NATIONAL AERONAUTICS AND SPACE ADMINISTRATION 

REPORT 

PURSUANT TO 

 GOOD ACCOUNTING OBLIGATION IN GOVERNMENT ACT OF 2019 

(P.L. 115-414) 

As of December 31, 2022 
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Table of Contents 

Background...................................................................................................................................................3

Reporting Methodology and Report Structure.............................................................................................. 3

Appendix A...................................................................................................................................................5

GAO Recommendations Open More than One Year (Detail) .................................................................. 5

Actions Completed................................................................................................................................6

Actions In-Progress............................................................................................................................. 10

Non-Concurrences .............................................................................................................................. 18

Appendix B.................................................................................................................................................19

GAO Recommendations Closed but Not Implemented (Detail)............................................................. 19

Closed but Not Implemented .............................................................................................................. 20

Appendix C.................................................................................................................................................22

OIG Recommendations Open More Than One Year (Detail)................................................................. 22

Actions Completed.............................................................................................................................. 23

Actions In-Progress............................................................................................................................. 27

Appendix D.................................................................................................................................................46

Reconciliation with NASA OIG Semi-Annual Report ........................................................................... 46

Appendix E .................................................................................................................................................48

List of Acronyms ....................................................................................................................................48

 
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NASA’S REQUIRED REPORTING UNDER THE GOOD ACCOUNTING 

OBLIGATION IN GOVERNMENT ACT (P.L. 115-414) 

Background 

In 2019, the President signed into law the “Good Accounting Obligation in Government Act” 

(the Act). The Act was envisioned to improve transparency into long-standing audit 

recommendations issued by the Government Accountability Office (GAO) and federal Office of 

Inspectors General (OIG). By requiring agency reporting on the lack of progress towards 

implementation, the Congress postulated that Federal agencies would be held more accountable 

and that the public can more readily assess agency funding requests in light of unfulfilled 

efficiency improvements that could potentially yield cost savings. 

Section 2 of the Act imposes an affirmative requirement on Federal agencies to submit an annual 

report on publicly issued GAO and OIG recommendations classified as “open” for more than one 

year from the date of the annual budget justification submission. Additionally, the Act also 

requires that agencies report on publicly issued GAO recommendations which were determined 

to “closed but not implemented.” For both categories of recommendations -- open, closed, and 

closed but not implemented – Federal agencies are required to provide an explanation as to why 

final management action1

 has not yet been completed. Finally, the Act also requires agencies 

perform a reconciliation of discrepancies between recommendations reported by GAO and OIGs, 

and Federal agencies. 

Reporting Methodology and Report Structure 

 

This report includes GAO and OIG recommendations from November 19, 2012, to January 27, 

2021, which remained unimplemented for one year or more from the planned FY 2022 budget 

justifications submission date. 

The report has four parts: 

Appendix A: A report listing GAO recommendations and their implementation status. 

Appendix B: A report listing GAO recommendations closed but not implemented. 

Appendix C: A report listing OIG recommendations and their implementation status. 

Appendix D: A reconciliation of this report and the OIG’s Semi-Annual Report. 

Appendix E: A listing of acronyms used throughout this report. 

For purposes of NASA’s FY 2023 reporting under the Act, the following definitions are 

provided in order to enhance the utility and readability of this report: 

1 Final Management Action: The completion of all actions that the management of an establishment has concluded, 

in its management decision, are necessary with respect to the findings and recommendations included in an audit 

report; or, in the event that the management of an establishment concludes no action is necessary, final action occurs 

when a management decision has been made. Source: Inspector General Act of 1978 (as amended). 
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 Open: Final management action is pending/in-progress (includes recommendations for 

which final management action has been completed, but auditor verification/validation is 

pending/in-progress) 

 Closed: Final management action and corresponding auditor verification/validation 

completed 

 Closed/Not Implemented: Recommendation has been closed, however final 

management action has been partially completed, not completed, or action(s) not 

recommended have been taken. (Applicable only to GAO recommendations).

   
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Appendix A 

GAO Recommendations Open More than One Year (Detail)
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Actions Completed 

1. Report: NASA Actions Need to Improve Transparency and Assess Long-Term 

Affordability of Human Exploration Programs (GAO-14-385; 5/8/2014) 

Recommendation: (1) The Administrator of the National Aeronautics Space 

Administration should ensure that the department's IT management policies address the 

role of the CIO for key responsibilities in the 6 areas GAO identified. 

Status: NASA Action Completed. 

Office of Primary Responsibility: Office of the Chief Information Officer 

Target Completion Date: n/a 

2. Report: Federal Chief Information Officers: Critical Actions Needed to Address 

Shortcomings and Challenges in Implementing Responsibilities (GAO-18-93; 8/2/2018) 

Recommendation: (1) The Administrator of the National Aeronautics Space 

Administration should ensure that the department's IT management policies address the 

role of the CIO for key responsibilities in the 6 areas GAO identified 

Status: NASA Action Completed. 

Office of Primary Responsibility: Office of the Chief Information Officer 

Target Completion Date: n/a 

3. Report: NASA Human Space Exploration: Persistent Delays and Cost Growth Reinforce 

Concerns Over Management of Programs (GAO-19-377; 6/19/2019) 

Recommendation: (3) The NASA Associate Administrator for Human Exploration and 

Operations direct the EGS program to demonstrate design maturity by completing 3D 

product modeling of the basic and functional design of the second Mobile Launcher prior 

to construction start. 

Status: NASA Action Completed. 

Office of Primary Responsibility: Exploration Systems Mission Directorate 

Target Completion Date: n/a 

4. Report: NASA Human Space Exploration: Persistent Delays and Cost Growth Reinforce 

Concerns Over Management of Programs (GAO-19-377; 6/19/2019) 

Recommendation: (4) Ensure that the AA/HEOMD direct the SLS and Orion programs 

to reevaluate their strategies for incentivizing contractors and determine whether they 
7 

could more effectively incentivize contractors to achieve the outcomes intended as part of 

ongoing and planned contract negotiations. 

Status: NASA Action Completed. 

Office of Primary Responsibility: Exploration Systems Mission Directorate 

Target Completion Date: n/a 

5. Report: Cybersecurity: Agencies Need to Fully Establish Risk Management Programs and 

Address Challenges (GAO-19-384; 7/25/2019) 

Recommendation: (1) Update the agency’s policies to address an organization-wide risk 

assessment and the use of risk assessments to inform plan of action and milestones 

(POA&M) prioritization. 

Status: NASA Action Completed. 

Office of Primary Responsibility: Office of the Chief Information Officer 

Target Completion Date: n/a 

6. Report: NASA Lunar Programs: Opportunities Exist to Strengthen Analyses and Plans for 

Moon Landing (GAO-20-68; 12/19/2019) 

Recommendation: (5) Ensure that the NASA Associate Administrator for Human 

Exploration and Operations direct the Advanced Exploration Systems division to commit 

to a completion date and finalize a cohesive document outlining the rationale for 

selecting its current lunar architecture and lunar programs. 

Status: NASA Action Completed. 

Office of Primary Responsibility: Exploration Systems Mission Directorate

Target Completion Date: n/a 

7. Report: Telecommunications: Agencies Should Fully Implement Established Transition 

Planning Practices to Help Reduce Risk of Costly Delays (GAO-20-155; 4/7/2020) 

Recommendation: (1) The CIO should update the telecommunications inventory to 

include all telecommunications assets and services in use at the department and updates 

NASA processes for ongoing maintenance of the inventory to include the complete 

inventory. 

Status: NASA Action Completed. 

Office of Primary Responsibility: Office of the Chief Information Officer

Target Completion Date: n/a 
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8. Report: Telecommunications: Agencies Should Fully Implement Established Transition 

Planning Practices to Help Reduce Risk of Costly Delays (GAO-20-155; 4/7/2020) 

Recommendation: (2) The CIO should complete efforts to identify the Agency’s future 

telecommunications needs using a complete inventory of existing telecommunications 

services. 

Status: NASA Action Completed. 

Office of Primary Responsibility: Office of the Chief Information Officer

Target Completion Date: n/a 

9. Report: Telecommunications: Agencies Should Fully Implement Established Transition 

Planning Practices to Help Reduce Risk of Costly Delays (GAO-20-155; 4/7/2020) 

Recommendation: (3) The CIO should identify telecommunications transition roles and 

responsibilities related to (1) managing human capital during the planning and execution 

phases of the transition and (2) providing legal expertise during the execution phase of 

the transition. 

Status: NASA Action Completed. 

Office of Primary Responsibility: Office of the Chief Information Officer

Target Completion Date: n/a 

10. Report: Telecommunications: Agencies Should Fully Implement Established Transition 

Planning Practices to Help Reduce Risk of Costly Delays (GAO-20-155; 4/7/2020) 

Recommendation: (4) The CIO should conduct an analysis to support the anticipated 

cost saving identified as part of the Agency’s justification for its resource requests related 

to the hardware and software upgrades for the telecommunications transition, and 

justifies its resource requests for program management staff, conducts an analysis to 

identify staff resources needed for the entire transition effort; and analyzes training needs 

for staff assisting with the transition. 

Status: NASA Action Completed. 

Office of Primary Responsibility: Office of the Chief Information Officer

Target Completion Date: n/a 

11. Report: Telecommunications: Agencies Should Fully Implement Established Transition 

Planning Practices to Help Reduce Risk of Costly Delays (GAO-20-155; 4/7/2020) 
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Recommendation: (5) The CIO should take into account the Agency’s mission critical 

systems and contingency plans in NASA’s telecommunications transition timeline. 

Status: NASA Action Completed. 

Office of Primary Responsibility: Office of the Chief Information Officer

Target Completion Date: n/a 

12. Report: Federal Research: Agencies Need to Enhance Policies to Address Foreign Influence

(GAO-21-130; 12/17/2020) 

Recommendation: (1) The Administrator of the National Aeronautics and Space 

Administration should update the agency's conflict of interest policy on non-financial 

conflicts, such as those the one developed by OSTP, and address those conflicts both 

foreign and domestic. 

Status: NASA Action Completed. 

Office of Primary Responsibility: Office of Procurement

Target Completion Date: n/a 

13. Report: Federal Research: Agencies Need to Enhance Policies to Address Foreign Influence

(GAO-21-130; 12/17/2020) 

Recommendation: (2) The Administrator of the National Aeronautics and Space 

Administration should document procedures, including roles and responsibilities, for 

addressing failures to disclose required information, both foreign and domestic. 

Status: NASA Action Completed. 

Office of Primary Responsibility: Office of Procurement

Target Completion Date: n/a 

14. Report: NASA LUNAR PROGRAMS: Significant Work Remains, Underscoring 

Challenges to Achieving Moon Landing in 2024 (GAO-21-330; 5/26/2021) 

Recommendation: (4) The NASA Administrator, in coordination with the Associate 

Administrator for Human Exploration and Operations Mission Directorate, should ensure 

the Advanced Exploration Systems Division documents the process used to determine the 

program and technical management practices and tools that it will apply to the Artemis 

III and later missions, in the absence of establishing a formal Artemis program. 

