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StratML Performance Plan or Report Example

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2011 NASA Strategic Plan New in this 2011 Strategic Plan is a strategic goal that emphasizes the importance of supporting the underlying capabilities that enable NASA’s missions. This addition ensures that our resource decisions directly address the balance of funding priorities between our missions and the requirements of institutional and program capabilities that enable our missions. We actively focus our planning decisions by using a tiered set of statements that describe a desired state during a relative time frame. The following six strategic goals are long-term, spanning the next decade and beyond. For each strategic goal, we present an introduction that discusses why we are investing in this goal, followed by outcome statements that set targets for that goal over the next 10 years and beyond. NASA regularly collects and assesses performance information contributing to the APP measures and goals as the basis for programmatic and institutional decision-making processes within the Agency. NASA reports progress on the APP to Congress and the public in our annual Performance and Accountability Report, to support programmatic decision-making at a government-wide level. Our performance framework is thus an important tool for communicating with our stakeholders and the public. Through this framework we are held accountable for the Nation’s investment in NASA’s missions, reporting on achievements as well as shortfalls, and planning our performance goals for the next year. National Aeronautics and Space Administration NASA _c906b3d9-ae37-499a-b098-c1cb53412da3 Charles F. Bolden, Jr. Administrator To reach for new heights and reveal the unknown, so that what we do and learn will benefit all humankind. _07004a4c-20a4-11e2-a30e-261e3736e24c Drive advances in science, technology, and exploration to enhance knowledge, education, innovation, economic vitality, and stewardship of Earth. _07004d12-20a4-11e2-a30e-261e3736e24c Safety NASA’s constant attention to safety is the cornerstone upon which we build mission success. We are committed, individually and as a team, to protecting the safety and health of the public, our team members, and those assets that the Nation entrusts to the Agency. Integrity NASA is committed to maintaining an environment of trust, built upon honesty, ethical behavior, respect, and candor. Our leaders enable this environment by encouraging and rewarding a vigorous, open flow of communication on all issues, in all directions, and among all employees without fear of reprisal. Building trust through ethical conduct as individuals and as an organization is a necessary component of mission success. Teamwork NASA’s most powerful tool for achieving mission success is a multidisciplinary team of diverse, competent people across all NASA Centers. Our approach to teamwork is based on a philosophy that each team member brings unique experience and important expertise to project issues. Recognition of, and openness to, that insight improves the likelihood of identifying and resolving challenges to safety and mission success. We are committed to creating an environment that fosters teamwork and processes that support equal opportunity, collaboration, continuous learning, and openness to innovation and new ideas. Excellence To achieve the highest standards in engineering, research, operations, and management in support of mission success, NASA is committed to nurturing an organizational culture in which individuals make full use of their time, talent, and opportunities in pursuit of excellence in both the ordinary and the extraordinary. Human Activities Extend and sustain human activities across the solar system. _07004dee-20a4-11e2-a30e-261e3736e24c Strategic Goal 1 Humanity’s interest in the heavens has been universal and enduring. Humans are driven to explore the unknown, discover new worlds, push the boundaries of our scientific and technical limits, and then push further. NASA is tasked with developing the capabilities that will support our country’s long-term human space flight and exploration efforts. We have learned much in the last 50 years, having embarked on a steady progression of activities and milestones with both domestic and international partners to prepare us for more difficult challenges to come. Our operations have increased in complexity, and crewed space journeys have increased in duration. The focus of these efforts is toward expanding permanent human presence beyond low Earth orbit. We will pursue this goal through strategic investments and partnerships to drive advances in science and technology and deliver benefits to all humankind. To be successful, we will need equal and full participation from international partners and the commercial sector. We seek their partnership and mission-enabling contributions, as well as support capabilities and technologies. Additionally, we must develop a new space launch system and multi-purpose crew vehicle to support exploration activities. We will continue to invest in research and development activities here on Earth, and we will make extensive use of our laboratory aboard ISS. With our international partners, we have sustained human presence in low Earth orbit for over a decade, transcending individual nationalism to live, work, and make discoveries in space that benefit us all. Mission by mission, these men and women are developing capabilities that will allow us to expand human space exploration across the solar system. In parallel, we will use the scientific data gathered by our robotic satellites and scouts to assess conditions in remote atmospheres and seek resources, like water- or oxygen-rich soil, that may be used by human explorers as we continue our human forays into the solar system. To realize a robust space exploration program, we must use the intellectual and innovative wealth of the entire Nation, not just the scientists, engineers, technologists, and managers of NASA. We will enlist the research capacity of our colleges, universities, and aerospace partners to engage future generations of students. We also will encourage public contributions of innovation, and we will work with partners in the aerospace and other sectors to accelerate, develop, and implement capabilities and services that support all aspects of our missions. International Space Station Sustain the operation and full use of the International Space Station (ISS) and expand efforts to utilize the ISS as a National Laboratory for scientific, technological, diplomatic, and educational purposes and for supporting future objectives in human space exploration. _07004ea2-20a4-11e2-a30e-261e3736e24c Outcome 1.1 U.S. Government Agencies University-Based Scientists University-Based Scientists Engineers Private Firms The ISS is a major stepping stone in achieving our exploration goals across the solar system. It provides a spacebased research and development (R&D) laboratory to safely perform multidisciplinary, cutting-edge research. The international nature of ISS serves as a model for cooperation on future human space exploration missions beyond low Earth orbit. In collaboration with our international partners, we will extend the life-span of ISS to 2020 or beyond to maximize the potential of the Nation’s newest National Laboratory. This continuously crewed laboratory enables the ongoing evolution of research and technology objectives and ensures that the benefits of this multinational investment in ISS can be realized. This orbiting research laboratory allows us to develop, test, and validate the next generation of space technologies and operational processes needed to explore beyond low Earth orbit. It provides opportunities to address practical medical questions about astronaut health, including mitigating the effects of long journeys on space travelers, and supports a broad array of biological and physical sciences research to advance our knowledge and space flight capabilities. ISS also will host Earth and space observation instruments to expand our understanding of our home planet and the solar system and will support advanced engineering research and technology development for space exploration. Under the auspices of an ISS National Laboratory non-profit management organization, we will continue to make the ISS available as a national resource, to promote opportunities for advancing basic and applied research in science and technology to other U.S. Government agencies, university-based scientists and engineers, and private firms. The National Laboratory management entity will be responsible for stimulating, developing, and managing a diversified R&D portfolio using the ISS to address U.S. needs. ISS is transitioning from a focus on assembly to longterm operations and full utilization. A fully operational station allows us to pursue our mission-driven R&D goals, such as human biomedical research and spacecraft technology development, and support continued science and technology leadership. We look further forward, seeking to inspire the next generation of scientists and explorers by igniting a passion for STEM study and careers. ISS also provides a stable destination to facilitate the growth and evolution of new commercial opportunities, including crew and cargo transportation to low Earth orbit and beyond. Resources Maintain resources (on-orbit and on the ground) to operate and utilize the ISS. _450de004-20b5-11e2-838b-acea3636e24c Objective 1.1.1 Capabilities Advance engineering, technology, and research capabilities on the ISS. _450de702-20b5-11e2-838b-acea3636e24c Objective 1.1.2 Commercial Opportunities Develop competitive opportunities for the commercial community to provide best value products and services to low Earth orbit and beyond. _07004f6a-20a4-11e2-a30e-261e3736e24c Outcome 1.2 To transform human space flight and develop other potential space markets, we must partner with U.S. industry to implement safe, reliable, and cost-effective access to and from low Earth orbit and ISS. Our programs are stimulating efforts within the private sector to enable a U.S. commercial space transportation capability. By providing expert advice, access to NASA facilities, and development funding, we foster entrepreneurial activity for developing and demonstrating commercial space transportation capabilities, which stimulates employment growth in engineering, analysis, design, and research. We will build on these valuable partnerships to support