NASAPerformance Plan

Fiscal Year 2000

April 1999

Preface

The NASA Fiscal Year 2000 Performance Plan is intended for use in conjunction with the NASA Budget

Estimates, Fiscal Year 2000. More detailed information on program content, goals, means, and strategies

is contained in the Agency budget documentation. This Performance Plan provides information on only a

subset of the Agency’s total program.

The NASA Performance Plan is prepared by the Office of the Chief Financial Officer.

Questions or comments should be directed to the Resources Management Division, (202) 358-2240.

1

3Table of Contents

Preface .......................................................................................................................................................1

List of Figures and Charts..........................................................................................................................4

Background and Introduction .....................................................................................................................6

NASA Vision and Mission Statements .....................................................................................................10

Outcomes of NASA’s Activities.................................................................................................................11

NASA Fiscal Year 2000 Budget Request.................................................................................................12

Fiscal Year 2000 President’s Budget Performance Goals .......................................................................14

NASA Performance Plan..........................................................................................................................15

The Performance Evaluation Process: Verification and Validation ..........................................................16

The GPRA Performance Evaluation and Report Process .......................................................................17

Space Science Enterprise........................................................................................................................21

Earth Science Enterprise .........................................................................................................................32

Human Exploration and Development of Space Enterprise ....................................................................42

Aero-Space Technology Enterprise..........................................................................................................52

Manage Strategically................................................................................................................................60

Provide Aerospace Products and Capabilities .........................................................................................66

Generate Knowledge ...............................................................................................................................70

Communicate Knowledge ........................................................................................................................76

Updates to the NASA Strategic Plan .......................................................................................................83

List of Figures and Charts

Figure 1 NASA’s Strategic Management System Documents ..............................................................7

Figure 2 NASA’s Strategic Management System Roadmap.................................................................8

Figure 3 Fiscal Year 2000 Budget Estimates......................................................................................12

Chart 1 Space Science Enterprise FY 2000 Performance Plan........................................................27

Chart 1a Space Science Enterprise FY 2000 Budget .........................................................................30

Chart 2 Earth Science Enterprise FY 2000 Performance Plan .........................................................39

Chart 2a Earth Science Enterprise FY 2000 Budget...........................................................................41

Figure 4 Space Shuttle in-Flight Anomalies........................................................................................44

Figure 5 Space Shuttle on-Time Success Rate..................................................................................44

Figure 6 Space Shuttle Manifesting and Cargo Integration................................................................44

Chart 3 HEDS Enterprise FY 2000 Performance Plan......................................................................49

Chart 3a HEDS Enterprise FY2000 Budget.......................................................................................51

Figure 7 Aggregate Deliverables Completed as Percentage of Planned Deliverables ......................56

Figure 8 Facility Utilization Satisfaction ..............................................................................................56

Chart 4 Aero-Space Technology Enterprise FY 2000 Performance Plan .........................................58

Chart 4a Aero-Space Technology Enterprise FY 2000 Budget ...........................................................59

Figure 9 Number of Civil Service Employees .....................................................................................60

Figure 10 Workforce Diversity...............................................................................................................60

Figure 11 Lost-Time Illness/Injury Rate ................................................................................................61

4

Figure 12 Costs Avoided Through Alternative Investment Strategies...................................................61

Figure 13 Percentage of Available Resources Authority Costed ..........................................................61

Figure 14 NASA PBC Obligations as Percentages of Amounts Available for PBC ..............................62

Figure 15 Small Disadvantaged Businesses as a Percentage of Agency Funding..............................62

Figure 16 Information Technology Customer Satisfaction ....................................................................63

Figure 17 NISN Unit Cost .....................................................................................................................63

Figure 18 NACC Unit Cost....................................................................................................................63

Chart 5 Manage Strategically FY 2000 Performance Plan ...............................................................64

Chart 5a Manage Strategically FY 2000 Budget .................................................................................65

Chart 6 Provide Aerospace Products and Capabilities FY 2000 Performance Plan.........................68

Chart 6a Provide Aerospace Products and Capabilities FY 2000 Budget ..........................................69

Figure 19 Fundamental Science Metric ................................................................................................72

Chart 7 Generate Knowledge FY 2000 Performance Plan ...............................................................74

Chart 7a Generate Knowledge FY 2000 Budget.................................................................................75

Figure 20 Assisting Customers With Science and Technical Information Requests ............................76

Figure 21 Technology Transfer Opportunities .......................................................................................77

Figure 22 Documents Collected and Made Available ...........................................................................78

Chart 8 Communicate Knowledge FY 2000 Performance Plan ........................................................81

Chart 8a Communicate Knowledge FY 2000 Budget..........................................................................82

5

Background and Introduction

The Government Performance and

Results Act

The Government Performance and Results Act

(GPRA) was passed by Congress and signed by

the President in 1993. GPRA was enacted to

improve the efficiency of all Federal agencies, with

the following specific goals:

• Improve Federal program management, effec-

tiveness, and public accountability

• Improve congressional decisionmaking on where

to commit the Nation’s financial and human

resources

• Improve citizen confidence in Government perfor-

mance

The Act directs Executive Branch agencies to devel-

op a customer-focused strategic plan that aligns

activities with concrete missions and goals. The first

strategic plans were to be submitted in September

1998 as part of the Fiscal Year (FY) 1999 budget

process. These budget submissions were to sup-

port, in a relatable manner, the goals expressed in

the agency strategic plans. The Act also directs

agencies to manage and measure results to justify

congressional appropriations and authorizations.

Six months after the completion of the fiscal year,

agencies will report on the degree of success in

achieving the goals and evaluation measures

defined in the strategic and performance plans. The

first such report will be furnished to the Congress in

March 2000, covering the performance in FY 1999.

NASA’s Strategic Management System

Processes within NASA’s Strategic Management

System provide the information and results for

GPRA’s planning and reporting requirements. The

system is defined in the NASA Strategic

Management Handbook (NASA Procedures and

Guidelines 1000.2). Figure 1 illustrates the hierarchy

of documentation for the Strategic Management

System; Figure 2 provides the system’s roadmap.

The NASA Strategic Plan (NASA Policy Directive

1000.1) defines the vision, mission, and fundamen-

tal questions of science and research that provide

the foundation of the Agency’s goals. The Strategic

Plan describes the four Strategic Enterprises that

manage the programs and activities to implement

our mission, answer the fundamental questions, and

provide service to identified customers. These

Strategic Enterprises are the Space Science, Earth

Science, Human Exploration and Development

of Space, and Aero-Space Technology. The sup-

port systems for the Strategic Enterprises, defined

as Crosscutting Processes, are also defined in the

Strategic Plan. These Crosscutting Processes are

Manage Strategically, Provide Aerospace

Products and Capabilities, Generate Knowledge,

and Communicate Knowledge.

Interested readers may access these Strategic

Management System documents through the

Internet.

Consistent with the directions in Office of

Management and Budget (OMB) Circular A-11,

“Preparation and Submission of Budget Estimates,”

an interim update to the NASA FY 1999 Strategic

Plan is included as a separate section of this docu-

ment. These changes to the Strategic Plan respond

to requests that NASA (1) tie our strategic goals and

objectives to the National Space Policy (1996),

(2) more clearly identify synergy with other Federal

agencies, and (3) identify the technology develop-

ment initiatives in each of the Enterprises.

6

7

NASAStrategic

Plan

AnnualAgency

PerformanceReport

NASAStrategic

ManagementHandbook

Annual BudgetSubmit andFive-YearBudget

Plan

HeadquartersFunctional/Staff Office

ImplementationPlans

Field CenterImplementation

Plans

EnterpriseStrategic

Plans

Program/ProjectPlans

EmployeePerformance

Plans

*

*

AnnualAgency

PerformancePlan

*

NASA’s Strategic Management System Documents

* Document contents prescribed in

Government Performance and Results Act

Figure 1

8

FundamentalQuestions

1. How did the universe, galaxies,stars, and planets form and evolve?How can our exploration of theuniverse and our solar systemrevolutionize our understanding ofphysics, chemistry, and biology?

2. Does life in any form, howeversimple or complex, carbon-basedor other, exist elsewhere than onplanet Earth? Are there Earth-likeplanets beyond our solar system?

3. How can we utilize the knowledgeof the Sun, Earth, and otherplanetary bodies to developpredictive environmental, climate,natural disaster, and naturalresource models to help ensuresustainable development andimprove the quality of life on Earth?

4. What is the fundamental role ofgravity and cosmic radiation in vitalbiological, physical, and chemicalsystems in space, on otherplanetary bodies, and on Earth,and how do we apply thisfundamental knowledge to theestablishment of permanent humanpresence in space to improve lifeon Earth?

5. How can we enable revolutionarytechnological advances to provideair and space travel for anyone,anytime, anywhere more safely,more affordably, and with lessimpact on the environment andimprove business opportunities andglobal security?

6. What cutting-edge technologies,processes, and techniques andengineering capabilities must wedevelop to enable our researchagenda in the most productive,economical, and timely manner?How can we most effectivelytransfer the knowledge we gainfrom our research and discoveriesto commercial ventures in the air,in space, and on Earth?

Primary Areasof Business

andCrosscutting

Processes

StrategicEnterprises *

• Space Science(1, 2, 6)

• Earth Science(3, 6)

• HumanExploration andDevelopment ofSpace (4, 6)

• Aero-SpaceTechnology (5, 6)

CrosscuttingProcesses

• ManageStrategically

• ProvideAerospaceProducts andCapabilities (6)

• GenerateKnowledge

• CommunicateKnowledge

* The numbers inparentheses identifyquestions of primaryconcern for eachenterprise.

Vision

NASA is an

investment in

America’s

future.

As explorers,

pioneers, and

innovators,

we boldly

expand

frontiers

in air and

space to

inspire

and serve

America and

to benefit

the quality of

life on Earth.

