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NASA FY 2022 Volume of Integrated Performance

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NASA FY 2022 Volume of Integrated Performance National Aeronautics and Space Administration VOLUME OF INTEGRATED FY 2022 PERFORMANCE FY 2020 Annual Performance Report FY 2021 Annual Performance Plan Update www.nasa.gov FY 2022 Annual Performance Plan Table of Contents Table of Contents Part 1: Performance Management at NASA . 1 NASA Performance Foundations . 2 Strategic Plan Framework . .3 . Performance Management in Action . .4 . Performance Management Goals and Mandates . .7 . Oversight and Accountability . .8 . Organized for Success and Sustainability . 11 Strategies for Improvement . 14 High Risk Areas Identified by the GAO . .14 . Management Challenges Identified by the OIG . 15. Part 2: Performance Planning and Reporting . 21 Strategic Goal 1: Expand human knowledge through new scientific discoveries. .................................................22 Strategic Objective 1 1:. Understand the Sun, Earth, solar system, and universe . 23 Above: NASA astronauts Barry “Butch” Wilmore, left, and Sunita “Suni” Williams visit the Commercial Crew and Cargo Processing Facility at Kennedy Space Center in Florida on December 17, 2020. The astronauts are at Kennedy to prepare for their flights to the International Space Station on Boeing’s CST-100 Starliner, as part of the agency’s Commercial Crew Program. Wilmore and Williams will command the Crew Flight Test and the Starliner-1 mission, respectively. Photo Credit: Boeing/ John Proferes NASA’s FY 2022 Volume of Integrated Performance ii Table of Contents Strategic Objective 1 .2: Understand the responses of physical and biological systems to spaceflight . 42 Strategic Goal 2: Extend human presence deeper into space and to the Moon for sustainable long-term exploration and utilization. ..........45 Strategic Objective 2 1:. Lay the foundation for America to maintain a constant human presence in low Earth orbit enabled by a commercial market . 46 Strategic Objective 2 .2: Conduct human exploration in deep space, including to the surface of the Moon . 51 Strategic Goal 3: Address national challenges and catalyze economic growth. .55 Strategic Objective 3 1:. Develop and transfer revolutionary technologies to enable exploration capabilities for NASA and the Nation . 56 Strategic Objective 3 .2: Transform aviation through revolutionary technology research, development, and transfer . 63 Strategic Objective 3 .3: Inspire and engage the public in aeronautics, space, and science . 73 Strategic Goal 4: Optimize capabilities and operations. ........................ 81 Strategic Objective 4 1:. Engage in partnership strategies . 82 Strategic Objective 4 .2: Enable space access and services . 86 Strategic Objective 4 .3: Assure safety and mission success . 94 Strategic Objective 4 4:. Manage human capital . 99 Strategic Objective 4 .5: Ensure enterprise protection . 103 Strategic Objective 4 6:. Sustain infrastructure capabilities and operations . 107 NASA’s FY 2022 Volume of Integrated Performance iii PART 1 Performance Management at NASA The samples Apollo 11 brought back to Earth from the Moon were humanity’s first from another celestial body. NASA’s Mars 2020 Perseverance rover mission will collect the first samples from another planet (Mars) for return to Earth by subsequent missions. In place of astronauts, the Perseverance rover will rely on the most complex, capable and cleanest mechanism ever to be sent into space, the Sample Caching System. In this photo taken on May 20, 2020 ,at the Kennedy Space Center, engineers and technicians insert 39 sample tubes into the belly of the rover. Each tube is sheathed in a gold-colored cylindrical enclosure to protect it from contamination. The Perseverance rover will carry 43 sample tubes to the Red Planet’s Jezero Crater. Photo Credit: NASA/JPL-Caltech NASA Performance Foundations NASA Performance Foundations Vision For six decades, NASA has led the peaceful exploration of space, To discover and expand knowl- advancing knowledge of Earth, while making discoveries about edge for the benefit of humanity. the furthest reaches of the universe . NASA research has advanced aeronautics, helped develop the commercial space industry, and Mission strengthened the U .S . economy . Lead an innovative and sustain- NASA’s continued success is predicated on a solid foundation of able program of exploration with performance . The Agency uses common business and develop- commercial and international part- ment practices to proactively establish expectations and assess ners to enable human expansion and improve performance on an ongoing basis . These practices across the solar system and bring are strengthened by the Agency’s diversity in technical and new knowledge and opportunities operational expertise . NASA uses data