and promote commercial development as promising new markets arise. A robust U.S. commercial space industry will reduce our reliance on non-U.S. human space flight systems and potentially lower the cost of access to space. Purchasing safe, reliable, and cost-effective crew and cargo transportation services will ensure that we satisfy our ISS obligations. This allows us to focus our resources on developing systems that can safely reach beyond low Earth orbit. In the future, we will seek to expand our partnerships for capabilities and services beyond low Earth orbit. Cargo & Crew Services Enable the commercial sector to provide cargo and crew services to the International Space Station (ISS). _450de9e6-20b5-11e2-838b-acea3636e24c Objective 1.2.1 Architecture & Capabilities Develop an integrated architecture and capabilities for safe crewed and cargo missions beyond low Earth orbit. _07005032-20a4-11e2-a30e-261e3736e24c Outcome 1.3 National Academies’ Institute of Medicine The first step in embarking on a long and challenging journey involves laying solid groundwork for a successful endeavor. Experienced personnel from across the Agency are building a set of “architectures,” or mission frameworks, for multiple destinations in the solar system. These architectures include all aspects of mission performance -- technologies, partnerships, safety, risk, schedule, and stakeholder priorities -- that define the knowledge, capabilities, and infrastructure necessary to successfully support human space exploration. NASA, the President, and Congress will use these architectures to develop the roadmap for affordable and sustainable human space exploration. The core elements to a successful implementation are a space launch system and a multipurpose crew vehicle to serve as our national capability to conduct advanced missions beyond low Earth orbit. Developing this combined system will enable us to reach cislunar space, near-Earth asteroids, Mars, and other celestial bodies. Radiation exposure, behavioral health, and fitness challenges are important research program components for lowering risks of future extended-duration human space missions. As we continue to conduct research on human health and performance risks, we will be implementing an approach that has been endorsed by the National Academies’ Institute of Medicine. This vital research, using data from our astronauts, will support and expand the knowledge base required for traveling at the frontiers of human space flight, allow us to develop effective countermeasures against the adverse effects of the space environment on the human body, and will spur technology development and innovation to protect crews. Human Space Exploration Execute development of an integrated architecture to conduct human space exploration missions beyond low Earth orbit. _450debbc-20b5-11e2-838b-acea3636e24c Objective 1.3.1 Space Human Health Develop a robust biomedical research portfolio to mitigate space human health risks. _450def04-20b5-11e2-838b-acea3636e24c Objective 1.3.2 Hazards, Opportunities & Destinations Identify hazards, opportunities, and potential destinations, to support future safe and successful human space exploration missions. _450df170-20b5-11e2-838b-acea3636e24c Objective 1.3.3 Understanding Expand scientific understanding of the Earth and the universe in which we live. _070050f0-20a4-11e2-a30e-261e3736e24c Strategic Goal 2 National Oceanic and Atmospheric Administration U.S. Geological Survey (USGS) The Public NASA is expanding the scientific understanding of Earth and the universe by pursuing the answers to profound science questions that touch us all: How and why are Earth’s climate and environment changing? How do planets and life originate? Are we alone? Using the priorities set by the Nation’s best scientific minds through the National Academies’ decadal surveys in Earth science, heliophysics, planetary science, and astronomy and astrophysics, we will develop, operate, and mine data from science missions that will have a global impact on humanity’s understanding of our place in the universe and the sustainability of our home planet. We are committed to appropriately balancing these four science areas to enable substantial progress on the priorities and objectives identified in their decadal surveys and on national mandates over a 10-year time frame. We manage a balanced portfolio of space missions and mission-enabling programs, including suborbital missions, technology development, research and analysis, and data archival and distribution to sustain progress toward these science goals. We will make investment choices based on scientific merit through open competition and peer review for both space mission development and research tasks. We are operating more than 50 science missions and have more than 25 others in development. A key measure of our success is our progress toward achieving the science recommendations identified in each of the National Academies’ decadal surveys. In 2005, an interim report by the decadal survey Committee on Earth Science and Applications from Space stated that the Nation’s system of environmental satellites was “at risk of collapse,” and their final report in 2007 noted that the situation had worsened. We are rectifying this and meeting national needs by accelerating pioneering research missions, initiating new climate continuity missions, and revitalizing interagency efforts. Through our interagency collaborations, we will lead the development and launch of the next generation of civil operational environmental satellites, including weather and climate satellites for the National Oceanic and Atmospheric Administration and successor Landsat satellites for the U.S. Geological Survey (USGS). Ultimately, the pace of scientific progress is enhanced by rapid, open access to data from our science missions. We will establish and maintain effective international and interagency partnerships to leverage our resources and extend the reach of our science results. We also will share the adventure of our science missions, and the story of the science and research involved, with the public to engage them in scientific exploration and to improve STEM education nationwide. Earth system science Advance Earth system science to meet the challenges of climate and environmental change. _070051cc-20a4-11e2-a30e-261e3736e24c Outcome 2.1 U.S. Global Change Research Program U.S. Global Earth Observation Working Group NASA’s pioneering work in Earth system science -- the interdisciplinary view of Earth that explores the interaction among the atmosphere, oceans, ice sheets, land surface interior, and life itself -- has enabled scientists to measure global and climate changes and to inform decisions by governments, organizations, and people in the United States and around the world. We make the data collected and results generated by our missions accessible to other agencies and organizations to improve the products and services they provide, including air quality indices, disaster management, agricultural yield projections, and aviation safety. In addition to the missions in formulation at the time of the 2007 Earth science decadal survey release, we are now developing the first tier of missions the survey recommended, and we are conducting engineering studies and technology development for the second tier. Furthermore, we are planning implementation of a set of climate continuity missions to assure availability of key data sets needed for climate science and policy needs. These include a replacement for the Orbiting Carbon Observatory, planned for launch in 2013. We continue to play a major role in the U.S. Global Change Research Program, the U.S. Global Earth Observation working group, and their international affiliates to assure the mutual leveraging of interagency and international capabilities to meet our common goals. Atmospheric Composition Improve understanding of and improve the predictive capability for changes in the ozone layer, climate forcing, and air quality associated with changes in atmospheric composition. _450df378-20b5-11e2-838b-acea3636e24c Objective 2.1.1 Weather Enable improved predictive capability for weather and extreme weather events. _450df71a-20b5-11e2-838b-acea3636e24c Objective 2.1.2 Ecosystems & Biogeochemical Cycles Quantify, understand, and predict changes in Earth’s ecosystems and biogeochemical cycles, including the global carbon cycle, land cover, and biodiversity. _450df9ae-20b5-11e2-838b-acea3636e24c Objective 2.1.3 Water Cycle & Quality Quantify the key reservoirs and fluxes in the global water cycle and assess water cycle change and water quality. _450dfbd4-20b5-11e2-838b-acea3636e24c Objective 2.1.4 Ocean, Atmosphere, Land & Ice Improve understanding of the roles of the ocean, atmosphere, land and ice in the climate system and improve predictive capability for its future evolution. _450dff76-20b5-11e2-838b-acea3636e24c Objective 2.1.5 Natural Hazards & Extreme Events Characterize the dynamics of Earth’s surface and interior and form the scientific basis for the assessment and mitigation of natural hazards and response to rare and extreme events. _450e0200-20b5-11e2-838b-acea3636e24c Objective 2.1.6 Decision-Making Enable the broad use of Earth system science observations and results in decision-making activities for societal benefits. _450e046c-20b5-11e2-838b-acea3636e24c Objective 2.1.7 Sun Understand the Sun and its interactions with Earth and the solar system. _07005294-20a4-11e2-a30e-261e3736e24c Outcome 2.2 National Academies U.S. Agencies Space Agencies Earth and the other planets of our solar system reside in the extended atmosphere of the Sun. This extended atmosphere, called the heliosphere, comprises a plasma “soup” of electrified and magnetized matter entwined with penetrating radiation and energetic particles. We experience space weather -- disturbances in the plasma -- from solar magnetic activity such as flares. Space weather effects range from awe-inspiring aurorae to widespread power and communication blackouts. Our heliophysics missions study the Sun, heliosphere, and planetary environments as elements of a single interconnected system. By analyzing the connections among the Sun, solar wind, and planetary space environments, we uncover fundamental physical processes that occur throughout the universe. Understanding the connections between the Sun and its planets allows us to predict the impacts of solar variability on human technological systems and to safeguard human and robotic space explorers outside the protective cocoon