To advancehumanexploration, use,and developmentof space

To research,develop, verify,and transferadvancedaeronautics,space, and relatedtechnologies

To advance andcommunicatescientificknowledge andunderstandingof Earth, the solarsystem, and theuniverse

AgencyMission

NASA’s Strategic Management System RoadmapVision, Mission, Questions, Roadmap and Goals, and Contributions to National Priorities

Figure 2

9

Near-, Mid-, and Long-Term Agency Goals

1998–2002Establish a Presence

Deliver world-classprograms and cutting-edge

technology througha revolutionized NASA

2003–2009Expand Our Horizons

Ensure continued U.S.leadership in space and

aeronautics

2010–2023Develop the FrontiersExpand human activity and

space-based commerce in thefrontiers of air and space

Contributionsto NationalPriorities

The outcomes of NASA’sactivities contribute to theachievement of the Nation’sscience and technology goalsand priorities:

• Increased Understandingof Science andTechnology

We will communicate widelythe content, relevancy, andexcitement of our missions anddiscoveries to inspire andincrease understanding andthe broad application ofscience and technology.

• Sustainable Developmentof the Environment

We study the Earth as a planetand as a system to understandglobal change, enabling theworld to addressenvironmental issues.

• Educational Excellence

We involve the educational community in our endeavorsto inspire America’s students,create learning opportunities,and enlighten inquisitive minds.

• Peaceful Exploration andDiscovery

We explore the universe toenrich human life bystimulating intellectual curiosity,opening new worlds ofopportunity, and uniting nationsof the world in a shared vision.

• Economic Growth andSecurity

We develop technology inpartnership with industry,academia, and other Federalagencies to support the fullestcommercial use of space topromote economic growth andkeep America capable andcompetitive.

Develop and transfer cutting-edge technologies• Provide new technologies,

processes, world-classfacilities, and services toenhance research and makeaeronautics and spaceprograms more affordable(e.g., develop anddemonstrate a reusablelaunch vehicle, advanceintelligent systems and theminiaturization oftechnologies, and utilizesimulation-based design)

• Cooperate with industry andother agencies to developaffordable technologies forU.S. leadership in theaviation markets of the21st century

• Stimulate the application ofNASA technology in theprivate sector and promotecommercial use of space

Develop lower cost missions:• Characterize the Earth

system with data, models, andanalysis

• Chart the evolution of theuniverse, from origins todestiny, and understand itsgalaxies, stars, planets, andlife

• Explore the role of gravity inphysical and chemicalprocesses in space

Share new knowledge with ourcustomers and contribute toeducational excellence

Advance human exploration ofspace:• Assemble and conduct

research on the InternationalSpace Station

• Develop robotic missions asforerunners to humanexploration beyond low-Earth orbit

Improve Space Shuttle safetyand efficiency and transition toprivate operations asappropriate

• Expand our understanding ofEarth system changes

• Expand our understanding ofthe evolution of the universe,from origins to destiny

• Expand our understanding ofnature’s processes in spacethrough long-durationresearch

• Share expanded knowledgeof our planet and the universewith our customers andcontribute to educationalexcellence

• Live and work in space todevelop and demonstratecritical capabilities andsystems to prepare forexpanded human explorationand commercial developmentof space

• Expand the use of roboticmissions to prepare forhuman exploration beyondlow-Earth orbit

• Transition to a commerciallyoperated reusable launchvehicle for unpiloted missions

• Lead the activities of industryand other agencies todevelop advancedtechnologies that will enablehuman missions beyondEarth orbit

• Improve aeronautics andspace system design cycles,technologies, andapplications to reduce aircraftaccident rates, emissions,noise levels, and costs,enhance research, and fosternew products and industries

• Apply knowledge gainedfrom space-basedexperimentation to ground-based research,development, andmanufacturing

• Create an international capabilityto forecast and assess the healthof the Earth system

• Create a virtual presencethroughout our solar system andprobe deeper into the mysteriesof the universe and life on Earthand beyond

• Use our understanding of nature’sprocesses in space to supportresearch endeavors in space andon Earth

• Share understanding of the Earthsystem and the mysteries of theuniverse with our customers andcontribute to the achievement ofthe Nation’s educational goals

• Conduct international andU.S. human and roboticmissions to planets and otherbodies in our solar system toenable human expansion

• Provide safe and affordablespace access, orbital transfer,and interplanetarytransportation capabilities toenable research, humanexploration, and thecommercial development ofspace

• Develop cutting-edgeaeronautics and spacesystems technologies tosupport highways in the sky,smart aircraft, andrevolutionary space vehicles(These will provide faster,safer, more affordable air andspace travel with less impacton the environment andenable expanded research ofour planet and the universe.)

• Support the maturation ofaerospace industries and thedevelopment of new high-techindustries such as space-based commerce throughproactive technology transfer

10 In the NASA Strategic Plan, the vision and mission

statements of the Agency are articulated. We

reprint them here for the convenience of the reader.

NASA Vision Statement

NASA is an investment in America’s future. As

explorers, pioneers, and innovators, we boldly

expand frontiers in air and space to inspire and

serve America and to benefit the quality of life

on Earth.

NASA Mission Statement

• To advance and communicate scientific

knowledge and understanding of Earth, the

solar system, and the universe and use the

environment of space for research

• To advance human exploration, use, and

development of space

• To research, develop, verify, and transfer

advanced aeronautics, space, and related

technologies

11Outcomes of NASA’s Activities

Government investment decisions on funding for

space and aeronautics research and technology

cannot be made knowing in advance the full bene-

fits (“outcomes”) that will accrue from making the

investments. Nor can the timetable be known as to

when these benefits will be realized. However, we

can identify how the outcomes of NASA’s activities

contribute significantly to the achievement of

America’s goals in four key areas:

• Increased Understanding of Science and

Technology—NASA widely communicates the

content, relevancy, and excitement of our discov-

eries to both inspire and increase understanding

and the application of science and technology.

• Sustaining Development of the Environment—

NASA studies Earth as a planet and as a system

to understand global climate change, enabling the

world to address environmental issues.

• Educational Excellence—NASA involves the

educational community in our endeavors to

inspire America’s students, create learning

opportunities, and enlighten inquisitive minds.

• Peaceful Exploration and Discovery—NASA

explores the universe to enrich human life by

stimulating intellectual curiosity, opening new

worlds of opportunity, and uniting nations of the

world in this quest.

• Economic Growth and Security—NASA con-

ducts aeronautics and space research and

develops technology in partnership with industry,

academia, and other Federal agencies to keep

America capable and competitive.

12 NASA Fiscal Year 2000 BudgetRequest

The NASA FY 2000 budget request reaffirms the

President’s commitment to support NASA’s space

and aeronautics program (Figure 3). This budget

will support the Agency’s priorities as directed by

the National Space Policy and the President’s

Goals for a National Partnership in Aeronautics

Research and Technology. NASA’s priorities include

a commitment to safety for human aeronautics and

space flight, the assembly of the International

Space Station (ISS), and the development of the

Next Generation Launch Vehicle. The budget also

provides support for an aggressive space science

program, a program of long-term observation,

research and analysis of Earth from space, and

revolutionary advancements that will sustain global

U.S. leadership in civil aeronautics and space.

The successful execution of NASA’s strategic

goals and objectives is contingent on receiving the

requested appropriations, as well as the provision

of funds, materials, or services that have been

committed to the cooperative agreements or part-

nerships that are referenced in this document. The

parties to these agreements include foreign gov-

ernments, other Federal agencies or departments,

and commercial entities.

Under the FY 2000 appropriations structure, the

Mission Support appropriation carries a portion of

the direct support required to execute the

Enterprise goals and objectives, notably Research

and Operations Support and civil service salaries

and travel. As NASA moves into the era of full-cost

management, the budget for these supporting ele-

ments will be directly allocated to the programs and

projects. The remaining direct costs, such as for

the mission-unique information technology sup-

port, are already incorporated in the program and

project budgets; thus they are not identified as sep-

arate contributions.

For informational purposes, the Enterprise sec-

tions of this plan will display the civil service

staffing levels assigned to the Enterprise. There

are also tables in each of the sections that provide

Fiscal Year 2000 Estimates(In millions of Real Year Dollars)

FY 99 FY 00 FY 01 FY 02 FY 03 FY04

NASA Total Budget $M 13,665 13,578 13,752 13,757 13,750 13,751

Space Science 2,119 2,197 2,347 2,439 2,634 2,852Earth Science 1,414 1,459 1,463 1,421 1,373 1,424Human Exploration and Development of Space 6,309 6,390 6,301 6,024 5,574 5,362Aero-Space Technology 1,339 1,006 950 982 1,014 999Mission Support, Academic Programs,

Inspector General, and others 2,484 2,526 2,692 2,892 3,155 3,114

Civil Servant Full-Time Equivalents 18,755 18,180 17,993 17,906 17,852 17,784

For the purposes of performance evaluation, Human Exploration and Development of Space (HEDS) includes elements from both the Science,Aeronautics, and Technology appropriation and the Mission Support appropriation. These include the Life and Microgravity Science, MissionCommunications, and Space Communications budgets.

Figure 3

13the reader with a crosswalk among the perfor-

mance targets, the strategic objectives, and the

appropriate budget line item.

Additional detail on the means and strategies for

accomplishing these performance targets is includ-

ed in the separate NASA FY2000 Budget; in the

spirit of efficiency, this information is not repeated

in this document. The NASA FY 2000 Budget is

available through the NASA Home Page at the fol-

lowing Internet address: http://ifmp.nasa.gov/

codeb/budget2000/

Fiscal Year 2000 President’sBudget Performance Goals

The President’s Budget Request for FY 2000 high-

lights specific Governmentwide Performance

Goals. The NASA performance goals called out for

this Government Performance Plan are provided

below.