Status: NASA Action Completed.

Office of Primary Responsibility: Exploration Systems Mission Directorate

Target Completion Date: n/a 
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Actions In-Progress 

15. Report: NASA Actions Need to Improve Transparency and Assess Long-Term 

Affordability of Human Exploration Programs (GAO-14-385; 5/8/2014) 

Recommendation: (1) Establish a separate cost and schedule baseline for work required 

to support the SLS Block I EM-2 and report this information to the Congress through 

NASA’s annual budget submission. If NASA decides to fly the SLS Block I beyond EM2, establish separate life cycle cost and schedule baseline estimates for those efforts, to 

include funding for operations and sustainment, and report this information annually to 

Congress via the agency’s budget submission. 

Status: NASA successfully launched Artemis I and plans to use the Block 1 

configuration for Artemis II and III. The Artemis II baseline for the Orion capsule was 

rebaselined in 2020 and is up to date, with no indications that a cost-overrun will occur 

prior to launch. An updated schedule for the Artemis II is planned for fall 2023 as the 

schedule team reviews Artemis I data to identify any new critical path items. Meanwhile, 

both Space Launch System (SLS) and Exploration Ground System (EGS) programs 

provided the first five-year operational cost estimate in Spring 2022. The next updated to 

this yearly estimate will be produced in Spring 2023. Lastly, the agency will look to 

developmental baselines of any capabilities that will fly on the Artemis III mission to 

create an estimate of mission costs.

Office of Primary Responsibility: Exploration Systems Mission Directorate 

Target Completion Date: 12/31/2023

16. Report: NASA Actions Need to Improve Transparency and Assess Long-Term 

Affordability of Human Exploration Programs (GAO-14-385; 5/8/2014) 

Recommendation: (2) Because NASA intends to use increased capabilities of the SLS, 

Orion and GSDO efforts well into the future and has chosen to estimate costs associated 

with achieving capabilities, establish separate cost and schedule baselines for each 

additional capability that encompass all life cycle costs, to include operations and 

sustainment. When NASA cannot fully specify costs due to lack of well-defined missions 

or flight manifests, forecast a cost estimate range – including life cycle costs – having 

minimum and maximum boundaries. These baselines or ranges should be reported to 

Congress annually via the agency’s budget submission. 

Status: Common Exploration Systems Development (CESD) is in the process of 

establishing Agency Baseline Commitments for both the SLS Exploration Upper Stage 

and Associated Capabilities and the EGS Mobile Launcher 2, both of which are set to fly 

on Artemis IV. As of 2022, SLS and EGS have also started reporting a yearly 5-year 

operational cost estimate for the Block 1 and Mobile Launcher 1 costs; the next update is 

anticipated Fall 2023. 

Office of Primary Responsibility: Exploration Systems Mission Directorate

Target Completion Date: 12/31/2023 
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17. Report: SPACE LAUNCH SYSTEM: Resources Need to be Matched to Requirements to 

Decrease Risk and Support Long Term Affordability (GAO-14-631; 7/23/2014) 

Recommendation: (2) To provide decisionmakers with an informed basis for making 

investment decisions regarding the SLS program, NASA should identify a range of 

possible missions for each future SLS variant that includes cost and schedule estimates 

and plans for how those possible missions would fit within NASA’s funding profile. 

Status: The planning of future SLS missions, regardless of which variant, will require 

stakeholder engagement across both Advanced Capability Division (ACD) and CESD 

divisions. As both continue to integrate under the new Exploration Systems Mission 

Directorate (ESDMD) organization, they will jointly produce a manifest for ongoing 

missions beyond Artemis IV. With the guidance offered by the Technical Integration 

office, they will also refine mission goals, requirements, and objectives in accordance 

with the hardware available for that particular mission. As the agency continues to 

develop its Moon to Mars objectives (first released in September 2022), which outline 

anticipated capabilities and mission needs, the Agency will provide a briefing to GAO 

and seek closure of this action. 

Office of Primary Responsibility: Exploration Systems Mission Directorate

Target Completion Date: 12/31/2023 

18. Report: SPACE LAUNCH SYSTEM: Resources Need to be Matched to Requirements to 

Decrease Risk and Support Long Term Affordability (GAO-14-631; 7/23/2014) 

Recommendation: (3) To allow for a continued assessment of progress and affordability, 

NASA should structure each future increment of SLS capability with a total cost 

exceeding the $250 million threshold for designation as a major project as a separate 

development project within the SLS program. 

Status: CESD is in the process of establishing Agency Baseline Commitments for both 

the SLS Exploration Upper Stage and Associated Capabilities, and the EGS Mobile 

Launcher 2, both of which are set to fly on Artemis IV. Upon the setting of these two 

commitments, the Agency will seek to close this recommendation.

Office of Primary Responsibility: Exploration Systems Mission Directorate

Target Completion Date: 12/31/2023 

19. Report: Telecommunications: Agencies Need Better Controls to Achieve Significant Savings 

on Mobile Devices and Services (GAO-15-431; 5/21/2015) 

Recommendation: (1) Ensure a complete inventory of mobile devices and associated 

services is established. 
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Status: In progress: On 06/21/2021, NASA Office of the Chief Information Officer sent 

Request for Closure (RFC) information to GAO. On 11/07/2022, GAO asked for 

additional information to close the recommendation. NASA OCIO is currently in the 

process of gathering the additional information to close the recommendation.

Office of Primary Responsibility: Office of the Chief Information Officer 

Target Completion Date: 2/28/2023 

20. Report: Telecommunications: Agencies Need Better Controls to Achieve Significant Savings 

on Mobile Devices and Services (GAO-15-431). (GAO-15-431; 5/21/2015) 

Recommendation: (2) A reliable inventory of mobile service contracts is developed and 

maintained. 

Status: On 06/21/2021, NASA OCIO sent Request for Closure (RFC) information to 

GAO. On 11/07/2022, GAO asked for additional information to close the 

recommendation. NASA OCIO is currently in the process of gathering the additional 

information to close the recommendation.

Office of Primary Responsibility: Office of the Chief Information Officer 

Target Completion Date: 2/28/2023 

21. Report: Telecommunications: Agencies Need Better Controls to Achieve Significant Savings 

on Mobile Devices and Services (GAO-15-431). (GAO-15-431; 5/21/2015) 

Recommendation: (3) Procedures to monitor and control spending are established 

agencywide. Specifically, ensure that: procedures include assessing devices for zero, 

under, and over usage; personnel with authority and responsibility for performing the 

procedures are identified; and the specific steps to be taken to perform the process are 

documented. 

Status: In progress: On 06/21/2021, NASA OCIO sent RFC information to GAO. On 

11/07/2022, GAO asked for additional information to close the recommendation. NASA 

OCIO is currently in the process of gathering the additional information to close the 

recommendation. 

Office of Primary Responsibility: Office of the Chief Information Officer 

Target Completion Date: 2/28/2023 

22. Report: NASA Information Technology: Urgent Action Needed to Address Significant 

Management and Cybersecurity Weaknesses (GAO-18-337; 5/22/2018) 

Recommendation: (8) The Administrator should direct the Chief Information Officer to 

establish an agency-wide approach to managing cybersecurity risk that includes a 

cybersecurity strategy that, among other things, makes explicit the agency’s risk 
13 

tolerance, accepted risk assessment methodologies, a process for consistently evaluating 

risk across the organization, response strategies and approaches for monitoring risk over 

time, and priorities for risk management investments. 

Status: In Progress: NASA is continuing to develop and implement an agency-wide 

cybersecurity risk management strategy. In an effort to promote consistency and buy-in 

for the cybersecurity risk management strategy, the Chief Cybersecurity Risk Officer 

(CCRO) and Enterprise Cybersecurity Risk Management (ECRM) team participated in 

several forums, including the Cybersecurity Risk Managers face-to-face, the Artemis 

Cyber Summit, and the Science Mission Directorate Jet Propulsion Lab Mission 

Cybersecurity Metrics Workshop. The ECRM collaborated with the OCIO cyber risk 

professionals and mission partners and sought feedback on ways cybersecurity risk 

management strategies can be implemented within established OCIO processes. The 

agency-wide cybersecurity risk management strategy is in progress. Once a final draft is 

complete it will be reviewed by the Cybersecurity and Privacy Division (CSPD) 

stakeholders. Once finalized within CPSD, the strategy will be presented to appropriate 

OCIO Governance boards for approval. Following approval, integration into policies and 

procedures, outreach and piloting to mission and mission support organizations. The 

OCIO anticipates completion of these efforts by December 29, 2023. 

Office of Primary Responsibility: Office of the Chief Information Officer

Target Completion Date: 12/29/2023 

23. Report: NASA COMMERCIAL CREW PROGRAM: Plan Needed to Ensure 

Uninterrupted Access to the International Space Station (GAO-18-476; 7/11/2018) 

Recommendation: (4) After completing the agency certification review, NASA Chief 

Engineer and Chief Safety and Mission Assurance, with support from the NASA 

Associate Administrator for Human Exploration and Operation and the Commercial 

Crew Program Manager, should document lessons learned related to loss of crew as a 

safety threshold for future crewed spaceflight missions, given the complexity of the 

metric. 

Status: NASA is awaiting the Boeing certification in order to close this 

recommendation. 

Office of Primary Responsibility: Space Operations Mission Directorate 

Target Completion Date: 12/31/2023 

24. Report: Cybersecurity Workforce: Agencies Need to Accurately Categorize Positions to 

Effectively Identify Critical Staffing Needs (GAO-19-144; 3/12/2019) 

Recommendation: (2) Take steps to review the assignment of the "000" code to any 

positions in the 2210 IT management occupation series, assign the appropriate NICE 

framework work role codes and assess the accuracy of the position descriptions. 
14 

Status: The planned action is for Office of the Chief Human Capital Officer (OCHCO) to 

assess the position descriptions for the nine 2210 positions and work with the supervisors 

of these positions to assign the appropriate National Initiative for Cybersecurity 

Education (NICE) framework work role code(s).

Office of Primary Responsibility: Office of the Chief Human Capital Officer 

Target Completion Date: 5/1/2023 

25. Report: Scientific Integrity Policies: Additional Actions Could Strengthen Integrity of 

Federal Research (GAO-19-265; 4/4/2019) 

Recommendation: (1) The Administrator of NASA should develop documented 

procedures for identifying and addressing alleged violations of its scientific integrity 

policy. 

Status: NASA's Scientific Integrity Policy is being revised in keeping with the guidance 

provided by the White House Fast Track Action Committee (FTAC) on Scientific 

Integrity and the Framework release by the FTAC's successor group, Office of Science 

and Technology Policy’s (OSTP) Subcommittee on Scientific Integrity. Draft plans are 

due to OSTP on 10 April 2023; review comments due back to Agencies by 7 July 2023, 

and final plans due back to OSTP by 28 February 2024. NASA is fully on track to meet 

these deadlines.