of Earth’s atmosphere. The Nation has never been so well prepared to monitor the onset of an upcoming solar cycle. NASA maintains a fleet of heliophysics spacecraft to monitor the Sun, geospace, and the space environment between the Sun and Earth, and we collaborate with other U.S. agencies and other nations’ space agencies to enhance this capability. To advance space weather prediction capabilities, we make our vast research data sets and models available online to the public, industry, academia, and other civil and military interests. We also provide publicly available sites for citizen science and space situational awareness through various cell phone and e-tablet applications. Scientific priorities for future heliophysics missions are guided by decadal surveys produced by the National Academies. The next decadal survey for heliophysics will be completed in 2012. Physical Processes Improve understanding of the fundamental physical processes of the space environment from the Sun to Earth, to other planets, and beyond to the interstellar medium. _450e07f0-20b5-11e2-838b-acea3636e24c Objective 2.2.1 Society, Technological Systems & Habitability Improve understanding of how human society, technological systems, and the habitability of planets are affected by solar variability interacting with planetary magnetic fields and atmospheres. _450e0a5c-20b5-11e2-838b-acea3636e24c Objective 2.2.2 Space Condition Prediction Maximize the safety and productivity of human and robotic explorers by developing the capability to predict extreme and dynamic conditions in space. _450e0c6e-20b5-11e2-838b-acea3636e24c Objective 2.2.3 Human Explorers Robotic Explorers Solar System & Life Ascertain the content, origin, and evolution of the solar system and the potential for life elsewhere. _07005366-20a4-11e2-a30e-261e3736e24c Outcome 2.3 National Academies European Space Agency (ESA) U.S. Air Force (USAF) National Science Foundation NASA’s planetary science missions have revolutionized our understanding of the origin and history of the solar system. Our findings helped identify Pluto as one among many Kuiper Belt objects and led to new theories of the origins of the asteroid belt. Other missions indicated that Mars was once a watery world and have observed watery plumes and methane lakes on the moons of the giant planets. The launches of the New Horizons mission to Pluto and the Kuiper Belt, the Dawn mission to the asteroids Ceres and Vesta, and MESSENGER to explore Mercury’s previously unseen hemisphere continue our initial reconnaissance of the major accessible bodies in the solar system. Closer to home, we are using ground-based assets in coordination with the National Science Foundation and the U.S. Air Force (USAF) to survey the volume of near-Earth space to detect, track, catalog, and characterize near- Earth objects that may either pose hazards to Earth or provide resources for future exploration. Mars, our closest planetary neighbor, is a near-term target for in-depth scientific exploration. The initial data we are gathering from our Mars rovers and orbiters is helping to inform planning and development of increasingly sophisticated Mars missions to assess present and past habitability of the red planet. We are planning and implementing an integrated Mars Exploration Program with the European Space Agency (ESA). Beyond Mars, New Horizons is on its way to the outer solar system, with Juno following in 2011, and we are jointly planning a flagship mission with ESA to the outer planets, targeting Jupiter’s system of moons. Building on decades of success, we intend to continue the use of robotic spacecraft to provide critical information to support safe, effective human space exploration beyond low Earth orbit. Our ongoing missions to the Moon and the inner solar system will generate knowledge to facilitate advanced robotic exploration and eventually prepare us for a sustained human presence outside of low Earth orbit. In parallel, we will continue to strengthen our coordinated implementation of international and interagency collaboration on robotic missions to meet the Agency’s broadest objectives in science and exploration. Scientific priorities for future planetary science missions are guided by decadal surveys produced by the National Academies. The next decadal survey for planetary science will be completed in 2011. Solar System Inventory Inventory solar system objects and identify the processes active in and among them. _450e0ff2-20b5-11e2-838b-acea3636e24c Objective 2.3.1 Sun’s Family Improve understanding of how the Sun’s family of planets, satellites, and minor bodies originated and evolved. _450e1286-20b5-11e2-838b-acea3636e24c Objective 2.3.2 Habitability of Solar System Bodies Improve understanding of the processes that determine the history and future of habitability of environments on Mars and other solar system bodies. _450e14c0-20b5-11e2-838b-acea3636e24c Objective 2.3.3 Life & Biosphere Improve understanding of the origin and evolution of Earth’s life and biosphere to determine if there is or ever has been life elsewhere in the universe. _450e1876-20b5-11e2-838b-acea3636e24c Objective 2.3.4 Terrestrial Life Threats Identify and characterize small bodies and the properties of planetary environments that pose a threat to terrestrial life or exploration or provide potentially exploitable resources. _450e1b00-20b5-11e2-838b-acea3636e24c Objective 2.3.5 Universe Discover how the universe works, explore how it began and evolved, and search for Earth-like planets. _0700544c-20a4-11e2-a30e-261e3736e24c Outcome 2.4 National Academies The 20th century marked a time of epic discoveries about the universe—the Big Bang theory, black holes, dark matter and dark energy, and the interrelated nature of space and time. NASA proudly leads the Nation and the world on the continual journey of scientific discovery to answer some of humanity’s most profound questions about the solar system and universe: What are the origin and destiny of the universe? Does life exist elsewhere? Having measured the age of the universe, we now seek to understand its birth, the edges of space and time near black holes, and the dark energy that fills the entire universe. We will explore the relationship between the smallest of subatomic particles and the vast expanse of the cosmos. Our missions will reveal the diversity of planets and planetary system architectures in our galaxy, pinpoint Earth-like, potentially life-supporting planets in other solar systems, and study stellar and planetary environments and what powers the most energetic galaxies. In conjunction with ground and airborne telescopes, our strategy is to design and launch space telescopes that exploit the full range of the electromagnetic spectrum to view the broad diversity of objects in the universe. Beyond the spectra of light waves, we also will seek to detect and measure gravity waves to understand the growth of galaxies and black holes. The National Academies released its new astronomy and astrophysics decadal survey, New Worlds, New Horizons in Astronomy and Astrophysics, in summer 2010. In the decade ahead, we will work to implement the survey’s recommendations and advance its science objectives. Origin & Destiny of the Universe Improve understanding of the origin and destiny of the universe, and the nature of black holes, dark energy, dark matter, and gravity. _450e1d30-20b5-11e2-838b-acea3636e24c Objective 2.4.1 Galaxy, Stellar & Planetary Systems Improve understanding of the many phenomena and processes associated with galaxy, stellar, and planetary system formation and evolution from the earliest epochs to today. _450e20f0-20b5-11e2-838b-acea3636e24c Objective 2.4.2 Extra-Solar Planets Generate a census of extra-solar planets and measure their properties. _450e23ac-20b5-11e2-838b-acea3636e24c Objective 2.4.3 Space Technologies Create the innovative new space technologies for our exploration, science, and economic future. _0700551e-20a4-11e2-a30e-261e3736e24c Strategic Goal 3 Our Nation’s economic competitiveness is due in large part to decades of investment in technology and innovation. Since NASA’s inception, we have used innovative technology development programs to generate new science, exploration, and aeronautics capabilities. Our innovations have enabled our missions, contributed to other government agencies’ needs, cultivated commercial aerospace enterprises, and fostered a technology-based U.S. economy. NASA will continue technology development programs that advance our missions’ capabilities and effectiveness, and we will enable future scientific discovery and improved capabilities of other government agencies and the aerospace industry. Aggressive technology investments for our exploration and discovery missions will create a vibrant commercial space sector through the establishment of new markets in future technologies. We will transfer Agencydeveloped technologies, processes, discoveries, and knowledge to the commercial sector through various means including licenses, partnerships, and cooperative activities. These transferred technologies will be used to create products, services, cascading innovations, and other discoveries to fuel the Nation’s economic engine and improve our quality of life. Achieving our ambitious science and exploration objectives requires development of capabilities that do not yet exist or are currently too immature and too high-risk to use for current missions. The inclusion of an untried technology poses risks to planned budgets and schedules due to the unknown and unpredictable issues that may arise. To responsibly accelerate technologies for enabling future missions, we will create and sustain a portfolio that spans the technology readiness level (TRL) spectrum and balances mission-focused (pull) and transformational (push) technology investments. We will prioritize this portfolio using the Space Technology Grand Challenges, a set of important space-related problems that must be solved to efficiently and economically achieve our missions, and our Space Technology Roadmap, an integrated set of 14 technology area roadmaps. The National Academies is conducting a decadal-like survey based on our draft roadmap to identify and prioritize critical space technology investment areas. This goal addresses three categories of technology investments that will expand the NASA portfolio across the TRL spectrum. The first set of technology investments focuses on fostering early-stage innovation in which a multitude of concept technologies are developed through a process of