and evidence to inform back to Earth. Support growth of investment decisions at all levels, from day-to-day operations to the Nation’s economy in space and selecting major missions and establishing the necessary infra- aeronautics, increase understand- structure to pursue goals that may take a generation, or longer, ing of the universe and our place to realize . in it, work with industry to improve America’s aerospace technolo- NASA is transparent in these efforts, complying fully with require- gies, and advance American lead- ments on performance reporting and accountability, in accor- ership. dance with the Government Performance and Results Act (GPRA) Modernization Act of 2010 . NASA’s commitment to performance Above: NASA astronaut Kate Rubins affixes reaches further than compliance . The Agency has an ingrained an Expedition 64 sticker inside the bus carrying culture of self-evaluation and continuous improvement, using her and fellow crewmates, Russian cosmonauts findings from these studies and assessments to improve the Sergey Kud-Sverchkov and Sergey Ryzhikov of Agency in the short term, and position NASA for long-term suc- Roscosmos, to the launch pad on October 14, cess . 2020 at the Baikonur Cosmodrome in Kazakhstan. The trio launched at 1:45 a.m. EDT to begin a six- month mission aboard the International Space The NASA 2018 Strategic Plan outlines NASA’s plans for the Station. Photo Credit: NASA/GCTC/Andrey future, provides a clear and unified direction for all of its activities, Shelepin and sets the foundation on which the Agency can build and mea- NASA’s FY 2022 Volume of Integrated Performance 2 NASA Performance Foundations sure the success of its programs and projects . track incremental progress towards achieving This direction is captured in NASA’s Vision and the performance goals . A performance goal Mission statements—why NASA exists, what it may also include key milestones or activities aspires to achieve, and how it expects to make a that are part of the annual target . difference that benefits all Americans . The information reported in this document Annual Performance Plan is aligned with the NASA 2018 Strategic Plan The Annual Performance Plan consists of multi- and the FY 2022 Budget Estimates, in accor- year, outcome oriented performance goals and dance with the requirements of the GPRA measurable targets that align to NASA’s bud- Modernization Act . The Agency currently get . The plan is aligned to program and project is developing its strategic plan for the 2022 commitments in the fiscal budget request and through 2026 timeframe . This new strategic is released to the public concurrently with the plan will continue many of NASA’s efforts to Budget Estimates document . As part of the expand understanding of Earth, other worlds, 2022 through 2026 strategic planning process, and the cosmos as a whole; conduct human NASA will review its performance goals for and robotic space exploration; and develop alignment with the new strategic plan frame- and advance technologies in exploration and work and priorities . See Part 2, starting on page aeronautics that allow American industry to 21, for NASA’s performance goals and fiscal increase market share and new markets, both year targets . on Earth and in the near-Earth region of space . A subset of performance goals are also agency priority goals, highlighting high-priority, Strategic Plan Framework high-profile activities the Agency plans within a The NASA 2018 Strategic Plan created a frame- two-year timeframe . work that consists of NASA’s priorities, top-level objectives, and strategies for making prog- In January 2021, the Office of Management ress toward these priorities at varying levels and Budget suspended reporting for the FY throughout the Agency (see the figure below) . 2020-2021 agency priority goals . NASA transi- At the top of the framework are strategic goals tioned its four agency priority goals [m-dash] that describe NASA’s Mission . Strategic objec- James Webb Space Telescope, Low Earth tives present the strategies for achieving these Orbit Economy, Artemis, and Lunar Surface goals . Progress towards these strategic objec- Capabilities — to performance goals to track tives is measured through performance goals . performance through the planned completion Annual targets allow NASA to measure and NASA’s 2018 Strategic Plan Framework NASA’s FY 2022 Volume of Integrated Performance 3 NASA Performance Foundations of the goals . NASA may continue tracking some of the performance goals beyond FY 2021 . Annual Strategic Reviews The annual Strategic Review process encom- Every fiscal year, NASA reevaluates and updates passes a comprehensive analysis of each of the existing performance goals and targets to NASA’s strategic objectives . Agency leaders ensure they still accurately reflect NASA’s bud- assess
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