Office of Primary Responsibility: Office of the Chief Scientist 

Target Completion Date: 2/28/2024 

26. Report: NASA Lunar Programs: Opportunities Exist to Strengthen Analyses and Plans for 

Moon Landing (GAO-20-68; 12/19/2019) 

Recommendation: (2) Ensure that the NASA Associate Administrator for Human 

Exploration and Operations directs the Gateway program to conduct a joint cost and 

schedule and confidence level at the program level for the Artemis III mission. 

Status: A joint cost and schedule confidence level (JCL) analysis is currently being 

performed to support the Gateway Program’s planned readiness for Key Decision Point 

(KDP)-I by the end of April 2023; this has been made possible due to the successful 

completion of ECP-19 Technical Evaluations and the Preliminary Design Review (PDR) 

Technical Closeout in December 2022. Please note, however, that it may take longer to 

complete the full KDP process since it will depend on scheduling at both the ACD and 

Agency levels. 

Office of Primary Responsibility: Exploration Systems Mission Directorate

Target Completion Date: 6/30/2023 
15 

27. Report: NASA Lunar Programs: Opportunities Exist to Strengthen Analyses and Plans for 

Moon Landing (GAO-20-68; 12/19/2019) 

Recommendation: (3) Ensure that the NASA Associate for Human Exploration and 

Operations directs the Gateway program to update its overall schedule for 2024 and add a 

KDP II before system integration. 

Status: The plan and schedule for future Lifecycle Reviews, to include KDP-II, is being 

worked in support of the Gateway Program’s planned readiness for KDP-I by the end of 

April 2023. Please note, however, that it may take longer to complete the full KDP 

process since it will depend on scheduling at both the ACD and Agency levels. 

Office of Primary Responsibility: Exploration Systems Mission Directorate

Target Completion Date: 6/30/2023 

28. Report: NASA Lunar Programs: Opportunities Exist to Strengthen Analyses and Plans for 

Moon Landing (GAO-20-68; 12/19/2019) 

Recommendation: (4) Ensure that the NASA Associate Administrator for Human 

Exploration and Operations creates a life-cycle cost estimate for the Artemis III mission. 

Status: NASA is developing a methodology to provide Congress a repeatable 

assessment of mission costs for each mission in its Artemis campaign. Costs of newly 

developed capabilities will be provided in addition to production and operations cost 

estimates for any hardware in the mission that has been previously produced and 

operated. These estimates will include the cost of hardware production, integration costs 

for each mission, and operations costs, and separately the annual fixed basis of costs as 

captured by these programs. Costs expended by International Partners will be excluded. 

Future missions and mission content are predicated on Presidential direction and 

Congressional appropriations and therefore estimates could reflect changes in manifest, 

changes in contract strategies and/or fluctuations due to obsolescence and production 

rate. Such an assessment will be provided as a report outside of Major Program Annual 

Report (MPAR). All cost data will be consistent with the established reporting 

restrictions associated with pre-decisional data.

Office of Primary Responsibility: Exploration Systems Mission Directorate

Target Completion Date: 2/28/2023 

29. Report: NASA Lunar Programs: Opportunities Exist to Strengthen Analyses and Plans for 

Moon Landing (GAO-20-68; 12/19/2019) 

Recommendation: (6) Ensure that the Office of Chief Engineer determine under what 

conditions it is appropriate to complete an analysis of alternatives, particularly when 

there are multiple pathways - including architectures or programs -that NASA could 

pursue in the future, and document the justification for not completing an analysis. 
16 

Status: The internal analysis concerning the option for policy has been completed and 

changes to policy have been drafted. The revised policy to be published in the fourth 

quarter of 2023.

Office of Primary Responsibility: Office of the Chief Engineer

Target Completion Date: 11/30/2023 

30. Report: NASA Human Space Exploration: Significant Investments in Future Capabilities 

Require Strengthened Management Oversight (GAO-21-105; 12/15/2020) 

Recommendation: (1) The NASA Administrator ensure that the NASA Associate 

Administrator for Human Exploration and Operations Mission Directorate establish cost 

and baseline schedules for SLS Block 1B, SLS Block 2, Mobile Launcher 2, and Orion 

Docking System at their preliminary design reviews or as soon as practicable in advance 

of critical design reviews, preliminary design reviews or as soon as practicable in 

advance of critical design reviews. 

Status: CESD is in the process of establishing Agency Baseline Commitments for both 

the SLS Exploration Upper Stage and Associated Capabilities, and the EGS Mobile 

Launcher 2, both of which are set to fly on Artemis IV.

Office of Primary Responsibility: Exploration Systems Mission Directorate

Target Completion Date: 12/31/2024 

31. Report: NASA Human Space Exploration: Significant Investments in Future Capabilities 

Require Strengthened Management Oversight (GAO-21-105; 12/15/2020) 

Recommendation: (2) The NASA Administrator should ensure that the NASA Associate 

Administrator for Human Explorations and Operations Mission Directorate establish cost 

and baseline schedules for SLS Block 1B, SLS Block 2, Mobile Launcher 2, and Orion 

Docking System at their preliminary design reviews or as soon as practicable in advance 

of critical design reviews. 

Status: CESD is in the process of establishing Agency Baseline Commitments for both 

the SLS Exploration Upper Stage and Associated Capabilities, and the EGS Mobile 

Launcher 2, both of which are set to fly on Artemis IV. 

Office of Primary Responsibility: Exploration Systems Mission Directorate

Target Completion Date: 12/31/2023 

32. Report: NASA LUNAR PROGRAMS: Significant Work Remains, Underscoring 

Challenges to Achieving Moon Landing in 2024 (GAO-21-330; 5/26/2021) 

Recommendation: (2) The NASA Administrator should ensure that the NASA Office of 

the Chief Engineer develop guidance to mitigate risks associated with delaying the 
17 

establishment of high-level requirements early in the acquisition process when using 

service-type contracts and incorporate it in its reference guide or a similar document. 

Status: Following the initial response to the recommendation, NASA established the 

Chief Program Management Officer (CPMO) and transitioned program management 

(PM) related functions previously under the Office of the Chief Engineer (OCE) to the 

CPMO. The NASA response to this recommendation will now be provided by the 

CPMO. 

The CPMO in coordination with OCE are in the process of drafting the reference guide 

noted in the NASA response. Due to the transition of the agency PM functions from OCE 

to the CPMO and the time needed for the transition to occur, additional time is needed for 

CPMO to develop the reference guide. 

Office of Primary Responsibility: Chief Program Management Officer

Target Completion Date: 8/31/2023 

33. Report: NASA LUNAR PROGRAMS: Significant Work Remains, Underscoring 

Challenges to Achieving Moon Landing in 2024 (GAO-21-330; 5/26/2021) 

Recommendation: (3) The NASA Administrator, in coordination with the Associate 

Administrator for the Human Exploration and Operations Mission Directorate, should 

ensure the Gateway program, in advance of the Power and Propulsion Element (PPE) 

project's confirmation review, assesses the solar electric propulsion thrusters' technical 

risks and determine whether off-ramps - such as reduced requirements for PPE - are 

needed or whether the project's schedule should be reassessed. 

Status: GAO has requested that this Recommendation be kept open until they receive the 

results from Gateway’s KDP-1 (reference e-mail traffic with GAO on 12 July 22 if 

required). While Gateway plans to be ready for KDP-I by the end of April 2023, it may 

take longer to complete the full KDP process since it depends on scheduling at both the 

ACD and Agency levels. 

Office of Primary Responsibility: Exploration Systems Mission Directorate

Target Completion Date: 6/30/2023 

34. Report: Federal Contracting: Senior Leaders Should Use Leading Companies' Key 

Practices to Improve Performance (GAO-21-491; 7/27/2021) 

Recommendation: (1) The Administrator of NASA should ensure the NASA SPE uses a 

balanced set of performance metrics to manage the agency's procurement organizations, 

including outcome-oriented metrics to measure (a) cost savings/avoidance, (b) timeliness 

of deliveries, (c) quality of deliverables, and (d) end user satisfaction. 

Status: Under the Enterprise Service and Analysis Division, the Office of Procurement 

(OP) established the E-Business Systems Office. The office has cognizance over the 

NASA Contract Writing System and other E-Business systems that enable the acquisition 
18 

workforce at NASA, internal and external websites, all efforts to define and govern data 

(standardization and analysis) that will be used to manage OP services, and the creation 

of Procurement Dashboards, metrics, and other analytical data tools, that will provide 

greater insight into the procurement function across the enterprise. 

Office of Primary Responsibility: Office of Procurement

Target Completion Date: 3/10/2023 

Non-Concurrences 

35. Report: NASA Information Technology: Urgent Action Needed to Address Significant 

Management and Cybersecurity Weaknesses (GAO-18-337; 5/22/2018) 

Recommendation: (3) The Administrator should direct the Chief Information Officer 

address, in conjunction with the Chief Human Capital Officer, gaps in IT workforce 

planning by fully implementing the eight key IT workforce planning activities noted in 

this report. 

Office of Primary Responsibility: Office of the Chief Information Officer

Target Completion Date: n/a 

36. Report: NASA LUNAR PROGRAMS: Significant Work Remains, Underscoring 

Challenges to Achieving Moon Landing in 2024 (GAO-21-330; 5/26/2021) 

Recommendation: (1) The NASA Administrator, in coordination with the Associate 

Administrator for the Science Mission Directorate, should ensure the Volatiles 

Investigating Polar Exploration Rover (VIPER) project office include relevant 

development costs from the Resource Prospector project and the cost of the Commercial 

Lunar Payload Services task order for the delivery of VIPER to the lunar surface into its 

cost baseline. 

Office of Primary Responsibility: Office of the Chief Human Capital Officer 

Target Completion Date: n/a 

   
19 

Appendix B 

GAO Recommendations Closed but Not Implemented (Detail) 
20 

Closed but Not Implemented 

1. Report: Cybersecurity Workforce - Agencies Need to Improve Baseline Assessments and 

Procedures for Coding Positions (GAO-18-466; 6/14/2018) 

Recommendation: (1) The Administrator of the National Aeronautics and Space 

Administration should evaluate the level of preparedness for cybersecurity personnel not 

currently holding professional certifications to take certification exams and report this 

information to Congress. 

Status: NASA does not believe that action to secure professional certifications for 

cybersecurity personnel who do not hold certifications is necessary. The OCIO monitors 

the preparedness of its cybersecurity workforce on an ongoing basis and takes timely 

action to provide the appropriate training to staff when there is a requirement to close 

gaps in skills, which may include the need for a professional certification. Therefore, we 

will not be taking action to ensure that all cybersecurity staff have professional 

certifications. 

Office of Primary Responsibility: Office of the Chief Human Capital Officer 

2. Report: NASA COMMERCIAL CREW PROGRAM: Plan Needed to Ensure 

Uninterrupted Access to the International Space Station (GAO-18-476; 7/11/2018) 

Recommendation: (1) The NASA Administrator should develop and maintain a 

contingency plan for ensuring a presence on the ISS until a Commercial Crew Program 

contractor is certified. 