innovation, experimentation, idea generation, and investigation. We learn valuable lessons from these early-stage activities even when some of the technologies do not work as intended. Our technology efforts through student grants, fellowships, and other opportunities to inspire innovators will help grow a future workforce and stimulate greater creativity in our Nation. The second category focuses on taking the best low-TRL technologies (those studied under the first category) and determining which of these “disruptive” innovations and technologies are viable through further technology development, prototyping, experimentation, testing, and demonstrations. The goal of these technology activities is to validate whether or not substantial improvements in affordability, capability, or reliability are truly achievable for missions. The third type of technology investment supports technology development targeting near-term unique NASA mission needs. Through focused studies, dialogue, and development activities across NASA, as well as with academia, and industry, these technology activities will provide improved future technologies that are closely aligned with their associated missions. Building a comprehensive portfolio with both near-term and long-term development streams will allow us to discover and advance high-payoff technologies that may fundamentally change the way we live and explore. Innovation Sponsor early-stage innovation in space technologies in order to improve the future capabilities of NASA, other government agencies, and the aerospace industry. _07005604-20a4-11e2-a30e-261e3736e24c Outcome 3.1 Citizen Inventors Public Sector Private Sector Technology-Savvy Innovators Government Agencies Academia Commercial Sector We consider early-stage innovation (low-TRL technology) to be the foundation of our development process. Investment in low-TRL technology increases knowledge and capabilities in response to new questions and requirements, and it stimulates creative new solutions to the challenges faced by NASA and the larger aerospace community. Investments in low-TRL projects, through partnerships with the public and private sectors, have historically benefited the Nation on a broad basis, generating new industries and spin-off applications and providing a cadre of new technology-savvy innovators to fuel the Nation’s high-tech economy. We will continue to engage the Nation’s “citizen inventors” through prize-based challenges in areas such as satellite launch systems, advanced robotics, energy storage, green aviation, advanced materials, and wireless power transmission. We also will work to foster innovation within NASA, by providing Center R&D opportunities that capitalize on each Center’s unique assets. To support studies and tests of visionary, long-term concepts, architectures, systems, and missions, we will continue to partner with other government agencies, academia, and the commercial sector. TRL Pipeline Create a pipeline of new low Technology Readiness Levels (TRL) innovative concepts and technologies for future NASA missions and national needs. _450e260e-20b5-11e2-838b-acea3636e24c Objective 3.1.1 Crosscutting Technologies 3.2 Infuse game-changing and crosscutting technologies throughout the Nation’s space enterprise to transform the Nation’s space mission capabilities. _070056fe-20a4-11e2-a30e-261e3736e24c Outcome 3.2 Defense Advanced Research Projects Agency (DARPA) U.S. Department of Defense (DOD) NASA requires a faster, more aggressive strategy for acquiring and applying new technologies if we are to create a sustainable set of affordable programs that achieve our longer-term goals. Without a robust effort that matures technologies and establishes their feasibility, the ideas and transformational concepts developed at a low TRL may not materialize into benefits for future NASA missions or our Nation’s economy. We will bridge the gap between idea formulation and mission infusion to deliver improvements to our future missions. We will focus on maturing mid-TRL technologies and proving the feasibility of advanced space concepts and technologies that may lead to entirely new approaches to space system design and operations, exploration, and scientific research. Our technology development processes will provide tangible products capable of infusion into our missions, as well as into the commercial sector. Through significant modeling, analysis, ground-based testing, and laboratory experimentation, we will mature technologies in preparation for potential system-level flight demonstrations within NASA or by other government agencies. Executing these challenging laboratory and space flight demonstrations requires: creating technology projects with well-defined milestones and schedules; developing facilities, laboratories, and flight test opportunities; fabricating materials, hardware, and software; developing and integrating technologies; and conducting demonstrations. We will use an approach similar to the Defense Advanced Research Projects Agency (DARPA), the research and development agency for the U.S. Department of Defense (DOD). DARPA evaluates their technology investments annually for progress against baseline milestones and provides continued development support for promising investments. To ensure a collaborative environment and maximize our resources, we will work with other government agencies and share program management best practices. Recognizing the need to effectively leverage our workforce, we will use an optimized DARPA-like approach, in which we will rely on a combination of in-house and out-of-house workforce. Disruptive Technologies Prove the technical feasibility of potentially disruptive new space technologies for future missions. _450e2a1e-20b5-11e2-838b-acea3636e24c Objective 3.2.1 Low-Cost Access Spur the development of routine, low-cost access to space through small payloads and satellites. _450e2d3e-20b5-11e2-838b-acea3636e24c Objective 3.2.2 Science & Exploration Technologies Demonstrate new space technologies and infuse them into future science and exploration small satellite missions and/or commercial use. _450e2fdc-20b5-11e2-838b-acea3636e24c Objective 3.2.3 Mission Technologies Demonstrate new space technologies and infuse them into missions. _450e3414-20b5-11e2-838b-acea3636e24c Objective 3.2.4 Flight Opportunities Provide flight opportunities and relevant environments to demonstrate new space technologies. _450e370c-20b5-11e2-838b-acea3636e24c Objective 3.2.5 Critical Technologies Develop and demonstrate the critical technologies that will make NASA’s exploration, science, and discovery missions more affordable and more capable. _070057e4-20a4-11e2-a30e-261e3736e24c Outcome 3.3 Scientists Engineers Technologists Industry Academia Government Agencies International Collaborators Mission-driven technology development is intended to meet unique near-term mission needs within technical, cost, and schedule goals. We will use the Space Technology Grand Challenges, the Space Technology Roadmap, integrated architectures, and mission needs as resources to prioritize the desired set of future technologies that will offer the most synergies and advancement of mission capabilities. Using present approaches with this new strategy, we will enable advances and improved performance by furthering existing evolutionary technologies, as well as developing revolutionary new technologies. We will balance potential technology benefits with specific mission risks, to establish the appropriate time frame to infuse each emerging technology. Across NASA, scientists and engineers will continue to collaborate on technology development, focusing on identifying technologies for future research and development, and testing promising concepts that will help achieve our mission objectives. We will draw from the creativity and innovation of our Nation’s scientists, engineers, and technologists while advancing U.S. technological leadership by partnering with industry, academia, other government agencies, and our international collaborators. Robotic Assistants Demonstrate in-space operations of robotic assistants working with crew. _450e39aa-20b5-11e2-838b-acea3636e24c Objective 3.3.1 Cargo & Human Space Exploration Develop and demonstrate critical technologies for safe and affordable cargo and human space exploration missions beyond low Earth orbit. _450e3e00-20b5-11e2-838b-acea3636e24c Objective 3.3.2 Partnerships & Technology Transfer Facilitate the transfer of NASA technology and engage in partnerships with other government agencies, industry, and international entities to generate U.S. commercial activity and other public benefits. _070058ca-20a4-11e2-a30e-261e3736e24c Outcome 3.4 Scientists Engineers State Governments Local Governments Regional Economic Development Organizations While technology and innovation are critical to successfully accomplishing our missions, an additional benefit is the positive impact on the Nation’s economy. Recognizing a broader application of fundamental technology, we make a determined effort to transfer technologies outside of NASA and to develop technology partnerships. Our technology programs support our leadership in key research areas, fuel rapid improvements in mission capabilities, foster a robust industrial base, improve our competitive position in the international marketplace, enable new industries, and contribute to economic growth. We seek partnerships and cooperative activities to develop technology that is applicable to our mission needs and contributes to the Nation’s commercial competitiveness in global markets. Three key themes underscore our engagement with the emerging commercial space sector: considering the private sector as an investment partner, sharing the cost of developing a capability; purchasing services rather than hardware when possible; and fostering the creation of broader opportunities for innovation. Pursuing these partnership themes brings direct value to our current and future missions, advances the interests of the partners, and encourages additional commercial space development. Beyond partnership strategies, we seek to transfer NASA technologies directly to other government agencies, the national aerospace industry, and the broader U.S. commercial sector. NASA-spurred advances in energy, communication, health, materials science, and other fields generate spinoff applications that benefit the Nation. We have established a core team at each NASA Center charged with technology transfer, licensing, and new partnership development, and we have tasked them