologies in development will be usable across many missions.

NASA astronaut Scott Kelly is pictured near three Synchronized Position Hold, Engage, Reorient, Experimental Satellites 

(SPHERES) floating freely in the Kibo laboratory of the International Space Station.

Image of Space Launch System Qualification Motor 2 test or, QM-2, with HiDyRS-X camera.

A new robotic composite fiber placement system will be used to build large space structures for space vehicles. Lightweight 

composites have the potential to increase the amount of payload that can be carried by a rocket along with lowering its total 

production cost. The robotic system is part of the Composites Technology Center at NASA’s Marshall Space Flight Center in 

Huntsville, Alabama.

Dr. Woodrow Whitlow, Jr. (left), Associate Administrator for Mission Support Directorate at NASA Headquarters presents 

Donna Brazile, keynote speaker at a program celebrating National Women’s History Month, with a framed NASA montage, 

Thursday, March 14, 2013 in Washington.

The second and final qualification motor (QM-2) test for the Space Launch System’s booster is seen, Tuesday, June 28, 2016, at 

Orbital ATK Propulsion Systems test facilities in Promontory, Utah. 

Former NASA astronaut Scott Kelly gives a presentation about his time living and working aboard the International Space 

Station on Wednesday, May 25, 2016 at NASA Headquarters in Washington DC.

NASA server room.

Aerial view of NASA Shared Servives Center at NASA Stennis Space Center.
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A United States Marine Corps helicopter is seen flying through this scene of the full moon and the U.S. Capitol on Tuesday, 

Feb. 7, 2012, from Arlington National Cemetery.

In High Bay 3 inside the Vehicle Assembly Building at NASA’s Kennedy Space Center in Florida, construction workers assist 

during installation of the second half of the D-level work platforms, D north, for NASA’s Space Launch System (SLS) rocket. 

Formerly known as the space shuttle main engine, the RS-25 accumulated over 1 million seconds—or almost 280 hours — of 

hot fire experience during 135 missions and numerous related engine tests like the one pictured here.

The United Launch Alliance Delta IV Heavy rocket with NASA’s Orion spacecraft mounted atop, lifts off from Cape Canaveral 

Air Force Station’s Space Launch Complex 37 at at 7:05 a.m. EST, Friday, Dec. 5, 2014, in Florida. 

Kennedy Emergency Response Team Hones Skills at Annual SWAT Round-up International.

Special Rescue Operations firefighters with NASA Fire Rescue Services in the Protective Services Office at Kennedy Space 

Center in Florida practice vehicle extrication training at an auto salvage yard near the center. A firefighter with an axe assists as 

another firefighter uses a special tool to punch through the door of the vehicle. Image Credit: NASA/Daniel Casper.

In 2010, Stennis Space Center completed total rebuilds of the north and south (as shown) security gates to enhance appearance 

and increase safety. 

The front entrance to Sustainability Base at NASA Ames Research Center.

Test Stand 4697 will subject the 196,000-gallon cryogenic liquid oxygen tank in the massive core stage of NASA’s Space Launch 

System to the tremendous forces it will endure in launch and flight. Image Credit: NASA/MSFC/Fred Deaton.

The doors of the gantry support structure are opened to reveal the Minotaur V rocket on Pad 0B at the Mid-Atlantic Regional 

Spaceport (MARS) at NASA’s Wallops Flight Facility, Friday, Sept. 6, 2013 in Virginia. 

HOUSTON, Texas - NASA’s Stephanie Schierholz opens a presentation about the agency’s Commercial Crew Program 

highlighting key development activities, test plans and objectives for achieving certification of two American crew 

transportation systems.