Comments: NASA provides quarterly Congressional reports in accordance with the 

Explanatory Statement accompanying the Fiscal Year 2015 Consolidated and Further 

Continuing Appropriations Act (P.L. 113-235) which includes a NASA qualitative 

statement regarding milestone schedules. However, NASA is assessing its schedule 

process and frequency for releasing flight test and post-certification mission dates to 

provide the latest schedules as timely as practicable. 

Office of Primary Responsibility: Human Exploration and Operations Mission 

Directorate 

3. Report: NASA COMMERCIAL CREW PROGRAM: Plan Needed to Ensure 

Uninterrupted Access to the International Space Station (GAO-19-377; 6/19/2019) 

Recommendation: (2) Ensure that the NASA Administrator for Human Exploration and 

Operations direct the Orion program to update its cost estimate to reflect its committed 

EM-2 baseline date of April 2023. 

Comments: The program has experienced delays and extended the forecasted launch 

date beyond the April 2023 baseline and there is no longer an opportunity to complete 

this recommendation. 
21 

Office of Primary Responsibility: Human Exploration and Operations Mission 

Directorate 

   
22 

Appendix C 

OIG Recommendations Open More Than One Year (Detail) 

   
23 

Actions Completed 

1. Report: NASA’s Heliophysics Portfolio (IG-19-018; 5/7/2019) 

Recommendation: (3) To improve NASA’s management of its heliophysics portfolio, 

we recommended the Associate Administrator for Science Mission Directorate direct the 

HPD Director to: reassess HPD’s capabilities and resources and update the 2014 

Roadmap for implementing 2013 Decadal recommendations with expected completion 

dates based on the Division’s updated budget and priorities over the next 5 years. 

Status: NASA Action Completed. 

Office of Primary Responsibility: Science Mission Directorate 

Target Completion Date: n/a 

2. Report: Management of NASA's Europa Mission (IG-19-019; 5/29/2019) 

Recommendation: (9) The OIG also recommends the Associate Administrator for 

Science Mission Directorate in coordination with the Office of the General Counsel: 

Reassess the process of isolating key project personnel from instrument selection to 

balance their additional insight in integration and cost estimation while maintaining 

fairness in the announcement and mitigating conflicts of interest risks. 

Status: NASA Action Completed.

Office of Primary Responsibility: Science Mission Directorate 

Target Completion Date: n/a 

3. Report: NASA's Planetary Science Portfolio (IG-20-023; 9/16/2020) 

Recommendation: (9) In coordination with CLPS contracting personnel, establish 

procedures for evaluation, periodic re-evaluation, and monitoring of current and 

prospective CLPS contractors’ past performance and financial capabilities risk, and steps 

to mitigate those risks when applicable. 

Status: NASA Action Completed. 

Office of Primary Responsibility: Science Mission Directorate 

Target Completion Date: n/a 

4. Report: NASA’s Management of Its Acquisition Workforce (IG-21-002; 10/27/2020) 

Recommendation: (4) Take action to ensure that active CORs that have not met 

continuous learning requirements are removed from their COR position in a timely 

manner. 
24 

Status: NASA Action Completed.

Office of Primary Responsibility: Office of Procurement 

Target Completion Date: n/a 

5. Report: NASA's Management of the Gateway Program for Artemis Missions (IG-21-004; 

10/1/2020) 

Recommendation: (1) Baseline the Gateway requirements and specifications in contract 

modifications prior to updating and awarding the PPE and HALO fixed-price contracts. 

Status: NASA Action Completed. 

Office of Primary Responsibility: Exploration Systems Mission Directorate 

Target Completion Date: n/a 

6. Report: NASA's Management of the Gateway Program for Artemis Missions (IG-21-004; 

10/1/2020) 

Recommendation: (6) Take action to enforce NASA policy to definitize contracts within 

6 months of award. 

Status: NASA Action Completed. 

Office of Primary Responsibility: Exploration Systems Mission Directorate 

Target Completion Date: n/a 

7. Report: NASA’s Efforts to Mitigate the Risks Posed by Orbital Debris (IG-21-011; 

1/27/2021) 

Recommendation: (4) Prioritize obtaining direct measurements needed to fill the 3 mm 

and smaller sized debris gap at the 600 to 1,000 km altitude in LEO. 

Status: NASA Action Completed

Office of Primary Responsibility: Science Mission Directorate 

Target Completion Date: n/a 

8. Report: NASA’s Efforts to Mitigate the Risks Posed by Orbital Debris (IG-21-011; 

1/27/2021) 

Recommendation: (5) Explore alternative orbital debris radar assets to fill the data gaps 

caused by the increased costs of utilizing existing radars and the loss of legacy assets. 

Status: NASA Action Completed.
25 

Office of Primary Responsibility: Office of Safety and Mission Assurance 

Target Completion Date: n/a 

9. Report: NASA's Management of the Artemis Missions (IG-22-003; 11/5/2021) 

Recommendation: (8) Validate that the annual synchronization reviews meet the intent 

and expectations of the milestone reviews replaced by the tailored acquisition approach. 

Status: NASA Action Completed.

Office of Primary Responsibility: Chief Program Management Officer 

Target Completion Date: n/a 

10. Report: NASA's Cybersecurity Readiness (IG-21-019; 5/18/2021) 

Recommendation: (3) Evaluate the optimal organizational placement of the Enterprise 

Architect and Enterprise Security Architect during and after MAP implementation to 

improve cybersecurity readiness. 

Status: NASA Action Completed. MAP resulted in the stand-up of the Strategy and 

Architecture Office (SAO); an Agency-Level Office under the Strategy Division, which 

reports directly to the NASA CIO. The Agency's Chief Enterprise Architect is also the 

Chief of SAO, and after negotiation with the Director of CSPD, which is led by the 

Agency's Senior Agency Information Security Officer and is a direct report to the NASA 

CIO, it was determined that the Enterprise Cybersecurity Architect would be a member of 

SAO with matrixed responsibilities to CSPD and its subordinate organizations.

Office of Primary Responsibility: Office of the Chief Information Officer 

Target Completion Date: n/a 

11. Report: NASA’s Management of Next-Generation Spacesuits (IG-21-025; 8/10/2021) 

Recommendation: (1) To the extent that the schedule for Artemis III is extended beyond 

2024, adjust the xEVA System schedule as appropriate to reduce development risks. For 

example, this could include a. ensuring at least the first two xEMU flight suits can also be 

used for ISS priorities, b. reducing the risk of concurrency in development of xEMU 

testing and qualification suits, and/or c. baselining the xEVA system schedule and 

ensuring the schedule incorporates margin and factors in the high likelihood of unrealized 

schedule risks. 

Status: NASA Action Completed. 

Office of Primary Responsibility: Exploration Systems Mission Directorate 

Target Completion Date: n/a 
26 

12. Report: NASA’s Management of Next-Generation Spacesuits (IG-21-025; 8/10/2021) 

Recommendation: (2) Develop an integrated master schedule to incorporate and align 

the hardware deliveries and training needs of the dependent programs—Gateway, ISS, 

and HLS—and the Flight Operations Directorate. 

Status: NASA Action Completed.

Office of Primary Responsibility: Exploration Systems Mission Directorate 

Target Completion Date: n/a 

13. Report: NASA’s Construction of Facilities (IG-21-027; 9/8/2021) 

Recommendation: (3) In coordination with the Mission Directorates, institute a process 

to ensure facility requirements are identified and funding sources are specified during a 

program’s development and implementation phases. 

Status: NASA Action Completed. Office of Strategic Infrastructure (OSI) has 

established the Strategic Infrastructure Board (SIB), in which its purpose is to serve as a 

decision-making body for executing the mission of OSI. The SIB will ensure stakeholder 

engagement as OSI assesses and manages enterprise risks, develops and approves 

strategies, and determines requirements to enable the successful support of the Agency’s 

mission across the enterprise. 

Office of Primary Responsibility: Office of Strategic Infrastructure 

Target Completion Date: n/a 

14. Report: NASA’s Construction of Facilities (IG-21-027; 9/8/2021) 

Recommendation: (4) Reexamine policies regarding oversight of the CoF program to 

identify alternative approaches to more effectively oversee the program. 

Status: NASA Action Completed. OSI/Facilities and Real Estate Division has 

reorganized and augmented with a Design, Construction, and Demolition (DCD) Branch. 

The DCD branch is charged with the responsibility for the insight and oversight of all 

ongoing Construction of Facilities (CoF) projects.

Office of Primary Responsibility: Office of Strategic Infrastructure 

Target Completion Date: n/a 

15. Report: NASA's Management of the Artemis Missions (IG-22-003; 11/5/2021) 

Recommendation: (5) Definitize outstanding Artemis-related contracts within 180 days 

in accordance with NASA FAR Supplement 1843.7005(a), Definitization (2018). 
27 

Status: NASA Action Completed.

Office of Primary Responsibility: Exploration Systems Mission Directorate 

Target Completion Date: n/a 

Actions In-Progress 

16. Report: Review of NASA's Computer Security Incident Detection and Handling Capability

(IG-12-017; 8/7/2012) 

Recommendation: (2) Develop more detailed procedures for transferring incident 

detection responsibility to the NASA Centers in the event of a SOC disruption. 

Status: Completed full assessment of all customer-facing and internal support services, 

identifying services currently capable of running at either SOC Infrastructure core 

location (ARC/JSC) and service gaps. To date, six of 11 customer-facing services and 8 

of 12 internal support services are currently capable of running at either core location. 

Procurements from Fiscal Year (FY) 2021 and 2022, and pending concurrence for 2023 

procurements, will provide the remaining refreshed network, compute, storage, and 

backup infrastructure necessary to implement full distributed operations. While the 

Initiatives necessary to complete this effort by the anticipated 8/30/2023 date remain a 

high priority, three major contract transitions over 22 months have resulted in significant 

personnel restructure and shortfalls, necessitating an informed and shifting balance of 

operation and sustainment activities with competing Projects and Initiatives. 

Office of Primary Responsibility: Office of the Chief Information Officer 

Target Completion Date: 3/29/2024 

17. Report: Review of NASA's Computer Security Incident Detection and Handling Capability

(IG-12-017; 8/7/2012) 

Recommendation: (3) Ensure that annual exercises simulating loss of the SOC include 

the transfer of incident detection responsibility to the Centers. 