Space Science

• NASA Space Science will successfully launch its

three planned spacecraft—the Thermosphere,

Ionosphere, and Mesosphere Energetics and

Dynamics (TIMED) mission; the Imager for

Magnetopause-to-Aurora Global Exploration

(IMAGE); and the High Energy Solar

Spectroscopic Imager—within 10 percent of their

schedules and budgets.

• NASA Space Science will develop innovative

new technologies to reduce the cost of future

spacecraft by delivering the first engineering

model of a standard, miniaturized integrated

avionics system, to be used for the Europa

Orbiter and future missions.

• The NASA Advisory Council will rate all near-

term Space Science objectives as being met or

on schedule.

Earth Science

• NASA Earth Science will successfully launch its

three planned spacecraft—the Advanced Cavity

Radiometer Irradiance Monitor (ACRIM) mission;

the Vegetation Canopy Lidar (VCL) mission; and

a technology validation mission to reduce the

costs of future Landsat missions (EO-1)—within

10 percent of their schedules and budgets.

• NASA Earth Science will double the volume of

precipitation, land surface, and climate data it

archives from its missions compared to 1998,

increase the number of products delivered from

its archives by 10 percent, and make the data

available to users within 5 days.

• The NASA Advisory Council will rate all near-

term Earth Science objectives as being met or on

schedule.

Human Exploration and Development of

Space

• On the International Space Station, NASA will

deploy the U.S. Laboratory Module, initiate

Station-based extravehicular activity capability,

and activate a Station-based external robotic

manipulator within performance, schedule, and

budget targets.

• NASA will ensure that Space Shuttle safety, relia-

bility, availability, and cost will improve by achieving

seven or fewer flight anomalies per mission, suc-

cessful on-time launches 85 percent of the time,

and a 12-month flight manifest preparation time.

• NASA will expand human presence and scientif-

ic resources in space by initiating continuous

three-person crew presence on the International

Space Station.

Aero-Space Technology

• The X-33 program will begin flight testing in 2000

to demonstrate technologies that are traceable to

the mass fraction and operability required for

future reusable launch vehicles (including 48-

hour surge turnarounds and 7-day routine turn-

arounds with a 50-person ground crew).

• The X-34 program will continue flight testing in

2000 to demonstrate technologies key to the

operational requirements of future reusable

launch vehicles, including high flight rates

(including a flight rate of 25 flights in 1 year).

14

15NASA Performance Plan

This document, as required by the GPRA,

describes performance measures and service lev-

els for program activities requested in the FY 2000

budget. Performance goals are defined for NASA’s

Strategic Enterprises and for the Crosscutting

Processes. The NASA FY 2000 Performance Plan

should be used in conjunction with the NASA

Strategic Plan (NPD 1000.1) and the NASA Budget

Estimates, Fiscal Year 2000 to obtain a complete

understanding of the entire body of work being

undertaken by the Agency in Fiscal Year 2000. The

NASA Budget Estimates, Fiscal Year 2000 docu-

ment provides the complete description of program

activities, budget requirements, and performance

measures. The NASA Performance Plan provides

detail for only a subset of the information provided

in the Budget Estimates publication. The NASA

budget may be found on the NASA Chief Financial

Officer’s Home Page at the following address:

http://ifmp.nasa.gov/codeb/budget2000/

Each section of the Performance Plan includes the

following:

• A description of the mission/goal(s) of the

Enterprise or Crosscutting Process

• The budget and civil service personnel required

to support the Enterprise for FY 1999–2004

• A description of the measurement and the per-

formance targets for FY 2000 (where applicable,

prior year performance data will be provided)

• A tabular display of the strategic goal, strategic

objectives, and performance targets

• A crosswalk relating the performance targets to

both the goals of the Strategic Plan and the

NASA budget structure

In the Enterprise and Crosscutting Process sec-

tions that follow, the goals, objectives, and specific

performance targets are identified. The budgetary

resources identified for each Enterprise are consis-

tent with the NASA budget presentation for FY

2000. The civil service staffing for the Enterprises

is also provided. In the Enterprise sections, the

performance targets differ in significance. In some

cases, a performance target represents a major

event for the program or project; in other cases, the

performance target enables the next major event

or critical step in another objective. The perfor-

mance targets of greater significance are identified

in bold italic fonts in each of the Enterprise sec-

tions of this document.

The Performance EvaluationProcess: Verification andValidation

NASA uses a process of extensive internal and

external reviews to evaluate our progress against

established plans. These reviews provide an oppor-

tunity to verify and validate the performance data that

are provided by the implementing organizations.

Internally, there are standard monthly and quarter-

ly project- and program-level reviews at the NASA

Field Installations, at contractor installations, and

at NASA Headquarters. There are regular reviews

for functional management activities, such as pro-

curement, finance, facilities, personnel, information

resources management, and so forth. There are

reviews of science, engineering, and technology

plans and performance. The NASA Inspector

General conducts independent reviews and pro-

vides recommendations for corrective actions.

NASA has established management councils, as

described in the NASA Strategic Management

Handbook, that conduct internal oversight reviews.

Throughout the year, Program Management

Councils at Headquarters and the Centers assess

program schedules, cost, and technical performance

against established programmatic commitments.

The Senior Management Council brings together

both Headquarters and Field Installation Directors to

conduct assessment reviews twice a year of the

progress being made in meeting the Enterprise and

Crosscutting Process performance targets.

NASA’s extant management review processes provide

appropriate forums for internal reporting and reviewing

of project and program performance data. The recent

streamlining of Agency processes provide confidence

that new data collection and oversight processes need

not be created for compliance with the GPRA. Our

mission-oriented organizational structure and estab-

lished management processes are well suited to the

assessment of this type of performance evaluation.

There is also a significant external review process

in place. One of its key elements is the peer review

process. NASA uses panels of outside scientific

experts to ensure that science research proposals

are selected strictly on the merits of the planned

research. This process takes into account past per-

formance for selection and/or continued funding.

External reviews are conducted by a number of orga-

nizations. An independent accounting firm annually

audits NASA’s financial statements, including pro-

gram and functional performance parameters, which

leads to the publication of the NASA Accountability

Report. NASA requests assistance from other Federal

agencies to provide expert advice and council. In

some cases, the organizations are advisory bodies of

experts from the public and private sectors that work

with NASA to establish priorities in particular scientific

disciplines. In other cases, reviews are conducted by

such organizations as the NASAAdvisory Council, the

Aerospace Safety Advisory Panel, the National

Academy of Sciences, and the General Accounting

Office, which share responsibility for oversight of the

Agency. The Occupational Safety and Health

Administration and the Environmental Protection

Agency will also provide reviews of performance

unique to their agencies during the fiscal year.

The use of these external reviews allows NASA to

receive a report card on whether we are making the

anticipated progress toward accomplishing the pri-

orities established by the Administration, Congress,

and our advisory bodies. When necessary, these

external assessments result in the revision of either

implementation plans or strategic plans.

16

The GPRA PerformanceEvaluation and Report Process

For the purposes of the GPRA performance report-

ing process, NASA intends to use its own advisory

committees as the critical input. These committees

already opine on NASA’s Strategic Plan, individual

Enterprise Strategic Plans, and budgetary priori-

ties. NASA furnishes program performance status

information, and, in turn, the committees render

advice and counsel. It is this process that NASA

will employ to generate an independent “score-

card” report on our annual performance.

NASA has historically been one of the most open

Federal agencies in terms of performance measure-

ments. Public attention is drawn quickly to program

successes—and particularly to program failures.

Press conferences on the scientific results and pro-

gram technical status are commonplace. The techni-

cal measurement of program progress is a

management imperative because of the heavy

emphasis on development programs and, within the

programs, the specific projects. Flight programs such

as the International Space Station compile thou-

sands on thousands of technical performance met-

rics, schedule milestones, and cost performance.

However, the GPRA requires a heavier focus on

outcome metrics rather than NASA’s ubiquitous

input and output metrics. Similar to other Federal

agencies engaged in science and technology,

NASA has difficulty in quantifying outcomes and,

especially, relating current outcomes to current fis-

cal expenditures. This is particularly the case

because NASA development programs are multi-

year in character. In some cases, the past expen-

ditures began more than a decade ago, such as

the Hubble Space Telescope, which entered into

development in the mid-1970’s. More recently,

NASA has focused on programs and projects with

much shorter development periods, on the order of

3 to 5 years. Yet, the science outcomes depend on

scientists analyzing the information gathered in the

years after launch.

The stated objectives of programs within NASA’s

Enterprises are long term in character. This is

exemplified by considering a Space Science per-

formance objective: “Solve mysteries of the uni-

verse.” Annual performance evaluations assess

whether appropriate progress is being made, per-

haps actually solving individual “mysteries” to the

satisfaction of the scientific community or providing

additional insights to the eventual solution of other

mysteries. The assessment process requires a

multifaceted judgment that takes into account the

nature of the challenge of solving the mystery, the

level of resources available to be applied, and the

actual scientific achievements of the past year.

It is particularly important, in our view, to avoid

evaluating actual output performance in research

and development (R&D) organizations by counting

the number of planned events for the year with the

number that actually occurred. The “bean count”

approach is more appropriate to a known manu-

facturing environment. In the high-performance,

high-risk R&D environment that characterizes

NASA’s programs, it is inadvisable to “incentivize”

on-time performance and thereby deemphasize

safety, quality, high performance, and appropriate

risk-taking.

NASA has worked hard to maintain the highest

emphasis on maintaining safety; this value applies

not only to the safety of personnel but also to the

preservation of high-value facilities, equipment,

experimental hardware, and related capabilities.

Quality goes hand in hand with safety, but extends

17

18 well beyond it. For example, taking credit for com-

pleting a critical design review (CDR) for a space-

craft is only appropriate when the CDR process

has been thorough, complete, and meets perfor-

mance standards. Great care must be taken that

quality does not suffer when contract fee incentives

call for a milestone payment upon completion of

the CDR. Other examples abound, and they give

rise to our constant vigilance to avoid rushing to

launch to achieve a given date.