Alice Bowman New Horizons mission operations manager, Johns Hopkins University Applied Physics Laboratory (APL), left, 

New Horizons Principal Investigator Alan Stern of Southwest Research Institute (SwRI), Boulder, CO., and NASA Associate 

Administrator for the Science Mission Directorate John Grunsfeld unveil the last and sharpest image of Pluto captured before 

closest approach of the New Horizons spacecraft during a media briefing moderated by NASA Senior Public Affairs Officer 

Dwayne Brown, right, Tuesday, July 14, 2015 at the Johns Hopkins University Applied Physics Laboratory (APL) in Laurel, 

Maryland. Photo Credit: (NASA/Bill Ingalls) 

Former NASA astronaut Scott Kelly speaks during an event at the United States Capitol Visitor Center, Wednesday, May 25, 

2016, in Washington. Photo Credit: (NASA/Bill Ingalls)

Gay Yee Hill, left, interviews Rick Nybakken, Juno project manager, Jet Propulsion Laboratory (JPL), right, just after they 

received communication from Juno that the engine burn had started, positioning the spacecraft into orbit around Jupiter, 

Monday, July 4, 2016 at the Jet Propulsion Laboratory in Pasadena, CA.

Tina Lai speaks on a panel at the Engaging Women and Girls in STEM through Data Science event on Wednesday, June 15, 

2016 at NASA Headquarters in Washington.

Former NASA astronaut José Hernández speaks during the Aspira con NASA/Aspire with NASA Hispanic Heritage Month 

event on Tuesday, Oct. 4, 2016 at NASA Headquarters in Washington.

The Hispanic Advisory Committee for Employees (HACE) is one of the most active and engaged advisory committees under 

the Equal Employment Opportunities Office. They enthusiastically promote diversity and inclusion for both their constituents 

and GSFC. 

Participants at the Students Launch Rocket Fair give technical presentations to, and get valuable feedback from, engineers and 

Team members from both NASA and Student Launch corporate sponsors. 
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Visitor Center at NASA Goddard Space Flight Center. 

Meeting a Robonaut mockup at a NASA Community College Aerospace Scholars event. 

A Washington-area student asks a question at a STEM event at the Smithsonian’s National Air and Space Museum in 

Washington. Photo Credit: (NASA/Bill Ingalls) 

OIIR International Flags. 

This artist’s concept depicts the moment immediately after NASA’s Curiosity rover touches down onto the Martian surface.

The James Webb Space Telescope, previously known as Next Generation Space Telescope, is a Flagship-class space observatory.

Crew members from ISS Expedition 20 represent five nations and the five partners in building the International Space Station: 

Belgium (European Space Agency), Canada, Japan, Russia, and the United States.

President Barack Obama delivers his State of the Union address to a joint session of Congress on Capitol Hill on Tuesday, Jan. 

20, 2015, in Washington.

NASA Technology Day on the Hill, Wednesday, April 29, 2015, in the Rayburn House Office Building in Washington.

The Orbital Sciences Corporation Antares rocket, with the Cygnus cargo spacecraft aboard, is seen in this false color infrared 

image, as it launches from Pad-0A of the Mid-Atlantic Regional Spaceport (MARS), Wednesday, Sept. 18, 2013, NASA Wallops 

Flight Facility, Virginia.

NASA engineers install a male and female test dummy into a water landing Orion test article. Test dummies are used to collect 

data on the impact astronauts could experience when splashing down in the Pacific Ocean during a NASA space mission.

NASA astronaut Suni Williams exits a test version of the Orion spacecraft in the NBL in Houston. Image Credit: NASA

NASA Kennedy Space Center employees observed a fire safety demonstration Oct. 8 presented by the Florida Fire Sprinkler 

Association during the National Fire Protection Association’s Fire Prevention Week. Kennedy Space Center firefighters were 

on hand to extinguish the fire. Photo credit: NASA/Greg Harland.

The NASA Office of Safety & Mission Assurance (OSMA) hosted a Risk Management (RM) summit on Oct. 15-16, 2014, at 

NASA Goddard Space Flight Center (GSFC). 

The Orion crew module is positioned on a test stand inside the Operations and Checkout Building high bay at NASA’s 

Kennedy Space Center in Florida.

NASA Glenn regularly engages the small business community in support of its missions. 