Status: NASA completed a full assessment of all customer-facing and internal support 

services, identifying services currently capable of running at either SOC Infrastructure 

core location (ARC/JSC) and service gaps. To date, six of 11 customer-facing services 

and 8 of 12 internal support services are currently capable of running at either core 

location. Procurements from Fiscal Year (FY) 2021 and 2022, and pending concurrence 

for 2023 procurements, will provide the remaining refreshed network, compute, storage, 

and backup infrastructure necessary to implement full distributed operations. While the 

Initiatives necessary to complete this effort by the anticipated 8/30/2023 date remain a 

high priority, three major contract transitions over 22 months have resulted in significant 

personnel restructure and shortfalls, necessitating an informed and shifting balance of 

operation and sustainment activities with competing Projects and Initiatives. Therefore, 
28 

the revised ECD has been moved to 03/31/2024. NOTE: Recommendation 2, a 

Continuity of Operations Plan (COOP), is directly dependent upon the completion of the 

aforementioned APS, currently targeted for 8/30/2023. Therefore, completion of the 

COOP is a deliverable associated with the APS and is currently also targeted for 

8/30/2023. As mentioned previously, while the Initiatives necessary to complete this 

effort by the anticipated 8/30/2023 date remain a high priority, three major contract 

transitions over 22 months have resulted in significant personnel restructure and 

shortfalls, necessitating an informed and shifting balance of operation and sustainment 

activities with competing Projects and Initiatives. 

Office of Primary Responsibility: Office of the Chief Information Officer 

Target Completion Date: 3/29/2024 

18. Report: NASA’s Management of Electromagnetic Spectrum (IG-17-012; 3/9/2017) 

Recommendation: (2) The OIG recommend NASA’s Associate Administrator for 

Human Exploration and Operations; incorporate the “Spectrum Guidance for NASA 

Small Satellite Missions” into formal NASA electromagnetic spectrum policies NPD 

2570.5E, “NASA Electromagnetic Spectrum Management - Revalidated 9/13/16,” and 

NPR 2570.1C, “NASA Radio Frequency Electromagnetic Spectrum Management 

Manual.” 

Status: The update to the NASA Policy Directive (NPD) 2570.5E was completed in 

May 2022. The Spectrum division is in the process of updating the NASA Procedural 

Requirements (NPR) 2570.C and route through the NASA Online Directives Information 

System (NODIS) cycle.

Office of Primary Responsibility: Space Operations Mission Directorate 

Target Completion Date: 12/31/2023 

19. Report: NASA’s Management of Electromagnetic Spectrum (IG-18-015; 4/5/2018) 

Recommendation: (8) To the extent practicable, implement the GAO’s best practices for 

establishing partnerships, including the formalization of agreements that outline the roles 

and responsibilities of each agency in the performance and application of climate 

research performed at GISS. 

Status: Goddard Institute for Space Studies’ (GISS’s) roles and responsibilities for 

climate research, especially climate modeling, are closely coordinated with other federal 

agencies, most notably through the US Global Change Research Program’s Interagency 

Group on Integrative Modeling (IGIM) which brings together the agencies with programs 

in climate-related Earth system modeling. In particular, the IGIM organizes the annual 

Climate Modeling Summit, in which the six major modeling activities led by the US 

government come together to address issues of common interest and concern and focus 

on a topic of particular interest in any given year. Note also that as part of our periodic 

peer review process (on a ~ 5-year basis) we have asked GISS to develop a plan for its 
29 

next five years of climate modeling research (Model E and its evolution), and this plan 

has been received and will be going out for external peer review. As part of the plan that 

they developed, the relationship of the GISS modeling effort to those of its interagency 

partners is explained. Other climate-related work done at GISS outside of climate 

modeling is reviewed through the peer review process (for individual investigator 

research proposals submitted in response to elements in our annual Research 

Opportunities for Space and Earth Science” or through periodic review of the Climate 

Impacts effort under the Internal Scientist Funding Model for work directed to NASA 

centers.

Office of Primary Responsibility: Science Mission Directorate 

Target Completion Date: 9/30/2023 

20. Report: Audit of NASA’s Historic Property (IG-19-002; 10/22/2018) 

Recommendation: (2) To improve NASA’s identification and management of heritage 

assets, the OIG recommends that the Assistant Administrator for Strategic Infrastructure, 

in coordination with the Associate Administrator for Communications: Develop 

comprehensive procedures for identifying and managing heritage assets, including 

defining roles and responsibilities for the different NASA entities responsible for 

evaluating what historic items would most effectively be maintained by the Agency and 

considered as heritage assets. 

Status: NASA is in the process of developing new NPD/NPR for dealing with Heritage 

Assets and should have those in place by FY24. In January 2023, representatives from 

NASA OCOMM, OCIO, OCFO, and OSI met to discuss next steps for those policy 

documents.

Office of Primary Responsibility: Office of Communications 

Target Completion Date: 12/1/2023 

21. Report: Audit of NASA’s Historic Property (IG-19-002; 10/22/2018) 

Recommendation: (3) To improve NASA’s identification and management of heritage 

assets, the OIG recommends that the Assistant Administrator for Strategic Infrastructure, 

in coordination with the Associate Administrator for Communications: Evaluate and 

justify the existing list of NASA and contractor held heritage assets to determine whether 

NASA is the most effective owner and what property the Agency will retain because of 

its historical value. 

Status: We are in the process of developing new NPD/NPR for dealing with Heritage 

Assets and should have those in place by FY24. In January 2023, representatives from 

NASA OCOMM, OCIO, OCFO, and OSI met to discuss next steps for those policy 

documents.

Office of Primary Responsibility: Office of Communications 
30 

Target Completion Date: 12/1/2024 

22. Report: Audit of NASA’s Historic Property (IG-19-002; 10/22/2018) 

Recommendation: (5) To improve the use of funds generated from National Historic 

Preservation Act (NHPA) leases, the OIG recommends the Assistant Administrator for 

Strategic Infrastructure: Ensure NASA policy and procedures for using the proceeds from 

facilities leased under NHPA authority appropriately aligns with Agency goals to 

minimize excess facilities. 

Status: OSI is currently re-writing NPR 8800 to address this recommendation. It is 

anticipated that it the re-write and NODIS process will be completed by August 30, 2023

Office of Primary Responsibility: Office of Strategic Infrastructure 

Target Completion Date: 8/30/2023 

23. Report: NASA’s Engineering and Technical Services Contracts (IG-19-014; 3/26/2019) 

Recommendation: (1) NASA’s Assistant Administrator for Procurement: Develop an 

Agency-wide standardized set of metrics for contracts that can be collected, tracked, and 

analyzed over time to identify efficiencies resulting from a change in contract structure. 

Status: The legacy system, Master Buy, was retired and replaced by PALT+. Due to the 

system transition and data integrity from the Centers, the Office of Procurement is still 

working to standardize metrics. The recommendation is still on track for closure in 2023. 

Office of Primary Responsibility: Office of Procurement 

Target Completion Date: 4/28/2023 

24. Report: NASA’s Engineering and Technical Services Contracts (IG-19-014; 3/26/2019) 

Recommendation: (2) NASA’s Assistant Administrator for Procurement: Require 

Center Procurement Offices to formally collect, track, and report data to the Headquarters 

Office of Procurement on these metrics at least annually. 

Status: The legacy system, Master Buy, was retired and replaced by PALT+. Due to the 

system transition and data integrity from the Centers, the Office of Procurement is still 

working to standardize metrics. The recommendation is still on track for closure in 2023.

Office of Primary Responsibility: Office of Procurement 

Target Completion Date: 4/28/2023 

25. Report: NASA’s Security Management Practices (IG-20-001; 10/21/2019) 
31 

Recommendation: (4) Evaluate Agency-wide jurisdictions to determine if it is feasible 

for all Centers to be under the same jurisdiction or at least to determine if individual 

Centers should have all of their property under the same type of jurisdiction. 

Status: Stennis Space Center has determined that it would be beneficial to change from 

their current “Proprietary Jurisdiction” to “Concurrent Jurisdiction.” This request was 

made through the Mississippi State Government prior to the departure of the Governor 

during the pandemic in 2020. No action was taken at that time. The package will need to 

be redeveloped and resubmitted in coordination with the Office of General Counsel to the 

new Governor. 

Ames Research Center (ARC) has determined that changing from their current “Federal 

Exclusive Jurisdiction” to “Concurrent Jurisdiction” would be beneficial. However, with 

the extensive NASA Research Park Housing Development and the University of 

California, Berkley Campus project that are currently underway, this cannot be fully 

determined until project completion. 

Office of Primary Responsibility: Office of Protective Services 

Target Completion Date: 12/31/2024 

26. Report: NASA’s Security Management Practices (IG-20-001; 10/21/2019) 

Recommendation: (5) Coordinate with the Office of the General Counsel to standardize 

the carrying of firearms by NASA civil servants in an Agency-wide policy while also 

addressing the appropriate situations when NASA contractors may carry their 

government-issued weapons off NASA property. 

Status: As reported to NASA’s Mission Support Council, the Office of Protective 

Services is forecasting “GREEN” for accomplishment of the action to finalize the written 

qualifications and fitness for duty standards for NASA civil servant sworn Federal 

Officers/Special Agents (SA) agency-wide. When the standards have been finalized, 

they will be incorporated into the applicable PD’s and further codified into Agency-wide 

policy (update to NPR 1600.1). 

NASA has endorsed and sent forward to the Office of Management and Budget (OMB) 

the legislative proposal created by Office of Protective Services (OPS) every year since 

2018, and it has yet to be enacted into law. For the 2022 cycle, NASA and OPS once 

again resubmitted the legislative proposal for consideration by the 117th Congress of the 

United States but once again, it was not enacted. We will resubmit for the 2023 cycle. 

Office of Primary Responsibility: Office of Protective Services 

Target Completion Date: 2/28/2024 

27. Report: NASA’s Management of Crew Transportation to the International Space Station 

(IG-20-005; 11/14/2019) 
32 

Recommendation: (2) Correct identified safety-critical technical issues before the 

crewed test flights, including parachute and propulsion systems including launch abort 

systems testing to ensure sufficient safety margins exist. 

Status: NASA is awaiting the Boeing certification in order to close this recommendation.

Office of Primary Responsibility: Space Operations Mission Directorate 

Target Completion Date: 7/31/2023 

28. Report: NASA’s Management of Distributed Active Archive Centers (IG-20-011; 3/3/2020) 

Recommendation: (1) NASA’s Associate Administrator for Science Mission 

Directorate: in conjunction with ESDIS, once SWOT and NISAR are operational and 

providing sufficient data, complete an independent analysis to determine the long-term 

financial sustainability of supporting the cloud migration and operation while also 

maintaining the current DAAC footprint. 

Status: NASA is currently working towards closing this recommendation and still on 

track to provide closure in 2024.

Office of Primary Responsibility: Science Mission Directorate 

Target Completion Date: 3/31/2024 

29. Report: NASA's Management of Space Launch System Program Costs and Contracts (IG20-012; 3/10/2020) 

Recommendation: (2) Review HEOMD and NASA program management policies, 

procedures, and ABC reporting processes to provide greater visibility into current, future, 

and overall cost and schedule estimates for the SLS Program and other human space 

flight programs. 