to work closely with scientists and engineers to match our technologies with the needs of organizations external to NASA. We actively coordinate with state and local governments and regional economic development organizations to assess the market and develop strategies that will meet the emerging needs of NASA and our partners. We will continue to identify non-traditional strategies and approaches to engaging external partners, such as the use of auctions that highlight NASA patents available for licensing. Technology Partnerships Promote and develop innovative technology partnerships among NASA, U.S. industry, and other sectors for the benefit of Agency programs and national interests. _450e410c-20b5-11e2-838b-acea3636e24c Objective 3.4.1 U.S. Industry Aeronautics Research Advance aeronautics research for societal benefit. _070059c4-20a4-11e2-a30e-261e3736e24c Strategic Goal 4 Government Agencies NASA Joint Planning and Development Office (JPDO) Department of Commerce Department of Defense Department of Homeland Security Department of Transportation Federal Aviation Administration (FAA) White House Office of Science and Technology Policy NASA Researchers Students Industry Academia Industrial Partners A key enabler for American commerce and mobility, U.S. commercial aviation is vital to the Nation’s economic well-being. NASA’s aeronautics research contributes significantly to air travel innovation and aligns with the principles, goals, and objectives of the National Aeronautics Research and Development Policy and its related National Aeronautics Research and Development Plan. We explore early-stage concepts and ideas, develop new technologies and operational procedures through foundational research, and demonstrate the potential of promising new vehicles, operations, and safety technology in relevant environments. We are focused on the most appropriate cutting- edge research and technologies to overcome a wide range of aeronautics challenges for the Nation’s current and future air transportation system. NASA is addressing the research challenges that must be overcome to achieve the goals of the Next Generation Air Transportation System (NextGen) and to enable the design of vehicles that can support NextGen. Our goals are to expand airspace capacity, enable fuel-efficient flight planning, reduce the overall environmental footprint of airplanes today and in the future, diminish delays on the ground and in the sky, and improve the ability of aircraft to operate in all weather conditions while maintaining or exceeding exacting safety standards. Achieving NextGen’s benefits will require contributions from all aeronautics research programs and continued collaboration with Government partners, academia, and industry. As we look to future challenges in space exploration, we also are working to greatly advance fundamental understanding of the key aeronautics technologies that would make it possible to safely fly through any atmosphere of Earth or that of another planet. By expanding the boundaries of aeronautical knowledge for the benefit of all, our programs are helping to foster a collaborative research environment in which ideas and knowledge are readily shared and communicated. We continue to work with our partners in other Government agencies, pursuing national goals while achieving our missions. Through the Joint Planning and Development Office (JPDO) we collaborate with the Departments of Commerce, Defense, Homeland Security, and Transportation, as well as the Federal Aviation Administration (FAA), and the White House Office of Science and Technology Policy. We work closely with JPDO agency partners to implement a multi-agency vision and plan that will resolve the serious challenges facing the U.S. air transportation system. We also participate in industry working groups and technical interchange meetings at the program and project level to solicit feedback from the broader community. Through NASA Research Announcements, we support new and innovative ideas from industry and academia while providing support for STEM instruction and learning. We fund undergraduate and graduate scholarships, issue Innovation in Aeronautics Instruction grants to improve teaching programs at the university level, and sponsor student design competitions at undergraduate and graduate levels for both U.S. and international entrants. By directly connecting students with NASA researchers and our industrial partners, we become a stronger research organization while inspiring students to choose a career in the aerospace industry. Air Transportation Develop innovative solutions and advanced technologies through a balanced research portfolio to improve current and future air transportation. _07005aaa-20a4-11e2-a30e-261e3736e24c Outcome 4.1 Federal Agencies Large Companies Small Businesses Universities By 2025, air traffic within American airspace is projected to at least double its current rate. Future needs will exceed the limited solutions that aviation currently offers, requiring improvements in capacity, environmental compatibility, robustness, and freedom of mobility throughout the airspace while maintaining or increasing safety. From foundational research to integrated system capabilities, a broad portfolio is required to meet this challenge. Our fundamental research programs take an integrated approach to address the critical long-term challenges of NextGen. These programs ensure a long-term focus on both traditional aeronautical disciplines and relevant emerging fields for integration into multidisciplinary system-level capabilities for broad application. This approach will enable revolutionary changes to both the airspace system and the aircraft that fly within it. We continually seek to improve technology that can be integrated into today’s state-of-the-art aircraft while enabling game-changing concepts for future generations of aircraft. Technologies for significant reductions in drag (thus improving fuel efficiency) and reduced fuel consumption compared to today’s aircraft are key areas of research. We also are addressing the challenges to enable new rotorcraft and supersonic aircraft and conducting foundational research to realize sustained hypersonic flight. Research in the disciplines of materials and structures, propulsion systems, and airframe systems contribute to reducing fuel consumption, noise, and emissions for subsonic fixed wing aircraft and contribute to the development of revolutionary vehicle concepts and tools. Another key research goal is to characterize and understand the effects of synthetic and biological fuel alternatives on conventional jet aircraft systems using petroleum-based fuels and to develop technologies to enable fuel-flexible jet engines of tomorrow. Our safety research spans aircraft operations, air traffic procedures, and environmental hazards. We aim to ensure that aircraft and operational procedures maintain the high level of safety that the American public has come to count on. The full realization of NextGen requires research to meet additional safety goals such as the capability for automated detection, diagnosis, and correction of adverse events that occur in flight and that crew workload and situational awareness are both safely optimized and adapted to the NextGen operational environment. In the area of airspace systems, we conduct research in air traffic management concepts and technologies covering gate-to-gate operations on the airport surface, on runways, in the dense terminal area, and in the many en route sectors of the national airspace. As an example of its benefit, systems analysis results indicate that nearly 400 million gallons of fuel could be saved each year if aircraft could climb to and descend from their cruising altitude without interruption. To achieve this improvement, safe and efficient flight operation procedures first must be developed, validated, and certified for operational use. Our work will improve efficiency and reduce the environmental impact of aviation. To stimulate new and innovative research in each of these areas and to ensure effective knowledge transfer from our work, we pursue strong teaming arrangements with other Federal agencies, large companies, small businesses, and universities. Air Transportation Safety Develop advanced technologies to improve the overall safety of the future air transportation system. _450e43c8-20b5-11e2-838b-acea3636e24c Objective 4.1.1 Capacity & Mobility Develop innovative solutions and technologies to meet future capacity and mobility requirements of the Next Generation Air Transportation System (NextGen). _450e4896-20b5-11e2-838b-acea3636e24c Objective 4.1.2 Air Vehicle Performance & Capabilities Develop tools, technologies, and knowledge that enable significantly improved performance and new capabilities for future air vehicles. _450e4c06-20b5-11e2-838b-acea3636e24c Objective 4.1.3 Aeronautics Concepts & Technologies Conduct systems-level research on innovative and promising aeronautics concepts and technologies to demonstrate integrated capabilities and benefits in a relevant flight and/or ground environment. _07005b90-20a4-11e2-a30e-261e3736e24c Outcome 4.2 FAA Flying Public Federal Agencies NASA evaluates and selects the most promising concepts emerging from our fundamental research programs for integration at the systems level. We will test integrated systems in relevant environments to demonstrate that the combined benefits of these new concepts are in fact greater than the sum of their individual parts. By focusing on technologies that have already proven their merit at the fundamental level, we will help transition these technologies more quickly to the aviation community, as well as inform future fundamental research needs. We also will advance capabilities to design and integrate complex aviation systems. To date, the Integrated Systems Research Program (ISRP) has focused on the development of technologies and operational procedures to decrease the significant environmental impacts of the aviation system. We will focus on delivering validated data and technology that could enable routine operations for unmanned aircraft systems of all sizes and capabilities in the national airspace system and NextGen. In addition, we are integrating and evaluating new operational concepts through real-world tests and virtual simulations. Our research approach will facilitate the transition of new capabilities to manufacturers, airlines, and the FAA for the ultimate benefit of the flying public. The integrated system-level research in this program