2016 Marshall Small Business Alliance Meeting.

A giant cluster of about 3,000 stars called Westerlund 2, named for Swedish astronomer Bengt Westerlund who discovered the 

grouping in the 1960s. The cluster resides in a raucous stellar breeding ground known as Gum 29, located 20,000 light-years 

away from Earth in the constellation Carina.

The left eye of the Mast Camera (Mastcam) on NASA’s Mars rover Curiosity took this image of the camera on the rover’s arm, 

the Mars Hand Lens Imager (MAHLI), during the 30th Martian day, or sol, of the rover’s mission on Mars (Sept. 5, 2012).

Jim Corliss, project chief engineer, poses moments before the Aug. 25, 2016 Orion drop test. Corliss explained that forces 

absorbed during splashdown determine more than half of the structure of the crew module. Credits: NASA/David C. Bowman 

Dr. Rafat Ansari demonstrates to Dr. Ed Hoffman how light scattering technology works to diagnose disease in the layers of 

the eye. In the foreground are several of Rafat’s other ocular research innovations. 

Representatives from NASA and Orbital ATK examine a Black Brant sounding rocket the day before launch. 
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Welders inside a large liquid hydrogen tank for NASA’s Space Launch System at the Michoud Assembly Facility in New 

Orleans are plugging holes left after the tank was assembled. Using frictional heating and forging pressure, friction stir welding 

produces high-strength bonds virtually free of defects. 

A liquid hydrogen tank weld confidence article, at left, for the core stage of NASA’s new rocket, the Space Launch System, 

recently was completed on the Vertical Assembly Center at Michoud Assembly Facility in New Orleans. 

Dr. Holdren (center) operates a robotic arm within the Robotic Operations Center (ROC) as roboticist Justin Brannan (left) 

describes the ROC’s simulation capabilities.

Flight Engineer Reid Wiseman, equipped with a bungee harness, exercises on the Combined Operational Load Bearing 

External Resistance Treadmill (COLBERT) in the Tranquility node of the International Space Station.

Expedition 48 Commander Jeff Williams (pictured) and Flight Engineer Kate Rubins of NASA conducted a five-hour and 

58-minute spacewalk on Aug. 19, 2016. 

Astronaut Suni Williams, Expedition 14 Flight Engineer, prepares a laptop in the Human Research Facility-2 (HRF-2) for data 

entry during a blood draw as part of the Nutritional Status Assessment (Nutrition) study in the Destiny laboratory module.

Nadra Hatchett, left, technical coordinator of Marshall’s Space Systems Department to the Marshall Small Business Alliance, 

speaks with Mike Feltman, operations team lead for ISSAC, a consulting firm in Huntsville, about 3-D printing capabilities and 

propulsion research underway at NASA. Credits: NASA/MSFC/Emmett Given.

NASA astronaut Reid Wiseman conducting a ham radio session on board the International Space.

NASA Center for Climate Simulation Discover Supercomputer at NASA Goddard Space Flight Center.

Following the last in a series of four maneuvers targeting NASA’s New Horizons spacecraft toward Kuiper Belt object 2014 

MU69, flight controller George Lawrence monitors spacecraft data as it streams into the New Horizons Mission Operations 

Center at the Johns Hopkins University Applied Physics Laboratory on Nov. 4, 2015. 

In collaboration with NASA, Pratt & Whitney developed its PurePower family of turbofan engines, which are more fuelefficient and quieter than other commercial models. Here, the PurePower 1217G engine, developed for Mitsubishi Regional Jet 

aircraft, undergoes ground testing in West Palm Beach, Florida.

In February 2014, Planet Labs Inc. launched its first flock of Dove nanosatellites into space. Shown are two shoebox-sized 

Doves being ejected into low-Earth orbit from the International Space Station. The company’s goal is for the flock to take a 

high-resolution snapshot of nearly the entire globe every 24 hours.