Status: Both the SLS and EGS programs successfully completed an independently 

reviewed Operational Readiness Review (ORR). More recently, in 2022, these programs 

brought the ORR data forward to reach Key Decision Point E (KDP-E), effectively 

transitioning these programs into the operations phase of their lifecycle for the SLS Block 

1 and EGS ML-1 configuration. Completion of KDP-E requires the programs to provide 

an initial capability estimate to the Chief Financial Officer, as well as a five-year estimate 

for operational costs that are distinct from any ongoing development projects or 

upgrades. Both programs completed their initial capability and five-year estimates based 

on the content featured in the FY23 Program Planning, Budgeting, and Execution (PPBE) 

cycle. The five-year estimate will be updated yearly as part of the PPBE process

Office of Primary Responsibility: Exploration Systems Mission Directorate 

Target Completion Date: 3/31/2023 
33 

30. Report: NASA's Management of Space Launch System Program Costs and Contracts (IG20-012; 3/10/2020) 

Recommendation: (2b) This review shall include: b. establishing methodologies and 

processes to track and set cost commitments for Artemis II. 

Status: Both the SLS and EGS programs successfully completed an independently 

reviewed Operational Readiness Review (ORR). More recently, in 2022, these programs 

brought the ORR data forward to reach Key Decision Point E (KDP-E), effectively 

transitioning these programs into the operations phase of their lifecycle for the SLS Block 

1 and EGS ML-1 configuration. Completion of KDP-E requires the programs to provide 

an initial capability estimate to the Chief Financial Officer, as well as a five-year estimate 

for operational costs that are distinct from any ongoing development projects or 

upgrades. Both programs completed their initial capability and five-year estimates based 

on the content featured in the FY23 PPBE cycle. The five-year estimate will be updated 

yearly as part of the PPBE process. 

Office of Primary Responsibility: Exploration Systems Mission Directorate 

Target Completion Date: 3/31/2023 

31. Report: NASA's Management of Space Launch System Program Costs and Contracts (IG20-012; 3/10/2020) 

Recommendation: (2c) This review shall include: c. determining reporting and tracking 

procedures for setting cost and schedule commitments, and monitoring progress 

throughout the entire life cycle of the SLS Program (through at least 2030). 

Status: NASA has re-examined and revised its lifecycle review policies to ensure 

greater transparency into cost tracing and estimating and enhance existing reporting 

practices for external stakeholders. Progress has been made for all major programs, 

particularly the SLS, within the CESD division. 

In September 2021, SLS successfully completed an independently reviewed ORR. More 

recently, SLS brought the ORR data forward to the Decisional Authority (NASA 

Associate Administrator) to reach Key Decision Point E (KDP-E), effectively 

transitioning into the operations phase of their lifecycle for the SLS Block 1. Completion 

of KDP-E requires the programs to provide an initial capability estimate to the Chief 

Financial Officer, as well as a five-year estimate for operational costs that are distinct 

from any ongoing development projects or upgrades. SLS completed its initial capability 

and five-year estimate based on the content featured in the FY23 PPBE cycle. The fiveyear estimate will be updated yearly as part of the PPBE process. 

To finalize procedures that will monitor the SLS program into 2030 and beyond, the 

agency is in the process of establishing a cost and schedule baseline commitment for the 

SLS Block IB Exploration Upper Stage and Associated Capabilities. The SLS 

Exploration Upper Stage and associated capabilities commitment is anticipated to be 

established in the summer of 2022; an update on the SLS EUS and associated capabilities 
34 

commitment will be provided as soon as finalized and closure of this recommendation 

will be sought at that time. 

Office of Primary Responsibility: Exploration Systems Mission Directorate 

Target Completion Date: 3/31/2023 

32. Report: Audit of NASA’s Development of Its Mobile Launchers (IG-20-013; 3/17/2020) 

Recommendation: (3) Ensure life-cycle and milestone reviews incorporate 

programmatic and technical risks and are conducted with the Associate Administrator for 

Human Exploration and Operations Directorate and other senior Agency officials. 

Status: CESD is in the process of establishing Agency Baseline Commitments for both 

the SLS Exploration Upper Stage and Associated Capabilities, and the EGS Mobile 

Launcher 2, both of which are set to fly on Artemis IV. 

Office of Primary Responsibility: Exploration Systems Mission Directorate 

Target Completion Date: 12/31/2023 

33. Report: Audit of NASA’s Development of Its Mobile Launchers (IG-20-013; 3/17/2020) 

Recommendation: (4) Require the ML-2 project to develop an ABC separate from the 

EGS Program. 

Status: CESD is in the process of establishing an Agency Baseline Commitment for the 

EGS Mobile Launcher 2.

Office of Primary Responsibility: Exploration Systems Mission Directorate 

Target Completion Date: 12/31/2023 

34. Report: NASA’s Compliance with the Improper Payments Information Act for Fiscal Year 

2019 (IG-20-016; 4/10/2020) 

Recommendation: (2) In accordance with OMB guidance, obtain a statistically valid 

estimate of the annual amount of improper payments in the SLS program for reporting in 

the FY 2020 AFR, and complete the associated required reporting. 

Status: The Agency completed a review of SLS disbursements in FY2021. This 

encompassed an assessment of $2.2 billion in program outlays. The results yielded a 100 

percent payment accuracy rate, and a zero improper payments amounts and rates and zero 

unknown payment amounts and rates. Given that the improper payment amount is $0 and 

improper payment and unknown payment rate is zero, there were no direct 

recommendations made by the OIG or actions taken to further improve prevention and 

reduction of IPs and UPs within SLS. Ironically, the OIG found the Agency noncompliant for not reporting the results in its FY2021 review on SLS. The OIG noted, the 

Agency should have submitted SLS related data such as the $2.2 billion in program 
35 

outlays and amount properly paid, the 100 percent payment accuracy rate, and the 

corresponding zero improper and zero unknown payment amounts and rates that were the 

result of their FY 2021 review of FY 2019 payments. The Agency has reported the results 

of the SLS statistical testing and the IP and UP rate as a part of the FY 2022 year end 

reporting. There are no further actions for the Agency to take on this recommendation.

Office of Primary Responsibility: Office of the Chief Financial Officer 

Target Completion Date: 6/30/2023 

35. Report: NASA’s Management of the Orion Multi-Purpose Crew Vehicle Program (IG-20-

018; 7/16/2020) 

Recommendation: (2) To the extent practicable, adjust the production schedules for 

Artemis IV and V to better align with the successful demonstration of Artemis II to 

reduce schedule delays associated with potential rework. 

Status: CESD is in the process of establishing Agency Baseline Commitments for both 

the SLS Exploration Upper Stage and Associated Capabilities, and the EGS Mobile 

Launcher 2, both of which are set to fly on Artemis IV. 

Office of Primary Responsibility: Exploration Systems Mission Directorate 

Target Completion Date: 12/31/2023 

36. Report: NASA's Planetary Science Portfolio (IG-20-023; 9/16/2020) 

Recommendation: (2) In coordination with the Office of Chief Financial Officer, engage 

relevant Centers and technical capability leaders to identify budgetary and accounting 

system solutions within the current budgetary and full cost accounting system to 

adequately fund and sustain critical technical discipline capabilities needed to support 

current and future projects. 

Status: A review of the documentation to date indicates the OIGs outstanding concern 

relates to full cost accounting implementation; specifically cost pools and/or best 

practices for charging programs and projects. 

SMD (Science Mission Directorate) is working with OCFO to identify OCFO officials to 

any current or past efforts to develop best practices regarding full cost accounting 

applications for NASA activities. SMD will need to solicit a response to OIG from with 

CFO and ensure CFO address OIGs outstanding concerns. 

Office of Primary Responsibility: Science Mission Directorate 

Target Completion Date: 7/30/2023 

37. Report: NASA's Management of the Gateway Program for Artemis Missions (IG-21-004; 

10/1/2020) 
36 

Recommendation: (2) Ensure PPE and HALO delivery and launch dates are realistic by 

including sufficient schedule margin in their development schedules. 

Status: Probabilistic schedule risk analyses are being performed in support of the 

Gateway Program’s planned readiness for KDP-I by the end of April 2023. Please note, 

however, that it may take longer to complete the full KDP process since it will depend on 

scheduling at both the ACD and Agency levels. 

Office of Primary Responsibility: Exploration Systems Mission Directorate 

Target Completion Date: 6/30/2023 

38. Report: NASA's Management of the Gateway Program for Artemis Missions (IG-21-004; 

10/1/2020) 

Recommendation: (3) Develop a HEOMD policy that establishes a reasonable amount 

of recommended schedule margin by phase of program or project. 

Status: NASA anticipates closure of this recommendation with the baselining of the 

Formulation Guide. The ESDMD Technical Integration Office continues to update the 

Guide as well as revising internal reviews before putting the document into the CR 

process. The Formulation Guide is planned to begin the CR process in October with 

board approval anticipated early 2023.

Office of Primary Responsibility: Exploration Systems Mission Directorate 

Target Completion Date: 3/31/2023 

39. Report: Audit of NASA’s Compliance with the Geospatial Data Act (IG-21-001; 10/2/2020) 

Recommendation: (2) Develop a unified Strategy Implementation Plan or “Roadmap” 

that defines detailed action items, milestones, and responsibilities for geospatial data 

management in support of missions across NASA. 

Status: The OCIO is actively seeking a Chief Data Officer replacement who also serves 

as the Agency Senior Agency Official for Geospatial Information (SAOGI). OCIO and 

the SMD will collaborate on the development of a unified geospatial data management 

plan across NASA. The Office of Legislative & Intergovernmental Affairs is assisting in 

the effort to ensure alignment with Geospatial Data Act of 2018 and Federal Geographic 

Data Committee objectives. Work in this area is connected to a related audit 

recommendation on IG-23-001 (NASA's Compliance with the Geospatial Data Act for 

Fiscal Year 2022).

Office of Primary Responsibility: Office of the Chief Information Officer 

Target Completion Date: 9/30/2024 

40. Report: NASA’s Management of Its Acquisition Workforce (IG-21-002; 10/27/2020) 
37 

Recommendation: (1) Finalize and fully implement the performance metrics dashboard 

to measure acquisition performance. 

Status: NASA is currently working towards closing this recommendation and still on 

track to provide closure in 2023.

Office of Primary Responsibility: Office of Procurement 

Target Completion Date: 12/1/2023 

41. Report: NASA’s Management of Its Acquisition Workforce (IG-21-002; 10/27/2020) 

Recommendation: (2) Document contract assignments to COs, CORs, and 

program/project managers in a centralized system for inclusion in the performance 

metrics dashboard. 

Status: Research was conducted and determined that this information is not readily 

available. OP does not currently have an existing system to obtain the information in 

order to link the assignment of COs, CORs and P/PMs at the contract level. P/PM (161 

total P/PMs) information is collected by Program level and through a currency review 

some but not all contract data was collected. This effort will require tremendous outreach 

and the manual coordination and collection of data that would likely be largely 

inconsistent for 3500 CORs and several hundred COs. This was a suggestion by the IG, 

and they noted that they did not want OP to incur a significant investment of resources, if 

the information and capability was not readily available. 