will be coordinated with our ongoing long-term, fundamental research, as well as with the efforts of other Federal agencies. Tools & Technologies Develop advanced tools and technologies that reduce the technical risk associated with system-level integration of promising aeronautical concepts. _450e4efe-20b5-11e2-838b-acea3636e24c Objective 4.2.1 Capabilities Enable program and institutional capabilities to conduct NASA’s aeronautics and space activities. _07005cc6-20a4-11e2-a30e-261e3736e24c Strategic Goal 5 NASA relies on program capabilities and institutional capabilities to accomplish our Mission. Our program capabilities, which are focused on meeting multiple complex programmatic objectives, encompass NASA-unique facilities, management of our scientific and engineering workforce, and the equipment, tools, and other required resources. Our institutional capabilities encompass a broad range of essential technical and non-technical corporate functions for the entire Agency. Engineering, systems engineering, and safety and mission assurance capabilities underpin the success for all our technical activities. Information, infrastructure, and security capabilities support the productivity of our scientists and engineers. Capabilities in human capital management, finance, procurement, occupational health and safety, equal employment opportunity (EEO) and diversity, and small business programs contribute to the strategic and operational planning and management that ensure resources are available when needed. Facilitating communications with the broad range of external communities important to our missions are capabilities in international and interagency relations, legislative and intergovernmental affairs, and strategic communications. These representative capabilities speak to the complexity of mission support, which in total consists of the program and institutional capabilities, resources, and related processes that support our mission requirements and Agency and Center operations. Successful mission support requires integration of all elements across organizational and functional boundaries, and application of an Agency-wide view in making investment decisions. The linkage between our mission portfolio and our mission support elements must be understood through analyses to assess risks, opportunities and efficiencies, and then acted upon. Integration requires a strong governance structure to harmonize policies and business practices, mitigate conflicting requirements, and enforce the internal controls that oversee the effectiveness, efficiency, reliability, and compliance of our operations. Our governance structure includes a decision-making process guided by short- and long-term considerations to create a balanced and integrated mission support portfolio. We use an approach that is requirements-oriented (aligned with missions and external requirements, e.g., legislation) to provide basic Center operations and an optimal mission support environment. We also are addressing strategic themes such as affordability and sustainability for longer-term planning of our program and institutional capabilities. Components of these themes include green initiatives and energy efficiency, workforce alignment and readiness, diversity, improved acquisition, and eliminating Center duplication of capabilities. Our program and institutional capabilities must thus ensure, in the present and in the future, that core services and resources are ready and available Agency wide for performing our Mission. Diversity & Inclusiveness Identify, cultivate, and sustain a diverse workforce and inclusive work environment that is needed to conduct NASA missions. _07005dc0-20a4-11e2-a30e-261e3736e24c Outcome 5.1 Students Undergraduate Students Graduate Students We have a workforce that is skilled, competent, and dedicated to our missions. Our workforce also is passionate about their work, and they bring many dimensions of diversity, including ideas and approaches, to make their teams successful. To continue the successful conduct of our missions over the next 20 to 30 years, we must maintain and sustain our diverse workforce with the right balance of skills and talents. Our mission and institutional organizations work collaboratively to identify future needs and to identify gaps and potential shortfalls in skills. They also cooperatively plan Agency-level participation in new employee recruitment efforts. We recruit talented people, seeking a workforce that is inclusive of all, regardless of race, color, national origin, sex, religion, age, disability, genetic information, sexual orientation, status as a parent, or gender identity. We work aggressively to identify and eliminate environmental factors that can diminish trust, impair teamwork, compromise safety, and ultimately undermine excellence. We conduct an annual self-evaluation as part of our Model EEO Plan, which is designed to identify and remove barriers to individual and team success. This evaluation helps us build a model workplace that promotes personal and professional growth, and respects and values the contributions of every member on our team. We also have established a Diversity and Inclusion Framework to increase the diversity of our workforce and the overall inclusiveness of our work environments. The framework takes us beyond a focus on EEO compliance to policies and practices designed to enhance innovation, creativity, and employee retention. To align human resources with our mission, goals, and objectives, we conduct workforce analysis and planning. These systematic processes are used to identify and address the gaps between our current workforce and our future human capital needs. This enables us to determine the skill sets we need and identify which positions will require additional strategies to fulfill them. Our workforce development and training initiatives help redirect our employees in response to changing mission priorities. We provide leadership training and development programs to help mature the potential of our high-performing employees, making certain that we have readied our future leadership to pursue our long-range objectives. In conjunction with initiatives for our current workforce, we sponsor education programs to provide highly specialized research and engineering experiences to students with an interest in aeronautics and astronautics. By providing undergraduates and graduate students with hands-on opportunities to contribute to our current missions, we are effectively providing on-the-job training to the next-generation workforce. Workforce Competencies Establish and maintain a workforce that possesses state-of-the-art technical and business management competencies. _450e5430-20b5-11e2-838b-acea3636e24c Objective 5.1.1 Student Recruitement, Retention & Development Provide opportunities and support systems that recruit, retain, and develop undergraduate and graduate students in STEM-related disciplines. _450e57d2-20b5-11e2-838b-acea3636e24c Objective 5.1.2 Undergraduate Students Graduate Students Assets Ensure vital assets are ready, available, and appropriately sized to conduct NASA’s missions. _07005eba-20a4-11e2-a30e-261e3736e24c Outcome 5.2 To safely and successfully conduct our many missions, we must ensure that we plan for, operate, and sustain the infrastructure that provides our program and projects with the facilities, capabilities, tools, and services they require. On an ongoing basis, we must ensure programmatic and institutional types of capabilities are available and effectively sized to support our current and future missions. Toward that end, we perform periodic Agency-level integrated assessments of the supply of technical capabilities across all NASA Centers and integrated analyses of the demand for these capabilities across all NASA programs. This provides us with core information needed to balance institutional supply with program and project demand to ensure that capabilities are affordable and aligned with our long-term strategic goals. In addition to periodic integrated assessments, we continuously work on planning, implementing, and evaluating our institutional and program mission support capabilities through master planning efforts. Active management in this arena helps us to assess institutional performance, identify and track resolution of identified issues, and coordinate resources across the Agency. This coordination improves resource planning, centralizing operations where appropriate, and balances cost, quality, and availability of our capabilities and assets to help minimize institutional risk to our missions. With this systemic view, we are able to incorporate best practices and standard processes and gain efficiencies by eliminating redundancies and assets that no longer benefit the Agency. Our integration of master planning guides actions such as consolidating and renewing needed capabilities, developing comprehensive energy and water conservation plans, planning budgets for repairs, and measuring progress and trends. Master planning also allows us to perform cross-Center assessments to examine further opportunities for consolidation of capabilities. As we update our mission plans and translate them into specific programs and projects, the use of master planning links mission support elements with projected funding to support our programs and their strategic objectives. Safety, Quality, Risk, Reliability & Maintainability Achieve mission success by factoring safety, quality, risk, reliability, and maintainability as integral features of programs, projects, technologies, operations, and facilities. _450e5b06-20b5-11e2-838b-acea3636e24c Objective 5.2.1 Information Technology Provide information technology that advances NASA space and research program results and promotes open dissemination through efficient, innovative, reliable, and responsive services that are appropriately secure and valued by stakeholders and the public. _450e604c-20b5-11e2-838b-acea3636e24c Objective 5.2.2 The Public Infrastructure Plans Develop and implement long-range infrastructure plans that address institutional capabilities and critical assets, directly link to mission needs, ensure the leveraging of external capabilities, and provide a framework for Agency infrastructure decision-making. _450e640c-20b5-11e2-838b-acea3636e24c Objective 5.2.3 Test Capabilities Ensure the availability to the Nation of NASA-owned, strategically important test capabilities. _07005fd2-20a4-11e2-a30e-261e3736e24c Outcome 5.3 DOD National Partnership for Aeronautical Testing American Industry