It is possible, of course, to emphasize safety and

quality and achieve little of lasting significance or

have the achievement take an inordinate amount of

time. Building spacecraft that do not test new

designs, but rely only on proven designs, is appro-

priate for operational, mission agencies or commer-

cial entities. It is not appropriate for an R&D

environment. Conducting basic and applied

research involves experimentation. The exploration

of new methods and new technologies in expanding

the frontiers of space and aeronautics is an explicit

role for NASA. In these high-performance ventures,

it is acceptable to take risks, to push the envelope,

and to fail. The tolerance of failure puts NASA and

other R&D agencies into a different category than

other Federal agencies involved in the delivery of

services to the public. Note, however, that this does

not translate into an acceptance of failures that

result from taking an inappropriate level of risk. The

level of appropriate risk is tailored to the environ-

ment. The distinction is critical, particularly in high-

value, high-cost environments, such as human

space flight, the maintenance of the Hubble Space

Telescope, and the launch of the Cassini space-

craft. The risk of failure in those venues is limited by

all practicable means.

Thus, output measures are best used in a suitable

context. For these reasons, NASA management

encourages Space Shuttle program managers to

shunt aside metrics dealing with launches planned

versus launches achieved during a given fiscal

year. If, by waiting, one less launch is achieved

than planned but the result is better safety or qual-

ity or enables improved performance or reduces

risk, then that latter result is what we want to

incentivize.

We have met with little success in past efforts to

marry conventional output measures to these other

parameters to derive a quantitative performance

metric. Instead, we have determined that asking

independent experts to review both quantitative

and qualitative measures and to come up with an

integrated score is a better approach.

For the purpose of assessing NASA’s overall perfor-

mance, we will ask our advisory committees to eval-

uate accomplishments at the level of the Enterprise

and Crosscutting Process objectives, integrating not

only quantitative output measures but also balancing

these in the context of safety, quality, high perfor-

mance, and appropriate risk. The advisory commit-

tees will be asked to assign a rating of “red, yellow,

or green” to measure the progress made against

each of the objectives and to provide a narrative

explanation. These objectives are identified in both

the Strategic Plan and this Performance plan and are

provided below. The advisory committees will also

take into account NASA’s performance against the

11 “performance goals” called out in the President’s

Budget Request for Fiscal Year 2000, subject to such

adjustments as may be necessary by the action of

Congress on the President’s request.

Space Science Enterprise

• Solve mysteries of the universe

• Explore the solar system

• Discover planets around other stars

• Search for life beyond Earth

• Develop innovative technologies for Enterprise

missions and for external customers

• Incorporate education and enhanced public

understanding of science as integral compo-

nents of Space Science missions and research

Earth Science Enterprise

• Understand the causes and consequences of

land-cover/land-use change

• Predict seasonal-to-interannual climate varia-

tions

• Identify natural hazards, processes, and mitiga-

tion strategies

• Detect long-term climate change, causes, and

impacts

• Understand the causes of variation in atmos-

pheric ozone concentration and distribution

• Implement open, distributed, and responsive

data system architectures

• Develop and transfer advanced remote-sensing

technologies

• Extend the use of Earth Science research for

national, State, and local applications

• Support the development of a robust commercial

remote-sensing industry

• Make major scientific contributions to national

and international environmental assessments

Human Exploration and Development of

Space Enterprise

• Enable human exploration through collaborative

robotic missions

• Define innovative, safe, and affordable human

exploration mission architectures

• Invest in enabling high-leverage exploration

technologies

• In partnership with the scientific community, use

the space environment to explore chemical, bio-

logical, and physical systems

• Provide safe and affordable access to space

• Deploy and operate the International Space

Station to advance scientific, exploration, engi-

neering, and commercial objectives

• Ensure and enhance the health, safety, and per-

formance of humans in space

• Meet strategic space mission operations needs

while reducing costs and increasing standardiza-

tion and interoperability

• Facilitate access to space for commercial

researchers

• Foster commercial participation on the

International Space Station

• Increase the scientific, technological, and acade-

mic achievement of the Nation by sharing our

knowledge, capabilities, and assets

Aero-Space Technology Enterprise

• Contribute to aviation safety—reduce aircraft

accident rate

• Affordable air travel—increase throughput

• Contribute to environmental compatibility—

reduce emissions

• Contribute to environmental compatibility—

reduce noise

• General aviation revitalization

• Next-generation experimental aircraft

• Next-generation design tools

• Revolutionize space launch capabilities

• Revolutionize in-space transportation

• Provide world-class aerospace research and

development services, facilities, and expertise

19

20 Manage Strategically

• Optimize investment strategies and systems to

align human, physical, and financial resources

with customer requirements, while ensuring

compliance with applicable statutes and regula-

tions

• Improve the effectiveness and efficiency of

Agency acquisitions through increased use of

techniques and management that enhance con-

tractor innovation and performance

• Improve information technology capability and

services

Provide Aerospace Products and

Capabilities

• Reduce the cost and development time to deliv-

er products and operational services

• Improve and maintain NASA’s engineering capa-

bility

• Capture and preserve engineering and techno-

logical best practices and process knowledge to

continuously improve NASA’s program/project

management

• Focus on integrated technology planning and

technology development in cooperation with

commercial industry and other NASA partners

and customers

Generate Knowledge

• Acquire advice

• Plan and set priorities

• Select and fund/conduct research and analysis

programs

• Select and implement flight missions

• Analyze data (initial)

• Publish and disseminate results

• Create archives

• Conduct further research

Communicate Knowledge

• Highlight existing and identify new opportunities

for NASA’s customers, including the public, the

academic community, and the Nation’s students,

to directly participate in space research and dis-

covery

• Improve the external constituent communities’

knowledge, understanding, and use of the

results and opportunities associated with NASA’s

programs

Space Science Enterprise

Mission

The primary goal of the Space Science Enterprise

is to chart the evolution of the universe from origins

to destiny and improve understanding of galaxies,

stars, planets, and life. Within this goal, Enterprise

objectives are to solve mysteries of the universe,

explore the solar system, discover planets around

other stars, and search for life beyond Earth. Other

Enterprise goals include developing innovative

technologies to support Space Science programs

and making them available for other applications

that benefit the Nation. Enterprise missions and

research also yield scientific information of value

for future exploration programs. Knowledge and

discoveries will be shared with the public to

enhance science, mathematics, and technology

education and increase the scientific and techno-

logical literacy of all Americans.

Implementation Strategy

The Space Science Enterprise is continuing to

develop new programs through the “faster, better,

cheaper” approach. Program managers are

encouraged to accept prudent risk, shorten the

development time of technologies and missions,

explore new conceptual approaches, streamline

management, and incorporate innovative methods

and technologies to enhance efficiency and effec-

tiveness. Continuing investments in long-term,

high-risk, high-payoff technologies, such as

advanced miniaturization, intelligent systems,

autonomous operations, and simulation-based

design, are key to implementing the Space

Science mission. Collaborative efforts with other

Federal agencies, such as the National Science

Foundation, Department of Defense, and

Department of Energy, as well as with internation-

al partners, play a key role in the implementation

strategy of the Enterprise.

Enterprise Resource Requirements

The President has requested the budget in the

table below for FY 1999 to FY 2004 to support the

accomplishment of Space Science goals.

Performance Measures

While many Space Science Enterprise missions and

programs address more than one goal, Chart 1 allo-

cates each individual program to a single goal that it

most directly serves. Performance will be measured

for the supporting objectives in Chart 1 as follows:

Objective—Solve mysteries of the universe

The Space Science Enterprise will chart the evolu-

tion of the universe and enhance our understanding

of galaxies, stars, and planets. The performance

targets will be to:

• Maintain and improve Chandra X-ray Observatory

(formerly Advanced X-ray Astrophysics Facility)

instrument performance.

• Complete the final integration and test of the Gravity

Probe-B science payload with the spacecraft.

21

Space Science Budget

FY 99 FY 00 FY 01 FY 02 FY 03 FY04

NOA $M 2,119.2 2,196.6 2,346.8 2,439.4 2,634.4 2,851.8Civil Servant Full-Time Equivalents 1,865 1,787 1,665 1,654 1,617 1,620

• Successfully install and activate three key

Hubble Space Telescope upgrades during the

third servicing mission: flight computer,

advanced camera, and solar arrays.

• Complete the 747 Section 46 mockup test activ-

ity for the Stratospheric Observatory for Infrared

Astronomy (SOFIA).

• Deliver the Space Infrared Telescope Facility

(SIRTF) Infrared Array Camera (IRAC),

Multiband Imaging Photometer (MIPS), and

Infrared Spectrograph (IRS) instruments.

• Provide the following support for payloads and

Explorer class missions: prepare data archiving

center and instrument analysis software for

INTEGRAL; assemble and test the breadboard

cooler for Planck; integrate, functionally test,

environmentally qualify, and deliver the Galaxy

Evolution Explorer (GALEX) science instrument;

and begin system-level environmental testing of

the Microwave Anisotropy Probe (MAP)

spacecraft.

• Operate the following missions: Compton

Gamma Ray Observatory (CGRO), Far

Ultraviolet Spectroscopic Explorer (FUSE),

Solar, Anomalous, and Magnetospheric Explorer

(SAMPEX), Rossi X-ray Timing Explorer (RXTE),

and the X-ray Spectrometer (XRS) and X-ray

Imaging Spectrometer (XIS) instruments on the

Japanese Astro-E spacecraft.

• Undertake the following research and technology

initiatives: complete the Next Generation Space

Telescope (NGST) Developmental Cryogenic

Active Telescope Testbed (DCATT) phase 1;

demonstrate performance of the Superconductor-

Insulator-Superconductor mixer for the hetero-

dyne instrument on the European Space

Agency’s Far Infrared Space Telescope (FIRST);

demonstrate the prototype instrument for the

Gamma-ray Large Area Space Telescope

(GLAST); successfully launch 25 sounding rocket

missions, and conduct 26 science and technolo-

gy demonstration balloon missions.