Office of Primary Responsibility: Office of Procurement 

Target Completion Date: 12/1/2023 

42. Report: NASA’s Management of Hazardous Materials (IG-21-006; 12/3/2020) 

Recommendation: (5) Assess various options for development and implementation of an 

Agency-wide hazardous materials information system that tracks hazardous materials 

throughout the life cycle, and ensure processes are in place to consistently maintain a 

complete and accurate inventory. 

Status: NASA assessed the potential of an Agency-wide hazardous materials 

information system (HMIS). An Agency-wide snapshot of HMIS and hazardous 

materials (HM) management processes was developed in collaboration with HM 

personnel at centers and facilities, and current HMIS and HM management practices 

were evaluated for opportunities to improve HM inventory management. OSI is 

continuing to work in collaboration with the Office of the Chief Information Officer to 

explore the potential of and options for an Agency-wide HMIS that will include the scope 

of each option and how it compares to existing center practices, an evaluation of the 

strengths and weaknesses of each option, and the risks of adopting an Agency-wide 

solution. We anticipate completing the work by mid-2023.

Office of Primary Responsibility: Office of Strategic Infrastructure 
38 

Target Completion Date: 12/31/2022 

43. Report: NASA’s Management of Hazardous Materials (IG-21-006; 12/3/2020) 

Recommendation: (7) Require Center Directors to inspect and replace, as required, 

laboratory hazardous material storage structures and improve shelters that do not meet 

CDC or Agency requirements. 

Status: (1) A NASA Interim Directive (NID) (NID 8715.140 – “Safety Policy 

Regarding Hazardous Chemicals”) was developed and implemented on March 2022. The 

NID establish requirements for the Centers to properly storage, inspect and handle 

hazardous materials. The NID will be incorporated into the NASA NPR 8715.1 in the 

next update between 2023-2024. 

(2) Personnel from OCHMO and Office of Safety and Mission Assurance had been 

visiting the Centers to review their compliance with the new NID and to determine if 

there are any issues to comply with the new requirements. 

Office of Primary Responsibility: Office of Safety and Mission Assurance 

Target Completion Date: 10/1/2023 

44. Report: NASA’s Efforts to Mitigate the Risks Posed by Orbital Debris (IG-21-011; 

1/27/2021) 

Recommendation: (1) Lead national and international collaborative efforts to mitigate 

orbital debris including activities to encourage active debris removal and the timely endof-mission disposal of spacecraft. 

Status: NASA’s role within the executive branch is established by a combination of 

direction from Congress in law and implementing policy direction from the 

Administration. At present, there is no Administration direction to NASA for leading 

national and international collaborative efforts to encourage active debris removal. The 

Agency does not have a legislative or mission requirement to lead such efforts. 

Consistent with guidance in Space Policy Directive 3 (SPD-3), the National Space Traffic 

Management Policy, NASA led the interagency effort to update the U.S. Government 

(USG) Orbital Debris Mitigation Standard Practices (ODMSP). The 2019 ODMSP 

update includes improvements to the original standard practices which are significant, 

meaningful, and achievable with quantified parameters and preferred options; as well as 

clarifications and additional traditional practices for certain classes of space operations, 

such as flying large constellations of space vehicles, rendezvous and proximity 

operations, satellite servicing, and operating small satellites. The new standard practices 

established in the update include the 2 preferred disposal options for immediate removal 

of structures from the near-Earth space environment. By establishing guidelines for USG 

activities, the 2019 ODMSP provides a reference to promote efficient and effective space 

safety practices for other domestic and international operators. 

Office of Primary Responsibility: Office of International and Interagency Relations 
39 

Target Completion Date: 6/30/2023 

45. Report: NASA’s Efforts to Mitigate the Risks Posed by Orbital Debris (IG-21-011; 

1/27/2021) 

Recommendation: (2) Collaborate with Congress, other federal agencies, and partners 

from the private and public sectors to adopt national and international guidelines on 

active debris removal and strategies for increasing global compliance rates for timely 

removal of spacecraft at the end of a mission. 

Status: NASA collaboration with Congress and others is governed by Administration 

policy and direction. NASA collaborates with partner agencies within the executive 

branch as well as with other stakeholders concerning orbital debris issues. NASA reports 

to Congress on these efforts. Related to the NASA response to Recommendation 1 

regarding the 2019 update of the USG ODMSP, the Agency engages in systematic 

efforts, led by the Department of State, to increase international support for adhering to 

guidelines to mitigate orbital debris, including timely disposal of spacecraft at the end of 

mission. Specifically, NASA continues to share the ODMSP broadly, including: in 

February 2020 - presentation on SPD-3, the National Space Traffic Management Policy, 

and the ODMSP at the Scientific and Technical Subcommittee of the United Nations 

Committee on the Peaceful Uses of Outer Space; in February 2020 - NASA Orbital 

Debris Quarterly News highlighted the ODMSP; and in April 2020 - during a virtual 

session of the Inter-Agency Space Debris Coordination Committee (IADC), the 

international technical forum on debris, provided e-mail copies of the updated 2019 USG 

ODMSP which is located on the IADC Web site.

Office of Primary Responsibility: Office of International and Interagency Relations 

Target Completion Date: 6/30/2023 

46. Report: NASA’s Efforts to Mitigate the Risks Posed by Orbital Debris (IG-21-011; 

1/27/2021) 

Recommendation: (3) Invest in methods and technologies for removing defunct 

spacecraft. As part of this effort, conduct a study evaluating the technical merit and cost 

to investing in active debris removal systems and technologies. 

Status: Space Technology Mission Directorate (STMD) continues to invest in Active 

Debris Removal (ADR) including technologies for de-orbit, de-tumble, de-spin, close 

relative navigation software or hardware capability, disposal acceleration devices, 

salvage, recycling, reusing into useful material for manufacturing or fuel. 

In addition, STMD invests in crosscutting technologies which are applicable to both 

ADR and Servicing & Assembly. These may include technologies for rendezvous, 

proximity operations, and capture (RPOC), external robotic manipulation systems 

(grippers, dexterous manipulation, software, free-flying robots), and sensors for RPOC 

and robotics. 
40 

In FY21, STMD made 21 separate investments in these areas for a total of 8.6 million 

and in FY22 STMD made 18 investments in ADR technology for a total of 7 million. 

(pulled from August Orbital Debris report) These investments continue into FY2023. In 

parallel, NASA STMD has initiated new investments in 2022 and 2023 applicable to 

debris removal, including: 

1) Remediation of small debris: Prizes, Challenges, and Crowdsourcing Program “Small 

Orbital Debris Challenge” soliciting ideas on how to detect, track, and remove space 

debris 10 centimeters and smaller. 

2) Removal of large debris: SBIR Ignite Topic “Commercial Development of ADR 

Services” (two Phase I awardees selected in 2022. Phase II proposals due in FY23). 

The NASA Office of Technology, Policy and Strategy is currently conducting an ADR 

cost benefit analysis. This study provides estimates of economic risks imposed on 

satellite operators by orbital debris and surveys the various methods for debris 

remediation, providing estimates of the cost to develop and operate remediation missions. 

The primary goal of this project is to inform the U.S. government’s long-term Orbital 

Debris Research and Development Strategy. When complete, the study will identify the 

most cost-efficient approaches to remediate orbital debris risks and prioritize promising 

ADR technologies. STMD will use the results of this effort to inform future investments. 

In the meantime, STMD continues with our strategy of investing in promising early-stage 

concepts and technologies that could alter the landscape for identifying technically and 

cost-effective, viable orbital debris removal approaches. In 2025, we will reevaluate 

whether a change in approach is warranted. 

Office of Primary Responsibility: Space Technology Mission Directorate 

Target Completion Date: 12/31/2025 

47. Report: NASA's Cybersecurity Readiness (IG-21-019; 5/18/2021) 

Recommendation: (1) Integrate EA and ESA, and develop metrics to track the overall 

progress and effectiveness of EA. 

Status: The development of the NASA Enterprise Architecture (EA) is underway and 

will be fully integrating NASA's Zero Trust cybersecurity principles (represented in the 

also under-development Enterprise Security Architecture (ESA)). As NASA's Zero Trust 

efforts are contained within the Agency's Cybersecurity Improvement Portfolio (CIP), we 

will be measuring progress of the ESA via the CISA Zero Trust Maturity Model. The 

CIP, and NASA's Zero Trust journey will be a multi-year endeavor.

Office of Primary Responsibility: Office of the Chief Information Officer 

Target Completion Date: 7/31/2025 

48. Report: NASA's Cybersecurity Readiness (IG-21-019; 5/18/2021) 
41 

Recommendation: (2) Collaborate with the Chief Engineer on strategies to identify and 

strengthen EA gaps across mission and institutional IT boundaries. 

Status: To ensure that we are properly coordinating with the OCE, the Strategy and 

Architecture Office (SAO) is requesting to have its Enterprise Technology Architect 

added to OCE's Standards Working Group. In addition, SAO is in the process of formally 

chartering a NASA Enterprise Architecture Working Group (EA WG). 

The NASA EA WG will be chaired by the NASA Chief Enterprise Architect and will 

develop and maintain the NASA Enterprise Architecture (EA). The NASA EA will 

support planning and decision-making through documentation and information that 

provides an abstracted view of the enterprise at various levels of scope and detail. The 

NASA EA WG will address topics affecting the iterative and continuous process of 

developing and maintaining the NASA EA, to include infusion of Zero Trust principles 

as will be articulated through the NASA Enterprise Security Architecture (ESA). The 

NEA WG will provide advice, counsel, and make recommendations for consideration by 

the Information Technology Strategy Board (ITSB), relating to maintaining and 

improving service delivery excellence within NASA. 

Office of Primary Responsibility: Office of the Chief Information Officer 

Target Completion Date: 9/29/2023 

49. Report: NASA's Cybersecurity Readiness (IG-21-019; 5/18/2021) 

Recommendation: (4) Determine each Center’s annual cost for performing independent 

assessments, including staffing, during the A&A process for NASA’s 526 systems. 

Status: NASA has awarded the CyPrESS contract for a dedicated enterprise team to 

manage and perform the security assessments for all NASA systems subject to 

assessment and authorization. The dedicated enterprise team will have the Centers’ 

annual cost for performing independent assessments for all NASA systems subject to 

assessment and authorization. 

Office of Primary Responsibility: Office of the Chief Information Officer 

Target Completion Date: 6/30/2023 

50. Report: NASA's Cybersecurity Readiness (IG-21-019; 5/18/2021) 

Recommendation: (5) Develop baseline requirements in the planned CyPrESS contract 

for a dedicated enterprise team to manage and perform the assessment process for all 

NASA systems subject to A&A. 