The Prototype-Technology Evaluation Research Aircraft, or PTERA, was flown and tested in Georgia skies in 2014. The 

aircraft, a 10-percent scale model of a medium-range twinjet airplane, can be used to test any number of aeronautical 

technologies, from advanced control algorithms to avant-garde wing designs.

Curiosity Rover self portrait.

NASA Chief Scientist Ellen Stofan gave the Viking symposium’s keynote address at Langley Research Center.

A day after NASA’s Mars rover Curiosity drilled the first sample-collection hole into a rock on Mars, the rover’s Chemistry and 

Camera (ChemCam) instrument shot laser pulses into the fresh rock powder that the drilling generated.

Panel discussion on the search for life beyond Earth in the James E. Webb Auditorium at NASA Headquarters on Monday, July 

14, 2014 in Washington, DC. 

David Cantillo, a local high school student, left, shows NASA Deputy Chief Scientist Gale Allen, center, and NASA Chief 

Scientist Ellen Stofan, right, a video he captured of the planet Mercury as it transits across the face of the sun, Monday, May 9, 

2016 at NASA Headquarters in Washington, DC. 
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Innovators at NASA’s Glenn Research Center have developed several new technological innovations to improve the capability 

of Hall effect thrusters, which are used primarily on Earth-orbiting satellites and can also be used for deep-space 

robotic vehicles. 

Robonaut2 – or R2 for short – is the next generation dexterous robot, developed through a Space Act Agreement by NASA 

and General Motors. It is faster, more dexterous and more technologically advanced than its predecessors and able to use its 

hands to do work beyond the scope of previously introduced humanoid robots.

An RS-25 engine fires up for a 500-second test at NASA Stennis Space Center.

With clouds and land forming a backdrop, the SpaceX Dragon commercial cargo craft is grappled by the Canadarm2 robotic 

arm at the International Space Station. 

Engineers and Technicians Install Protective Shell on NASA’s Orion Spacecraft.

Commercial crew astronauts observe an RL-10 engine test at an Aerojet Rocketdyne facility.

NASA astronauts Barry “Butch” Wilmore, from left, Eric Boe and Suni Williams survey an RL10 engine as it stands in a 

vacuum chamber at Aerojet Rocketdyne’s test stand in West Palm Beach, Florida.

An aerial photograph of NASA’s Ames Research Center taken in February 2012.

Aerial view of NASA Armstrong complex. 

Aerial view of NASA Glenn Research Center at Lewis Field.

GRC - Plum Brook Station Facilities.

Aerial view of NASA’s Goddard Space Flight Center in Greenbelt, Maryland, in 2010. 

On April 27, 2016 engineers unveiled the giant golden mirror of NASA’s James Webb Space Telescope as part of the integration 

and testing of the infrared telescope at NASA’s Goddard Space Flight Center, Greenbelt, Maryland.

This low-angle self-portrait of NASA’s Curiosity Mars rover shows the vehicle at the site from which it reached down to drill 

into a rock target called “Buckskin.”

JPL’s beautiful Southern California campus is conducive to deep thinking and cross-disciplinary interaction.

Aerial photograph of Johnson Space Center site and facilities.

Mission Control Center.

Aerial view of Kennedy Space Center with LC39 Turning Basin in foreground.

On Oct. 27, 2015, employees, retirees and family members gathered for an aerial centennial photo outside the historic hangar 

at NASA’s Langley Research Center.

The SLS is an advanced, heavy-lift rocket that will provide an entirely new capability for science and human exploration 

beyond Earth’s orbit.

Expedition 42 Flight Engineer Terry Virts of NASA is seen here on 16 December 2014 setting up the station’s Microgravity 

Science Glovebox.

Engineers completed the addition of about 1 million pounds of structural steel work on the SLS core stage test frame on the 

B-2 Test Stand at the agency’s Stennis Space Center near Bay St. Louis, Mississippi.

Engineers have installed J-2X engine E10002 in the A-1 Test Stand at Stennis Space Center – the first full engine installed in 

almost a decade.
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