Objective—Explore the solar system

Space-based observations of the Sun, the rocky

inner planets, the gas giant outer planets, and solar

system small bodies will expand our understanding

of the nature and history of our solar system. The

performance targets will be to:

• Deliver the Mars 01 Orbiter and Lander science

instruments.

• Meet the milestones for the Mars 03 instrument

selection and initiate the implementation of the

Lander mission, deliver engineering models of

the radio-frequency subsystem and antennas for

the radar sounder instrument to the European

Space Agency for the Mars Express mission, and

select the contractors for the major system ele-

ments of the Mars Surveyor 05 mission.

• Launch and operate the Thermosphere,

Ionosphere, and Mesosphere Energetics and

Dynamic (TIMED) mission.

• Provide the following support for payloads and

Explorer-class missions: deliver the electrical qual-

ification models for the four U.S.-provided instru-

ments for the Rosetta Orbiter; complete the

development of Cluster-II instrument analysis soft-

ware for the one U.S. and five U.S.-partnered

instruments before launch; deliver the High Energy

Solar Spectroscopic Imager (HESSI); deliver all

components for system integration and testing of

the first flight system for the Two Wide-angle

Imaging Neutral-atom Spectrometers (TWINS)

mission; deliver, launch, and operate the Imager

for Magnetopause-to Aurora Global Exploration

(IMAGE); and select two Small Explorer (SMEX)

missions and release a University Explorer

(UNEX) Announcement of Opportunity (AO).

22

• Acquire calibrated observational data from the

Japanese Yohkoh high-energy solar physics mis-

sion, including the U.S.-provided Soft X-ray

Telescope (SXT).

• Complete Genesis spacecraft assembly and

start functional testing.

• Release an AO for the next Discovery mission.

• Complete the breadboard of the imager instru-

ment for the Comet Nucleus Tour (CONTOUR)

and award the contract for the propulsion system

after a Preliminary Design Review (PDR).

• Recover playback data from at least one Galileo

flyby of Io.

• Operate and successfully obtain data sets from

the following missions: Mars Climate Orbiter

(MCO), Mars Polar Lander (MPL), Mars Global

Surveyor (MGS), Near Earth Asteroid

Rendezvous (NEAR), Transition Region and

Coronal Explorer (TRACE), TIMED, Wind,

Cassini, Ulysses, Voyager Interstellar Mission,

Stardust, Fast Auroral Snapshot Explorer

(FAST), Interplanetary Monitoring Platform (IMP-

8), and Advanced Composition Explorer (ACE).

• Undertake the following research and technology

initiatives: complete the system Critical Design

Review (CDR) for the New Millennium Deep

Space-4 (Champollion) project; fabricate and test

15 prototype AMTEC cells and complete the final

design for a 75-watt Advanced Radioactive

Power Source (ARPS); complete and deliver for

testing Solar-B’s four Electrical Engineering

Models; complete STEREO Phase A studies; and

complete a preliminary design for either the

Europa Orbiter or Pluto-Kuiper Express mission,

whichever is planned for earlier launch.

Objective—Discover planets around other stars

Advancements in interferometric observing will

eventually enable us to detect and characterize

Earth-sized planets orbiting distant stars. Toward

that goal, the performance targets for FY 2000 will

be to:

• Demonstrate that Remote Manipulator System

optical path difference can be controlled at

1.5 nanometers with the Space Interferometry

Mission (SIM) System Testbed (STB) operating

in an emulated on-orbit mode.

• Complete and deliver a technology development

plan for the Terrestrial Planet Finder (TPF) mis-

sion.

• Test the development of an interferometer pro-

gram for connecting the twin Keck 10-meter tele-

scopes with an array of four 2-meter-class

outrigger telescopes.

Objective—Search for life beyond Earth

The Europa Orbiter will orbit Jupiter’s ice covered

moon to determine whether there is an underlying

ocean. Possibly the only other object in our solar

system with a liquid water environment, Europa is

a major location for the search for extraterrestrial

life. The performance targets for FY 2000 for this

mission, which is in the developmental stage, will

be to:

• Successfully complete a PDR.

• Begin the integration and test of the Avionics

Engineering Model.

Objective—Develop innovative technologies for

Enterprise missions and for external customers

Enterprise-supported technological advances pro-

vide fundamental capabilities that enable mis-

sions, reduce costs, increase safety, and open up

new opportunities. Important technology develop-

ment activities that are focused on specific objec-

tives have been listed above with other

23

performance targets for those objectives. Other

Enterprise technology programs are more widely

applicable. The performance targets for these pro-

grams will be to:

• Demonstrate the search, discovery, and fusion of

multiple data products at a major science meet-

ing, accomplish and document the infusion of

five information systems research and technolo-

gy efforts into flight projects or the broad

research community, and enable two interdisci-

plinary collaborations.

• Demonstrate software-implemented fault toler-

ance for science teams’ applications on a first-

generation embedded computing testbed for the

Remote Exploration and Experimentation ele-

ment of the High Performance Computer and

Communications (HPCC) program.

• Deliver to the X2000 First Delivery project the

first engineering model of an integrated avionics

system that includes the functionality of com-

mand and data handling, attitude control, power

management and distribution, and science pay-

load interface.

Note that the following two sections repeat targets

that are also identified as key parts of the science

program documented in previous sections. They

are called out again in these sections to highlight

the fact that these missions also support the objec-

tives and the efforts of other Enterprises.

Objective—Investigate the composition,

evolution, and resources on Mars, the Moon,

and small bodies

To support decisions on human exploration beyond

low-Earth orbit, there will be a need for scientific

information for operation on other bodies and uti-

lization of their resources. Many Enterprise pro-

grams will also contribute valuable information; the

performance targets for some of the most directly

applicable programs will be to:

• Deliver the Mars 01 Orbiter and Lander science

instruments.

• Meet the milestones for the Mars 03 instrument

selection and initiate the implementation of the

Lander mission, deliver engineering models of

the radio-frequency subsystem and antennas for

the radar sounder instrument to the European

Space Agency for the Mars Express mission, and

select the contractors for the major system ele-

ments of the Mars Surveyor 05 mission.

• Operate the following missions: MCO, MPL,

MGS, and NEAR.

Objective—Improve the reliability of space

weather forecasting

A human exploration program will also need scien-

tific information about solar activity and the inter-

planetary radiation environment, which also has a

variety of terrestrial impacts. The performance tar-

gets from some of the Enterprise scientific pro-

grams most applicable to this objective will be to:

• Operate the following missions: TRACE, Wind,

IMP-8, and ACE.

• Deliver and operate HESSI and the TIMED

mission.

• Complete the STEREO Phase A studies.

Objective—Incorporate education and

enhanced public understanding of science

as integral components of Space Science

missions and research

Space Science missions and research programs

make a unique contribution to education and the

24

public understanding of science. Providing a

steady return of discoveries and new knowledge

contributes to the accomplishment of this objective.

The performance targets will be to:

• Each new Space Science mission will have a

funded education and outreach program.

• By the end of FY 2000, 10 percent of all Space

Science research grants will have an associated

education and outreach program under way.

• Twenty-six States will have Enterprise-funded

education or outreach programs planned or

under way.

• At least five research, mission development/

operations, or education programs will have

been planned/undertaken in Historically Black

Colleges and Universities, Hispanic Serving

Institutions, or Tribal Colleges, with at least one

project under way in each group.

• At least three national and two regional educa-

tional or outreach conferences will be supported

with a significant Space Science presence.

• At least three exhibits or planetarium shows will

be on display.

• An online directory providing enhanced access

to major Space Science-related products and

programs will be operational by the end of the fis-

cal year.

• A comprehensive approach to assessing the

effectiveness and impact of the Space Science

education and outreach efforts will be under

development, with a pilot test of the evaluation

initiated.

Internal Assessment

The Space Science program consists of numerous

diverse components whose performance must

each be assessed in an appropriate way. For some

program elements, such as mission development,

the achievement of major milestones is easily iden-

tified through routine project management reviews.

For missions in an operational phase, success can

be gauged in terms of operating efficiency or major

data sets returned; these can also be assessed by

a straightforward analysis of mission records. For

technology programs, progress can be predicted

and measured in terms of technical capabilities

achieved or successful laboratory or flight tests. In

each of these cases, performance assessment

data can be retrieved from normal project manage-

ment reporting during the course of the fiscal year.

External Assessment

For the basic research in science and technology

and data analysis programs, however, accurate

evaluation must consider important contextual fac-

tors, such as the relative value of the research

objectives, progress toward those objectives, pro-

ductivity by prevailing research community stan-

dards, and impact on related research funded or

performed by other agencies or focused even on

different objectives. Simple quantitative measures,

such as the number of grants or scientists support-

ed, publication counts, or research citations, are

not able to capture these important aspects of the

evaluation requirement. The demonstrated best

way to assess research programs has been

demonstrated to be a peer review or visiting com-

mittee approach. Evaluators must be external to

the Agency, and they must be recognized experts

in the areas concerned, with due attention to

potential bias and conflicts of interest. The

Enterprise will employ this mechanism, conducted

by an independent entity such as the National

Research Council, to qualitatively assess progress

on a regular basis in all its programs in basic

research and data analysis. The reviews will be for-

mally structured and will determine whether these

25

26 investigation programs are fully effective, are not

as strong as desired but have returned results of

significant value, or are not scientifically or techno-

logically competitive. The review process will also

identify those programs that have produced impor-

tant unexpected results or have contributed to an

unanticipated degree to other research. The per-

formance target for each of these programs

assessed in this way will be to:

• Earn a rating of “Fully Effective” against stated

program goals by an independent program

assessment.