Status: NASA has awarded the CyPrESS contract for a dedicated enterprise team to 

manage and perform the security assessments for all NASA systems subject to 

assessment and authorization. The dedicated enterprise team will have the Centers’ 

annual cost for performing independent assessments for all NASA systems subject to 

assessment and authorization. 
42 

Office of Primary Responsibility: Office of the Chief Information Officer 

Target Completion Date: 6/30/2023 

51. Report: NASA’s Construction of Facilities (IG-21-027; 9/8/2021) 

Recommendation: (1) Develop an integrated master schedule to incorporate and align 

the hardware deliveries and training needs of the dependent programs—Gateway, ISS, 

and HLS—and the Flight Operations Directorate. 

Status: OSI is currently re-writing NPR 8810 and completing the Agency Master Plan. 

The re-write and the AMP will address the recommendation.

Office of Primary Responsibility: Office of Strategic Infrastructure 

Target Completion Date: 1/31/2024 

52. Report: NASA’s Construction of Facilities (IG-21-027; 9/8/2021) 

Recommendation: (2a) Revise NASA Procedural Requirements 8820.2G to: Define and 

establish parameters for the use of institutional and programmatic CoF funds and 

establish a cost-sharing method for facilities that will have more than one user. 

Status: NASA is currently working on a new NID/NPR to address programmatic & 

institutional funding for facilities that will have more than one user 

Office of Primary Responsibility: Office of Strategic Infrastructure 

Target Completion Date: 1/31/2024 

53. Report: NASA's Management of the Artemis Missions (IG-22-003; 11/5/2021) 

Recommendation: (1) Develop a realistic, risk-informed schedule that includes 

sufficient margin to better align Agency expectations with the development schedule. 

Status: The Artemis II IMS is mature with contractor informed schedules and is 

currently updated through a Schedule Risk Assessment process that is expected to be 

completed in late summer 2023. Baselining a schedule for Artemis III and IV will also 

rely on the information from KDP-Cs for both Gateway and HLS which are anticipated to 

happen June 2023 and April 2023 respectively. Due to these adjustments, initial schedule 

baseline updates are expected in summer 2023.

Office of Primary Responsibility: Exploration Systems Mission Directorate 

Target Completion Date: 9/30/2023 

54. Report: NASA's Management of the Artemis Missions (IG-22-003; 11/5/2021) 
43 

Recommendation: (2) Expand upon the existing draft Artemis IMS to include Artemis 

programs outside AES and ESD to properly align dependencies across directorates. 

Status: The Artemis Campaign Planning Manifest (ACPM) is the authoritative 

document for the approved Artemis Mission planning dates for use in analysis, 

assessments, interdependency tracking, and communication. The Artemis Mission 

planning dates in the Manifest represent crew launch for the missions. 

Artemis III and IV manifest is currently in development. The Artemis II IMS is mature 

with contractor informed schedules. Updates will be pending following Artemis I mission 

completion. Artemis III and IV IMSs are in development and still pending contractor 

informed schedules for recently awarded and future procurements. As part of the 

expanding interdependency beyond ACD/CESD, the divisions are working more closely 

with and increasing integration with SCaN. SCaN has been integrated into the ACD 

control board as an ad hoc member which was reflected in an update of the ACD Control 

Board Charter. SCaN’s content is still under formulation. Initial updates to the ACPM 

have a placeholder for the SCAN lunar relay content and are in discussions for future 

updates for additional content when more fully defined. 

Office of Primary Responsibility: Exploration Systems Mission Directorate 

Target Completion Date: 5/31/2023 

55. Report: NASA's Management of the Artemis Missions (IG-22-003; 11/5/2021) 

Recommendation: (3) Develop an Artemis-wide cost estimate, in accordance with best 

practices, that is updated on an annual basis. 

Status:  NASA is currently working towards closing this recommendation and still on 

track to provide closure in 2024.

Office of Primary Responsibility: Exploration Systems Mission Directorate 

Target Completion Date: 2/28/2024 

56. Report: NASA's Management of the Artemis Missions (IG-22-003; 11/5/2021) 

Recommendation: (4) Maintain an accounting of per-mission costs to increase 

transparency and establish a benchmark against which NASA can assess the outcome of 

initiatives to increase the affordability of ESD systems. 

Status: NASA is developing a methodology to provide Congress with a repeatable 

assessment of mission costs for each mission in its Artemis campaign. Costs of newly 

developed capabilities will be provided in addition to production and operations cost 

estimates for any hardware in the mission that has been previously produced and 

operated. These estimates will include the cost of hardware production, integration costs 

for each mission, operations costs, and separately the annual fixed basis of costs as 

captured by these programs. Costs expended by international partners will be excluded. 

Future missions and mission content are predicted on Presidential direction and 
44 

Congressional appropriations and therefore estimates could reflect changes in manifest, 

changes in contract strategies, and/or fluctuations due to obsolescence and production 

rate. Such as assessment will be provided as a report outside of MPAR. All cost data will 

be consistent with the established reporting restrictions associated with pre-decisional 

data.

Office of Primary Responsibility: Exploration Systems Mission Directorate 

Target Completion Date: 2/28/2023 

57. Report: NASA's Management of the Artemis Missions (IG-22-003; 11/5/2021) 

Recommendation: (6) Develop a realistic funding profile and schedule given the 

underfunding of HLS in FY 2021, the selection of one HLS award, and the desire to 

compete a sustainability contract for future lunar missions. 

Status: The HLS KDP-C for initial capability is anticipated to be held April 2023. 

Office of Primary Responsibility: Exploration Systems Mission Directorate 

Target Completion Date: 5/31/2023 

58. Report: NASA's Management of the Artemis Missions (IG-22-003; 11/5/2021) 

Recommendation: (7) Identify measurable cost reduction targets for its ESD contractors. 

Status: NASA is currently working towards closing this recommendation and still on 

track to provide closure in 2023.

Office of Primary Responsibility: Exploration Systems Mission Directorate 

Target Completion Date: 12/30/2023 

59. Report: NASA’s Utilization of the ISS and Commercialization of Low Earth Orbit (IG-22-

005; 11/30/2021) 

Recommendation: (1) Ensure the risks associated with cracks and leaks in the Service 

Module Transfer Tunnel are identified and mitigated prior to agreeing to an ISS life 

extension. 

Status: The ISS Extension through 2030 was formally announced by the White House 

and ratified by Congress in the 2021-2022 timeframe, and extension formalization with 

the ISS International Partners is in work. While taken very seriously by the ISS 

Partnership, the leak currently presents no immediate danger to the crew, vehicle, or 

impacts projected longevity of the ISS through 2030. Multiple measures have been 

implemented to identify the source(s) of the leak, with identified cracks being 

permanently patched with no issues. Ongoing efforts between the partners will continue 

to understand the causes, seal remaining leaks, and communicate appropriately. The 

impacts are minimized through isolation of this compartment when crew access is not 
45 

needed, and if necessary, could be permanently isolated. Additionally, there is sufficient 

gas currently on ISS, and planned to be launched, to sustain appropriate levels of 

atmospheric pressure until the issue is resolved. 

Office of Primary Responsibility: Space Operations Mission Directorate 

Target Completion Date: n/a 

   
46 

Appendix D 

Reconciliation with NASA OIG Semi-Annual Report 

   
47 

Reconciliation with OIG's November 30, 2022 Semi-Annual Report 

(As of 12/31/2022) 

   Reports Recommendations 

      

Total Open Public Reports and Recommendations as of 9/30/22 [OIG Semi-Annual Report] 43 116 

Minus: Public Reports and Recommendations Open Less than One Year (10) (54)

Net Public Reports and Recommendations Open More than One Year (as of 

9/30/22) 33 62 

Plus: Additional Public Reports and Recommendations Open More Than One Year 

(as of 10/1/22) 2 10 

Minus: Public Reports and Recommendations Open More than One Year on 

9/30/22 but Closed During 10/1/22 – 12/30/22 (10) (13)

Total Public Reports and Recommendations Open More than One Year 

(as of 12/31/2022) 25 59 

   
48 

Appendix E 

List of Acronyms 

 
49 

Abbreviation Description

ABC Agency Baseline Commitment

ACD Advanced Capability Division

ACPM Artemis Campaign Planning Manifest

ADR Active Debris Removal

AFR Agency Financial Report

APS Application and Platform Service

ARC Ames Research Center

CCRO Chief Cybersecurity Risk Officer

CDC Center for Disease Control

CESD Common Exploration Systems Development Division

CIO Chief Information Officer

CIP Cybersecurity Improvement Portfolio

CLPS Commercial Launch Provider Services

CO Contracting officers

CoF Construction of Facilities

COOP Continuity of Operations Plan

COR Contracting officer’s representatives

CPMO Chief Program Management Officer

CSPD Cybersecurity and Privacy Division

DAAC Distributed Active Archive Centers

DCD Design, Construction, and Demolition

EA Enterprise Architecture

ECRM Enterprise Cybersecurity Risk Management

EGS Exploration Ground Systems

EM‐2 Exploration Mission 2

ESA Enterprise Security Architecture

ESDIS Earth Science Data and Information System

FTAC Fast Track Action Committee

FY Fiscal Year

GAO Government Accountability Office

GISS Goddard Institute for Space Studies

GSDO Ground Systems Development and Operations

HALO Habitation and Logistics Outpost

HEOMD Human Exploration and Operations Mission Directorate

HLS Human Landing System

HM Hazardous Materials

HMIS Hazardous Materials Information Systems

HPD Heliophysics Division

IADC Inter‐Agency Space Debris Coordination Committee

IGIM Interagency Group on Integrative Modeling
50 

ISS International Space Station

IT Information technology

ITSB Information Technology Strategic Board

JCL Joint Confidence Level

JSC Johnson Space Center

KDP Key Decision Point

LEO Lower Earth Orbit

ML‐2 Mobile Launcher‐2

MPAR Major Program Annual Report

NASA National Aeronautics and Space Administration

NHPA National Historic Preservation Act  

NICE National Initiative for Cybersecurity Education

NID NASA Interim Directive

NISAR NASA ISRO Synthetic Aperture Radar

NODIS NASA Online Directives Information System

NPD NASA Policy Directive

NPR NASA Procedural Requirements

NSWAP National Space Weather Action Plan

OCE Office of the Chief Engineer

OCFO Office of Chief Financial Officer

OCHCO Office of the Chief Human Capital Officer

OCIO Office of the Chief Information Officer

OCOMM Office of Communications

ODARs Orbital Debris Assessment Reports  

ODMSP Orbital Debris Mitigation Standard Practices

OIG Office of the Inspector General

OMB Office of Management and Budget

OPS Office of Protective Services

ORR Operational Readiness Review

OSTP Office of Science and Technology Policy

PM Program management

POA&M Plan of action and milestones

PDR Preliminary Design Review

PPBE Program Planning, Budgeting, and Execution

PPE Power and Propulsion Element

RFC Request for Closure

RPOC rendezvous, proximity operations, and capture

SAO Strategy and Architecture Office

SIB Strategic Infrastructure Board

SLS Space Launch System

SOC Security Operations Center
51 

SPD‐3 Space Policy Directive 3

STMD Space Technology Mission Directorate

SWOT Surface Water and Topography

USG United States Government

VIPER Volatiles Investigating Polar Exploration Rover