NASA has one of the largest, most versatile, and comprehensive sets of research and test facilities in the world. Our programs, other Federal agencies, and the private sector use the facilities to test and evaluate items to mitigate risk and optimize engineering designs. This work spans the engineering life cycle, from basic research to developing a discrete technology, to a full subsystem and system development. We manage our facilities and make strategic investments to ensure that ready access to comprehensive testing, with our flight research assets and in our state-of-the-art ground test facilities, is available for our missions and to the public and private sectors. We provide the vision and leadership for these nationally important assets and sustained support for their workforce, capability improvements, and new test technology development. By staying up to date on technological advances, industry demand, and issues that concern the public, we are able to make decisions on facility investments and divestments. Additionally, we are responsible for building and maintaining a well-coordinated suite of national testing capabilities in collaboration with DOD through the National Partnership for Aeronautical Testing. Looking to the future, we will continue to develop and implement a facility investment and divestment plan that fully supports the current and long-term missions of NASA, DOD, and American industry. Capabilities & Requirements Work with the National Rocket Propulsion Test Alliance to identify NASA, Department of Defense, and commercial capabilities and requirements. _450e6754-20b5-11e2-838b-acea3636e24c Objective 5.3.1 National Rocket Propulsion Test Alliance Department of Defense ATP Facilities Ensure that NASA’s Aeronautics Test Program (ATP) facilities are available and capable of supporting research, development, test, and evaluation goals and objectives for NASA and national aerospace programs. _450e6cb8-20b5-11e2-838b-acea3636e24c Objective 5.3.2 Communications & Launch Implement and provide space communications and launch capabilities responsive to existing and future science and space exploration missions. _070060cc-20a4-11e2-a30e-261e3736e24c Outcome 5.4 Space Communications and Navigation (SCaN) Program Launch Services Program (LSP) Government Agencies Launch Industry Universities Industry International Partners An uninterrupted, reliable communications network is essential to receiving and transmitting the data that makes our space missions safe, efficient, and successful. This communications network is critical to space missions, providing the telemetry, tracking, and command activities required by each spacecraft. Communications capabilities enable us to transfer key data to ground systems, manage space operations, and maintain voice communications with crews on human space flight missions. As new spacecraft with different objectives and advanced technology are launched, communication needs change. In response, we modify and evolve our space communications capabilities to ensure our mission needs are fulfilled. Our Space Communications and Navigation (SCaN) Program will continue its development of a unified space communication and navigation network capable of meeting robotic and human space exploration needs. We will use a new architecture definition document to guide the design of an integrated network architecture and the standards for the next generation of space communications. We also will continue to use competitive sourcing to acquire major modernization upgrades to the Space Network Ground Segment and to accomplish integration of the SCaN networks to a single, comprehensive network. Through close and ongoing cooperation with our international partners, we will work to develop cross-support network compatibility and interoperability for efficiency and effectiveness. Assuring reliable and cost-effective access to space for payload missions also is critical to achieving our goals. Through our Launch Services Program (LSP), we are responsible for understanding the full range of civil space launch needs and working closely with other Government agencies and the launch industry to ensure that the safest, most reliable, on-time, and cost-effective commercial launch opportunities are available over a wide range of launch systems. LSP personnel work with customers from universities, industry, Government agencies, and international partners from the earliest phase of mission planning to purchase fixed-price launch services from domestic suppliers. LSP personnel also seek opportunities to share unused payload capacity aboard non-NASA launches to leverage launch funds. Most importantly, they provide oversight to ensure that our valuable, one-of-a-kind missions achieve their space flight objectives. Access to Space Ensure reliable and cost-effective access to space for missions critical to achieving the National Space Policy of the United States of America. _450e7096-20b5-11e2-838b-acea3636e24c Objective 5.4.1 Florida Complex Transform the Florida launch and range complex to provide a robust launch and range infrastructure for future users. _450e7424-20b5-11e2-838b-acea3636e24c Objective 5.4.2 Mission Support Infrastructure Build and maintain a scalable, integrated, mission support infrastructure that can readily evolve to accommodate new and changing technologies, while providing integrated, comprehensive, robust, and cost-effective space communications services at order-of-magnitude higher data rates to enable NASA’s science and exploration missions. _450e79e2-20b5-11e2-838b-acea3636e24c Objective 5.4.3 Partnerships Establish partnerships, including innovative arrangements, with commercial, international, and other government entities to maximize mission success. _070061d0-20a4-11e2-a30e-261e3736e24c Outcome 5.5 Commercial Entities International Entities Government Entities Federal Government U.S. Government Organizations International Organizations Academic Organizations Industrial Organizations Across the Agency, we seek and maintain strategic partnerships that leverage resources and increase the impact of our activities. Partnerships within the U.S. Government and with international, academic, and industrial organizations help us execute our missions more efficiently and effectively. We work cooperatively to identify common goals, develop new technologies and applications, and leverage technical expertise to minimize risk. Partnerships allow us to optimize the use of our research and testing facilities, our laboratories, and the talents and skills of our employees. The National Space Policy includes direction to use inventive, nontraditional arrangements to acquire commercial space goods. We are exploring mechanisms such as building public–private partnerships, hosting Government capabilities on commercial spacecraft, and purchasing scientific or operational data products from commercial satellites. The ability to competitively procure technology or services when needed, rather than maintain a capability that cannot be fully used, will allow us to focus our resources for institutional and program capabilities in areas of evolving strategic importance. Greater varieties of partnerships within the Federal Government, and other innovations and collaborations for shared business services, also will allow us to focus on the activities essential for mission performance. Cooperative Research, Development & Education Facilitate the use of the ISS as a National Laboratory for cooperative research, technology development, and education. _450e7dde-20b5-11e2-838b-acea3636e24c Objective 5.5.1 Partnership Coordination Enhance international and interagency partnerships through increased use of international and interagency coordination mechanisms. _450e8180-20b5-11e2-838b-acea3636e24c Objective 5.5.2 Sharing Share NASA with the public, educators, and students to provide opportunities to participate in our Mission, foster innovation, and contribute to a strong national economy. _070062f2-20a4-11e2-a30e-261e3736e24c Strategic Goal 6 The Public Educators Students Teachers STEM-Focused Teachers At NASA, sharing information is a mandate within our founding legislation. Throughout our history, it has been a priority to make data from science missions, research, and other discoveries available for the benefit of the Nation. Our missions are a natural means of interacting with the public and supporting students and teachers. Through the excitement of missions and activities, we help stimulate student interest and achievement in science, technology, engineering, and mathematics (STEM) fields. STEM-focused teachers use their skills to motivate student achievement and spur creative and critical thinking both in and out of the classroom. In developing student interest and skills, future workers will be prepared to solve technical challenges that benefit our Nation and improve the quality of life on Earth. An American public that is knowledgeable and interested in science, aeronautics, and exploration will value the impact of advances in these fields that help maintain global competitiveness and a robust economy. NASA offers structured programs for students and college faculty to engage in STEM learning activities such as competing in technical design challenges, launching student-built payloads, and participating in research and hands-on engineering experiences using real-world platforms, including high-altitude balloons, sounding rockets, aircraft, and space satellites. Undergraduate and graduate students can contribute directly to our missions by working with scientists and engineers on their research and technology development programs. Workshops, courses, and grant awards help teachers use NASA themes and materials to inspire their students in STEM topics. As we continue our traditional means of outreach through print, television, and live events, we also have adopted emerging technologies and media that allow greater access and participation by the public, students, and teachers. Virtual events, live streaming video, online chats, and social media are some of the tools we use to broadly share our message and encourage active participation. Our online presence also has become an essential tool for fostering transparency in our operations and management practices, and we will continue to share information with the public on how we work. STEM Student Retention Improve retention of students in STEM disciplines by providing opportunities and activities along the full length of the education pipeline. _07006400-20a4-11e2-a30e-261e3736e24c