27

Cha

rt th

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se,

from

orig

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to d

estin

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te a

t lea

st th

ree

of th

e fiv

e in

stru

men

tsat

an

effic

ienc

y of

45%

with

95%

dat

a re

cove

ry; A

ll S

ky M

onito

r da

ta w

ill b

e po

sted

on

the

web

with

in 7

day

s,an

d P

ropo

rtio

nal C

ount

er A

rray

and

Hig

h-E

nerg

y X

-ray

Tim

ing

Exp

erim

ent d

ata

will

be

rele

ased

with

in 6

0 da

ys.

•If

laun

ched

, act

ivat

e th

e X

RS

and

XIS

inst

rum

ents

on

the

Japa

nese

Ast

ro-E

spa

cecr

aft a

fter

laun

ch a

ndco

llect

at

leas

t 90

% o

f th

e X

RS

an

d X

IS d

ata.

•C

ompl

ete

the

NG

ST

Dev

elop

men

tal C

ryog

enic

Act

ive

Tele

scop

e Te

stbe

d (D

CAT

T)

phas

e 1,

mea

sure

am

bien

top

erat

ion

with

off-

the-

shel

f com

pone

nts,

and

mak

e fin

al p

repa

ratio

ns fo

r ph

ase

2, th

e m

easu

rem

ent o

f col

dte

lesc

ope

oper

atio

n w

ith s

elec

ted

“flig

ht-li

ke” c

ompo

nent

upg

rade

s.•

Dem

onst

rate

per

form

ance

of t

he S

uper

cond

ucto

r-In

sula

tor-

Sup

erco

nduc

tor

(SIS

) m

ixer

to a

t lea

st 8

hv/k

at

1,12

0 G

Hz

and

10hv

/k a

t 1,2

00 G

Hz.

The

U.S

. con

trib

utio

n to

the

ES

A F

IRS

T is

the

hete

rody

ne in

stru

men

t,w

hich

con

tain

s th

e S

IS r

ecei

ver.

•T

he p

roto

type

prim

ary

inst

rum

ent f

or G

LAS

T w

ill d

emon

stra

te a

chie

vem

ent o

f the

est

ablis

hed

inst

rum

ent

perf

orm

ance

leve

l of a

ngul

ar r

esol

utio

n of

3.5

deg

rees

acr

oss

the

entir

e 20

-MeV

to 1

00-G

eV e

nerg

y ra

nge.

•B

ased

on

an o

vera

ll go

al o

f suc

cess

fully

laun

chin

g 25

sou

ndin

g ro

cket

mis

sion

s, a

t lea

st 2

3 pa

yloa

ds s

hall

succ

essf

ully

ach

ieve

thei

r re

quire

d al

titud

e an

d or

ient

atio

n, a

nd a

t lea

st 2

1 in

vest

igat

ors

shal

l ach

ieve

thei

rm

inim

um m

issi

on s

ucce

ss g

oals

.•

Bas

ed o

n an

ove

rall

goal

of c

ondu

ctin

g 26

wor

ldw

ide

scie

nce

and

tech

nolo

gy d

emon

stra

tion

ballo

on m

issi

ons,

at le

ast 2

3 ca

mpa

igns

sha

ll su

cces

sful

ly a

chie

ve a

ltitu

de a

nd d

ista

nce,

and

inve

stig

ator

s’ in

stru

men

tatio

n sh

all

func

tion

as p

lann

ed fo

r at

leas

t 19

mis

sion

s.•

Del

iver

th

e M

ars

01 O

rbit

er a

nd

Lan

der

sci

ence

inst

rum

ents

th

at m

eet

cap

abili

ty r

equ

irem

ents

by

Jun

e 1,

200

0; p

rela

un

ch G

amm

a R

ay S

pec

tro

met

er (

GR

S)

test

s sh

all d

eter

min

e ab

un

dan

ces

in k

now

nca

libra

tio

n s

ou

rces

to

10%

acc

ura

cy.*

•A

ssum

ing

the

Mar

s S

urve

yor

prog

ram

arc

hite

ctur

e is

con

firm

ed, m

eet t

he m

ilest

ones

for

the

Mar

s 03

inst

rum

ent

sele

ctio

n an

d in

itiat

e im

plem

enta

tion

of th

e la

nder

mis

sion

. Del

iver

eng

inee

ring

mod

els

of th

e ra

dio-

freq

uenc

ysu

bsys

tem

and

ant

enna

s fo

r th

e ra

dar

soun

der

inst

rum

ent t

o E

SA

(if

ES

A a

ppro

ves

the

Mar

s E

xpre

ss m

issi

on),

and

sele

ct th

e co

ntra

ctor

s fo

r th

e m

ajor

sys

tem

ele

men

ts o

f the

Mar

s S

urve

yor

05 m

issi

on.*

•T

he R

oset

ta p

roje

ct w

ill d

eliv

er th

e el

ectr

ical

qua

lific

atio

n m

odel

s fo

r th

e fo

ur U

.S.-

prov

ided

inst

rum

ents

to E

SA

in M

ay 2

000

for

inte

grat

ion

with

the

Ros

etta

Orb

iter.

•T

he

TIM

ED

mis

sio

n w

ill b

e d

eliv

ered

on

tim

e fo

r a

pla

nn

ed M

ay 2

000

lau

nch

, wit

hin

10%

of

the

pla

nn

edd

evel

op

men

t bu

dg

et.

Sp

ace

Sci

ence

En

terp

rise

Str

ateg

ic G

oal

sO

bje

ctiv

esE

nte

rpri

se F

Y 2

000

Per

form

ance

Pla

n00

#

0S1

0S3

0S4

0S43

0S5

0S6

0S7

0S8

0S9

0S11

0S12

0S15

0S2

0S14

0S53

0S62

0S63

0S65

0S66

0S29

0S30

OS

20

OS

18

•E

xplo

re th

e so

lar

syst

em

Sp

ac

e S

cie

nc

e E

nte

rpri

se F

Y 2

00

0 P

erf

orm

an

ce

Pla

n—

Ch

art

1

28

Cha

rt th

e ev

olut

ion

of th

e un

iver

se,

from

orig

ins

to d

estin

y, a

nd u

nder

stan

dits

gal

axie

s, s

tars

, pla

nets

, and

life

•E

xplo

re th

e so

lar

syst

em•

Com

plet

e th

e de

velo

pmen

t of t

he C

lust

er-I

I ins

trum

ent a

naly

sis

softw

are

for

the

one

U.S

. and

five

U.S

.-pa

rtne

red

inst

rum

ents

bef

ore

laun

ch a

nd, i

f lau

nch

occu

rs in

FY

00, a

ctiv

ate

and

verif

y th

e w

ideb

and

data

and

U.S

.su

bcom

pone

nts

afte

r la

unch

.•

HE

SS

I will

be

deliv

ered

in ti

me

for a

pla

nned

Jul

y 20

00 la

unch

, with

in 1

0% o

f the

pla

nned

dev

elop

men

t bud

get.#

•A

ssum

ing

laun

ch a

nd n

orm

al c

heck

out,

HE

SS

I ope

ratio

ns w

ill r

etur

n da

ta to

ach

ieve

at l

east

the

prim

ary

scie

nce

ob

ject

ives

, wit

h a

t le

ast

80%

cov

erag

e o

f th

e ti

me

allo

wed

by

orb

it.

•D

eliv

er to

the

Los

Ala

mos

Nat

iona

l Lab

orat

ory

in M

arch

200

0 al

l com

pone

nts

for

syst

em in

tegr

atio

n an

d te

stin

gof

the

first

flig

ht s

yste

m fo

r th

e T

WIN

S m

issi

on.

•IM

AG

E w

ill b

e de

liver

ed o

n tim

e fo

r a

plan

ned

Feb

ruar

y 20

00 la

unch

and

del

iver

the

prog

ram

with

in 1

0% o

fth

e pl

anne

d de

velo

pmen

t bu

dget

.•

If la

unch

ed, I

MA

GE

will

acq

uire

crit

ical

mea

sure

s at

min

ute

time

scal

es, r

etur

ning

85%

rea

l-tim

e co

vera

ge o

fE

arth

’s m

agne

tosp

heric

cha

nges

.•

Sel

ect t

wo

Sm

all E

xplo

rer

(SM

EX

) m

issi

ons

and

rele

ase

a U

nive

rsity

Exp

lore

r (U

NE

X)

Ann

ounc

emen

t of

Opp

ortu

nity

(A

O).

•A

cqui

re c

alib

rate

d ob

serv

atio

nal d

ata

from

the

Japa

nese

Yoh

koh

high

-ene

rgy

sola

r ph

ysic

s m

issi

on (

incl

udin

gth

e U

.S.-

prov

ided

SX

T)

for

at le

ast 7

5% o

f the

tim

e pe

rmitt

ed b

y tr

acki

ng c

over

age.

•C

ompl

ete

Gen

esis

spa

cecr

aft a

ssem

bly

and

star

t fun

ctio

nal t

estin

g in

Nov

embe

r 19

99.

•R

elea

se a

n A

O fo

r th

e ne

xt D

isco

very

mis

sion

.•

Suc

cess

fully

com

plet

e th

e br

eadb

oard

of t

he im

ager

inst

rum

ent f

or C

ON

TOU

R a

nd a

war

d th

e co

ntra

ct fo

r th

epr

opul

sion

sys

tem

afte

r a

PD

R th

at c

onfir

ms

the

desi

gn a

nd m

aint

ains

15%

mar

gins

for

mas

s an

d po

wer

.•

The

bas

elin

e G

alile

o m

issi

on e

nded

in 1

997;

the

targ

et fo

r F

Y00

is to

rec

over

at l

east

90%

of p

layb

ack

data

from

at l

east

one

Gal

ileo

flyby

of I

o.•

Th

e M

ars

Clim

ate

Orb

iter

(M

CO

) w

ill a

ero

bra

ke f

rom

its

init

ial i

nse

rtio

n o

rbit

into

a n

ear-

po

lar,

Sun

-syn

chro

nous

, app

roxi

mat

ely

400-

km c

ircu

lar

orbi

t and

will

initi

ate

map

ping

ope

ratio

ns n

o la

ter

than

May

200

0, a

cqui

ring

70%

of t

he a

vaila

ble

scie

nce

data

and

rel

ayin

g to

Ear

th 7

0% o

f the

dat

a tr

ansm

itted

at a

deq

uat

e si

gn

al le

vels

by

the

Mar

s P

ola

r L

and

er (

MP

L).

*•

MP

L w

ill s

ucc

essf

ully

lan

d o

n M

ars

in D

ecem

ber

199

9 an

d o

per

ate

its

scie

nce

inst

rum

ents

for

the

80-d

ay p

rim

e m

issi

on

wit

h a

t le

ast

75%

of

pla

nn

ed s

cien

ce d

ata

retu

rned

.•

Th

e M

ars

Glo

bal

Su

rvey

or

(MG

S)

will

acq

uir

e 70

% o

f sc

ien

ce d

ata

avai

labl

e, c

on

du

ct a

t le

ast

two

5-d

ayat

mos

pher

ic m

appi

ng c

ampa

igns

, and

rel

ay to

Ear

th a

t lea

st 7

0% o

f dat

a tr

ansm

itted

at a

dequ

ate

sign

alle

vels

by

the

Dee

p S

pac

e-2

Mar

s m

icro

pro

bes

.*•

NE

AR

will

suc

cess

fully

orb

it 43

3 E

ros

and

mee

t prim

ary

scie

ntifi

c ob

ject

ives

whi

le n

ot e

xcee

ding

pro

ject

edm

issi

on c

ost b

y m

ore

than

10%

.*•

Col

lect

pix

el-li

mite

d im

ages

in a

ll Tr

ansi

tion

Reg

ion

and

Cor

onal

Exp

lore

r (T

RA

CE

) w

avel

engt

h ba

nds,

ope

ratin

g24

-hou

r sc

hedu

les

for

sust

aine

d pe

riods

ove

r 8

mon

ths.

#•

If su

cces

sful

ly la

unch

ed, t

he T

IME

D m

issi

on w

ill a

cqui

re g

loba

l dat

a in

the

mes

osph

ere

and

low

erth

erm

osph

ere/

iono

sphe

re r

egio

n gl

obal

ly (

all t

he la

titud

es)

for

at le

ast 9

0 da

ys a

t the

req

uire

d sp

atia

l res

olut

ion,

cove

rage

, and

acc

urac

y an

d fo

r al

l loc

al s

olar

tim

es.#

•C

olle

ct 8

5% o

f dat

a ac

quire

d fr

om th

e In

tern

atio

nal S

olar

-Ter

rest

rial P

hysi

cs P

rogr

am (

IST

P)

spac

ecra

ft an

dsu

cces

sful

ly e

xecu

te th

e W

ind

traj

ecto

ry p

lan.

•C

ontin

ue C

assi

ni o

pera

tions

dur

ing

the

quie

scen

t cru

ise

phas

e w

ithou

t maj

or a

nom

alie

s, c

ondu

ct p

lann

ing

for

the

Jupi

ter

grav

ity-a

ssis

t fly

by, a

nd e

xplo

re e

arly

sci

ence

dat

a co

llect

ion

oppo

rtun

ities

. The

follo

win

g in

-flig

htac

tiviti

es w

ill b

e co

mpl

eted

: Ins

trum

ent C

heck

out #

2; u

plin

k A

rtic

ulat

ion

and

Atti

tude

Con

trol

Sub

syst

em (

AA

CS

)so

ftwar

e up

date

with

Rea

ctio

n W

heel

Aut

horit

y ca

pabi

lity;

Com

man

d an

d D

ata

Sub

syst

em V

ersi

on 8

; and

Sat

urn

tour

des

igns

for

sele

ctio

n by

the

Pro

gram

Sci

ence

Gro

up.

•C

aptu

re a

t lea

st 9

0% o

f ava

ilabl

e U

lyss

es s

cien

ce d

ata.

The

se d

ata

will

be

the

only

dat

a ob

serv

ed fr

om o

utsi

de-

of-t

he-e

clip

tic p

lane

.•

Ave

rage

12

hour

s of

Voy

ager

Inte

rste

llar

Mis

sion

dat

a ca

ptur

e pe

r da

y pe

r sp

acec

raft

to c

hara

cter

ize

the

helio

sphe

re a

nd th

e he

liosp

heric

pro

cess

es a

t wor

k in

the

oute

r so

lar

syst

em a

s w

ell a

s th

e tr

ansi

tion

from

the

sola

r sy

stem

to in

ters

tella

r sp

ace

•C

ontin

ue S

tard

ust s

pace

craf

t cru

ise

oper

atio

ns w

ithou

t maj

or a

nom

alie

s an

d pe

rform

inte

rste

llar

dust

col

lect

ion

for

at le

ast 3

6 da

ys.

•FA

ST

will

ret

urn

sim

ulta

neou

s da

ta fr

om h

igh-

latit

ude,

low

-alti

tude

mag

neto

sphe

re lo

catio

ns in

the

Sun

-Ear

thco

nnec

ted

syst

em th

roug

h so

lar

max

imum

at t

he r

equi

red

reso

lutio

n an

d ac

cura

cy w

ith a

t lea

st 8

5% e

ffici

ency

.•

Col

lect

and

pro

cess

dat

a fro

m th

e In

terp

lane

tary

Mon

itorin

g P

latfo

rm (I

MP

-8, l

aunc

hed

in 1

973)

, mak

ing

data

from

at l

east

six

inst

rum

ents

ava

ilabl

e w

ithin

15

mon

ths

and

the

mag

netic

fiel

d an

d pl

asm

a da

ta a

vaila

ble

with

in 2

mon

ths.

#

Sp

ace

Sci

ence

En

terp

rise

Str

ateg

ic G

oal

sO

bje

ctiv

esE

nte

rpri

se F

Y 2

000

Per

form

ance

Pla

n00

#

0S21

0S22

0S23

0S25

0S26

0S27

0S28

0S24

0S31

0S32

0S42

0S45

0S40

0S41

0S46

0S16

0S17

0S19

0S33

0S34

0S35

0S36

0S37

OS

38

OS

39

Sp

ac

e S

cie

nc

e E

nte

rpri

se F

Y 2

00

0 P

erf

orm

an

ce

Pla

n—

Ch

art

1 (

co

nti

nu

ed

)

29

Cha

rt th

e ev

olut

ion

of th

e un

iver

se,

from

orig

ins

to d

estin

y, a

nd u

nder

stan

dits

gal

axie

s, s

tars

, pla

nets

, and

life

Dev

elop

new

crit

ical

tech

nolo

gies

toen

able

inno

vativ

e an

d le

ss c

ostly

mis

sion

and

res

earc

h co

ncep

ts

Cha

rt th

e ev

olut

ion

of th

e un

iver

se,

from

orig

ins

to d

estin

y, a

nd u

nder

stan

dits

gal

axie

s, s

tars

, pla

nets

, and

life

Dev

elop

new

crit

ical

tech

nolo

gies

toen

able

inno

vativ

e an

d le

ss c

ostly

mis

sion

and

res

earc

h co

ncep

ts

Con

trib

ute

mea

sura

bly

to a

chie

ving

the

scie

nce,

mat

h, a

nd te

chno

logy

educ

atio

n go

als

of o

ur N

atio

n, a

ndsh

are

wid

ely

the

exci

tem

ent a

ndin

spira

tion

of o

ur m

issi

ons

and

disc

over

ies

Sup

port

all

goal

s

•E

xplo

re th

e so

lar

syst

em

•E

xplo

re th

e so

lar

syst

em

•D

isco

ver

plan

ets

arou

nd o

ther

star

s

•S

earc

h fo

r lif

e be

yond

Ear

th

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tive

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gies

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nerg

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aint

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e so

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ind

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smis

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me;

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opic

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posi

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ority

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he “

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actic

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mic

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men

ts fr

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n to

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c; a

nd p

rovi

de b

row

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aram

eter

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ithin

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ays

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ear.#

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ompl

ete

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em C

DR

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enni

um D

eep

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ce-4

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mpo

llion

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ject

bef

ore

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end

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nclu

ding

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cess

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ompl

etio

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nics

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syst

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hani

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he A

dvan

ced

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ioac

tive

Pow

er S

ourc

e (A

RP

S),

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ch is

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artn

ersh

ip w

ith th

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epar

tmen

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nerg

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lop

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l, ro

bust

, hig

hly

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ient

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iois

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wer

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rces

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ompl

ish

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e ob

ject

ives

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me

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udge

t in

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ricat

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d te

st 1

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otot

ype

AM

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ells

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ary;

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plet

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e fin

alde

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MT

EC

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ls b

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arch

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plet

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al d

esig

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att A

RP

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y A

pril;

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e pr

otot

ype

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ur-c

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ifetim

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st b

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pril;

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ualif

icat

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icat

ion

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epte

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r.•

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plet

e an

d de

liver

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ar-B

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ur E

lect

rical

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inee

ring

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els

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r 20

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ompl

ete

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se A

stu

dies

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June

200

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clud

ing

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rele

ase

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n A

O fo

r in

vest

igat

ions

with

spe

cific

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rum

ents

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ectio

n of

the

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ulat

ion

phas

e pa

yloa

d.#

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ucce

ssfu

lly c

ompl

ete

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elim

inar

y de

sign

for

eith

er th

e E

urop

a O

rbite

r or

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r E

xpre

ss m

issi

on(w

hich

ever

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lann

ed fo

r ea

rlie

r la

unch

) tha

t is

show

n to

be

capa

ble

of a

chie

ving

the

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egor

y 1A

sci

ence

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ject

ives

wit

h a

deq

uat

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st, m

ass,

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er, a

nd

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er e

ng

inee

rin

g m

arg

ins.