Outcome 6.1 STEM Students Education and industry experts have long warned our national leaders of an impending crisis in STEM education. Persistent calls to action warn us that failure to build a future workforce proficient in STEM will have adverse impacts on the economic growth and global competitiveness of the United States. International assessments consistently show that the performance of American students is lagging behind that of other nations. As part of the national imperative to encourage students to pursue STEM studies and the myriad career opportunities that could be open to them, we will continue our efforts to help inspire the passion and creative potential of our students. We employ education specialists at each NASA Center to work with local and regional constituents, customers, and industry partners to best map resources and opportunities that meet the needs of the education community. This distributed management system allows us to be responsive to national priorities and initiatives, such as “Race to the Top” and “Educate to Innovate,” while maintaining flexibility in delivering products and services to teachers and students. Our specialists work directly with elementary and secondary educators through local and national education organizations. In those interactions, elementary, secondary, and informal educators learn how to translate our current research and technology advances into meaningful education experiences that inspire their students. At the elementary and secondary school levels, we actively encourage students to think positively about STEM as they develop their knowledge, skills, and long-term career interests. At the undergraduate and graduate levels, we work hand-in-hand with colleges and universities to provide student research and engineering experiences that contribute to our missions. To ensure that beneficiaries of our Agency-funded educational programs are afforded equal opportunities, regardless of race, ethnicity, gender, age, or disability, we conduct compliance reviews and offer support and strategies to improve access. Curricular Support Provide quality STEM curricular support resources and materials. _450e873e-20b5-11e2-838b-acea3636e24c Objective 6.1.1 Experiences Provide NASA experiences that inspire student interest and achievement in STEM disciplines. _450e8b6c-20b5-11e2-838b-acea3636e24c Objective 6.1.2 Civil Rights Compliance Assess grant recipient institutions throughout the education pipeline to ensure that grant recipients demonstrate a consistent commitment to civil rights compliance. _450e8f4a-20b5-11e2-838b-acea3636e24c Objective 6.1.3 Grant Recipient Institutions STEM Literacy Promote STEM literacy through strategic partnerships with formal and informal organizations. _0700650e-20a4-11e2-a30e-261e3736e24c Outcome 6.2 Higher Education Institutions Aerospace Companies Local Organizations State Organizations Federal Organizations Libraries Museums Science Centers In the same way a complex mission takes millions of ideas, thousands of workers, and hundreds of companies working toward specific objectives to be successful, it will take the same type of effort to improve STEM literacy. The complexity of meeting formal and informal education needs and requirements demands a highly collaborative approach. Through strategic partnerships, we leverage the resources and expertise of our partners, scale our own investments to reach new audiences, and expand established networks. It is the magnitude of this effort and the need for fresh and constantly renewing sources of innovative solutions and non-traditional approaches that make strategic partnerships the key to supporting STEM education. Tapping into our partners’ creativity and innovation will help disseminate our products and services in a broader and more systematic manner to reach new users more effectively than what we can do alone. Partnerships for formal education, particularly with higher education institutions and aerospace companies, focus on engineering and research efforts under the supervision of practicing professionals. These partners are able to provide independent research projects for undergraduate and graduate students and multiply many times over what we can host at our own facilities. Hands-on experiences are unparalleled in their ability to develop a student’s advanced STEM skills and prepare them for a career. Partnerships with elementary and secondary schools help to meet the needs of students and educators in a resource-scarce environment. We work with local, state, and Federal organizations to ensure that our services and products provide information and opportunities that are appropriate, meet established needs, and support ongoing STEM initiatives. Our teacher training experiences meet continuing education standards, allowing teachers to gain necessary professional development credits. Students involved in NASA activities, including rocket launches and other competitions, benefit from local partnerships that provide technical support and, even more importantly, career role models. NASA has only nine Centers and the Jet Propulsion Laboratory,3 but every community in the Nation has a library, museum, science center, or other informal education venue that can help to share our story. Space exploration, robotics, and advanced technologies provide compelling storylines for television, Web, print, and film. Through partnerships with organizations that develop content that is appealing to students and the general public, careers in STEM can be portrayed as compelling and rich in diversity. Each year, we release announcements of opportunity, requests for entrepreneurial offers, and other solicitations that encourage partners to collaborate with us. Through funded cooperative agreements or unfunded collaborations, we seek organizations with parallel goals and complementary skills to help us inspire, engage and educate the public, and attract students into STEM studies and careers. Leadership Develop NASA’s leadership role in national STEM improvement efforts, as demonstrated by provision of meaningful educator professional development and student experiences, adoption of education technologies, and contributions to STEM education policies and strategies. _450e954e-20b5-11e2-838b-acea3636e24c Objective 6.2.1 Engagement & Participation Engage the public in NASA’s missions by providing new pathways for participation. _0700663a-20a4-11e2-a30e-261e3736e24c Outcome 6.3 The Public Opening pathways for the public to actively participate in NASA’s activities is a new focus consistent with the philosophy of government transparency. Participatory engagement seeks to include the general public in the adventure and excitement of our activities and tap into individual creativity and capabilities to enhance our work in science, discovery, and exploration. Our participatory engagement activities span the communications spectrum ranging from passive activities -- like watching online NASA videos -- to highly interactive activities that use NASA-related social media tools or provide hands-on experiences. We also use these activities to collaborate with the public on interpretation of data and discoveries. We foster prize-based competitions, offering opportunities for organizations and private individuals to propose innovative solutions to specific challenges we have identified. By increasing the mechanisms through which the public can directly and specifically contribute to our missions, we can bring additional creativity and capability to some of our biggest challenges, and leverage our resources to accomplish even more toward our goals. Active engagement by the public also reflects an increased relevancy of Agency activities to these individuals. What NASA does is exciting, and we want to encourage as many like-minded Americans as possible to join us in our ventures. Reach Extend the reach of participatory engagement across NASA. _450e999a-20b5-11e2-838b-acea3636e24c Objective 6.3.1 Information, Engagement & Inspiration Inform, engage, and inspire the public by sharing NASA’s missions, challenges, and results. _07006748-20a4-11e2-a30e-261e3736e24c Outcome 6.4 The Public The opportunities and means for sharing information have increased tremendously with the Internet and other new technologies. For scientific and programmatic announcements, we will continue traditional communications activities such as issuing press releases, hosting media events, and providing photographs and videos of our missions and events. We will continue to grow NASA Television and the www.nasa.gov Web site to offer a variety of formats, content, and activities to communicate with specific audiences. The popularity of social media and networking offers new means of reaching and communicating with diverse audiences. Interactive experiences with our astronauts, scientists, and engineers, through an online presence and other outreach events are well-suited for engaging the public and students. We share the direct results of our missions by releasing our scientific data to researchers and other Government agencies. We contribute our data to online portals such as www.data.gov, allowing its use by anyone with the capability to access the data. NASA Web sites host a wealth of mission and program information, and we participate fully in Administration initiatives for transparency by providing specific program and project information through information- sharing portals. We are continually exploring new tools, techniques, and capabilities to reach the public and ways in which to inform the media on the activities of the Agency. Our goal is to share the results and challenges of our missions with the public to inspire them and increase their knowledge and awareness of NASA’s work. Strategic Partnerships Use strategic partnerships with formal and informal educational organizations to provide NASA content to promote interest in STEM. _450e9daa-20b5-11e2-838b-acea3636e24c Objective 6.4.1 Information Provide clear, accurate, timely, and consistent information that is readily available and suitable for a diverse audience. _450ea412-20b5-11e2-838b-acea3636e24c Objective 6.4.2 Communications Infrastructure Provide the communications infrastructure to enable NASA’s commitment to make government more open, transparent, and participatory. _450ea890-20b5-11e2-838b-acea3636e24c Objective 6.4.3 2010-10-01 2012-10-27 http://www.nasa.gov/pdf/516579main_NASA2011StrategicPlan.pdf Owen Ambur Owen.Ambur@verizon.net

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