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he fi

rst e

ngin

eerin

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odel

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M-1

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irst D

eliv

ery

will

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deliv

ered

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epte

mbe

r 20

00. S

ucce

ssfu

lde

velo

pmen

t inc

lude

s th

e in

tegr

atio

n of

all

EM

-1 h

ardw

are,

the

func

tiona

l ver

ifica

tion

of d

eliv

ered

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dwar

e an

dso

ftwar

e, a

nd th

e ab

ility

to s

uppo

rt o

ngoi

ng te

stin

g, h

ardw

are

inte

grat

ion,

and

sof

twar

e ve

rific

atio

n fo

r de

liver

edso

ftwar

e.•

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Spa

ce In

terf

erom

etry

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sion

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IM)

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tem

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tbed

(S

TB

) w

ill d

emon

stra

te, i

n M

ay 2

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that

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ote

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ipul

ator

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tem

opt

ical

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ffere

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1.5

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omet

ers,

ope

ratin

g in

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emul

ated

on-o

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e.•

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mp

lete

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d d

eliv

er a

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hn

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gy

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elo

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ent

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n fo

r th

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rres

tria

l Pla

net

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der

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PF

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issi

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by

June

200

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his

infr

ared

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rfer

omet

er m

issi

on is

pro

ject

ed fo

r a

2010

laun

ch a

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equi

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defin

ition

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tech

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log

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t b

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nst

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esco

pes

wit

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nar

ray

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ou

r 2-

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lass

ou

trig

ger

tele

sco

pes

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test

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etec

ting

an

d tr

acki

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frin

ges

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two

test

sid

ero

stat

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2-

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gth

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Orb

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ect w

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200

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egin

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inee

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y 20

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form

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&T

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onst

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isco

very

, and

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tiple

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ting.

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ive

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ffort

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sear

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ata

serv

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ack

now

ledg

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ablin

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oin

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tions

.•

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oler

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pri

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ter

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Inte

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2000

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ud

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a h

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aylo

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terf

ace.

Th

e sy

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use

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n t

he

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rop

a O

rbit

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oth

er m

issi

on

s.•

Suc

cess

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vem

ent o

f at l

east

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en o

f the

follo

win

g ei

ght o

bjec

tives

will

be

mad

e. (1

) Eac

h ne

w S

pace

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ence

mis

sion

will

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e a

fund

ed e

duca

tion

and

outr

each

pro

gram

. (2)

By

the

end

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Y00

, 10%

of a

llS

pace

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ence

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earc

h gr

ants

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e an

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ocia

ted

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atio

n an

d ou

trea

ch p

rogr

am u

nder

way

.(3

) Tw

enty

-six

sta

tes

will

hav

e E

nter

pris

e-fu

nded

edu

catio

n or

out

reac

h pr

ogra

ms

plan

ned

or u

nder

way

.(4

) At l

east

five

res

earc

h, m

issi

on d

evel

opm

ent/o

pera

tions

, or

educ

atio

n pr

ogra

ms

will

hav

e be

enpl

anne

d/un

dert

aken

in H

isto

rica

lly B

lack

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leg

es a

nd U

nive

rsiti

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ispa

nic

Ser

ving

Inst

itutio

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r Tri

bal

Col

leg

es, w

ith a

t lea

st o

ne p

roje

ct u

nder

way

in e

ach

grou

p. (5

) At l

east

thre

e na

tiona

l and

two

regi

onal

educ

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nal o

r ou

trea

ch c

onfe

renc

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e su

ppor

ted

with

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igni

fican

t Spa

ce S

cien

ce p

rese

nce.

(6) A

tle

ast t

hree

exh

ibits

or

plan

etar

ium

sho

ws

will

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on d

ispl

ay. (

7) A

n on

line

dire

ctor

y pr

ovid

ing

enha

nced

acce

ss to

maj

or S

pace

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ence

-rel

ated

pro

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d pr

ogra

ms

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oper

atio

nal b

y en

d of

the

fisca

l yea

r.(8

) A c

ompr

ehen

sive

app

roac

h to

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essi

ng th

e ef

fect

iven

ess

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impa

ct o

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ce S

cien

ce e

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outr

each

eff

orts

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r de

velo

pmen

t, w

ith a

pilo

t tes

t of t

he e

valu

atio

n in

itiat

ed.

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ondu

ct r

esea

rch

and

anal

ysis

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Con

duct

dat

a an

alys

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ace

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terp

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)

Earth Science Enterprise

Mission

The Earth Science Enterprise mission is to under-

stand the total Earth system and the effects of natur-

al and human-induced changes on the global

environment. The programs of the Enterprise

advance the new discipline of Earth System Science,

with a near-term emphasis on global climate change.

Both space- and ground-based capabilities yield new

scientific understanding of Earth and practical bene-

fits to the Nation. The research results will contribute

to the development of environmental policy and eco-

nomic investment decisions. The Enterprise mission

includes the development of innovative technologies

to support Earth Science programs and make them

available for solving practical societal problems in

agriculture and food production, water resources, and

national resource management that provide benefits

to the Nation. Knowledge and discoveries will be

shared with the public to enhance science, mathe-

matics, and technology education and increase the

scientific and technological literacy of all Americans.

Implementation Strategy

The Earth Science Enterprise conducts global and

regional research requiring the vantage point of

space. New programs will be developed and

deployed through the “faster, better, cheaper”

approach. Program managers are encouraged to

accept prudent risk, shorten the development time

of technologies and missions, explore new con-

ceptual approaches, streamline management, and

incorporate innovative methods to enhance effi-

ciency and effectiveness. The programs of the

Enterprise contribute to the U.S. Global Change

Research Program and are conducted in collabo-

ration with 10 other U.S. Federal agencies and 13

nations. Cooperative research programs with

national and international partners will continue to

play a key role in the implementation strategy of

the Enterprise.

The same spirit of innovation that embodies the

Earth Science flight programs applies to technolo-

gy development. Long-term, high-risk, high-payoff

technologies are key to implementing the Earth

Science mission. The Enterprise priorities feature

near-term product milestones on a path of long-

term inquiry. Obtaining data from the private sector

is an emerging feature of the Enterprise strategy.

This will reduce Agency costs and encourage the

growth of the commercial remote-sensing industry.

Enterprise Resource Requirements

The President has requested the budget in the

table below for FY 1999 to FY 2004 to support the

accomplishment of Earth Science goals.

Performance Measures

To meet the near-term goals displayed in Figure 2,

the following objectives will be measured:

Objective—Understand the causes and conse-

quences of land-cover/land-use change

The carbon cycle is one of the major Earth system

processes influencing global climate. Key elements

32

Earth Science Budget

FY 99 FY 00 FY 01 FY 02 FY 03 FY04

NOA $M 1,413.8 1,459.1 1,462.8 1,420.5 1,373.0 1,424.4Civil Servant Full-Time Equivalents 1,520 1,542 1,575 1,570 1,623 1,655

of NASA contributions are monitoring land-cover

changes and measuring terrestrial processes and

ocean biological processes to estimate carbon

uptake. An important unknown in the carbon cycle

are seasonal rates of carbon storage in the ocean,

which are caused by the activity of phytoplankton,

which can be monitored from space. In addition to

observations, NASA invests in research, data

analysis, and modeling projects toward understand-

ing the role of marine and terrestrial ecosystems in

the global carbon cycle. The performance targets

will be to:

• Continue the development of a global land-

cover/use change data set based on Landsat

and Earth Observing System (EOS) instruments,

at a seasonal refresh rate.

• Continue to collect near-daily global measure-

ments of the terrestrial biosphere (an index of

terrestrial photosynthetic processes from which

calculations of carbon uptake are made) from

instruments on the EOS AM-1 spacecraft.

• Continue the ocean color time series with

60-percent global coverage every 4 days—a

35-percent improvement over FY 1999.

• SIMBIOS will merge Moderate Resolution

Imaging Spectrometer (MODIS) ocean color data

into the global ocean color time series, which

began with the Ocean Color Temperature Sensor

(OCTS) and the Sea-viewing Wide Field-of-view

Sensor (SeaWiFS). Use the time series to under-

stand and predict the response of the marine

ecosystem to climate change. The data set will be

made available via the Goddard Space Flight

Center Distributed Active Archive Center (DAAC).

• Produce near-real-time fire monitoring and

impact assessments based on Landsat and EOS

inventory and process monitoring. This will pro-

vide an observational foundation for monitoring

change in ecosystem productivity and distur-

bance. Near-real-time assessments will be post-

ed on a web site for quick access by researchers

and regional authorities.

Objective—Predict seasonal-to-interannual

climate variations

In FY 2000, the Earth Science Enterprise will con-

tinue to invest in observations, research, data

analysis, and modeling in this area. The Tropical

Rainfall Measuring Mission (TRMM), launched in

1997, will continue to gather information on rainfall

in the tropics, where two-thirds of global precipita-

tion falls. This is the key to understanding Earth’s

hydrological cycle, one of the three major process-

es driving climate change, and the global heat bal-

ance, which drives seasonal change. Current

uncertainty in global tropical rainfall estimates is

50 percent; TRMM data will reduce this uncertain-

ty to 10 percent, an 80-percent improvement. The

performance targets will be to:

• Establish a benchmark for global and regional

rainfall measurements by combining TRMM

measurements with measurements from other

sources. Maps of the diurnal cycle of precipita-

tion will be created for the first time. The existing

10-year data set will be combined with TRMM

measurements to validate climate models and

demonstrate the impact of rainfall on short-term

weather forecasting. The data will be distributed

through the Goddard DAAC for ease of access to

science and operational users.

• Develop and improve methods to couple state-

of-the-art land surface and sea ice models to a

global coupled ocean-atmosphere model and

use them to predict regional climactic conse-

quences of El Niño or La Niña occurrence in the

tropical Pacific. The results of this research will

be published in open literature and provided to

33

the National Oceanic and Atmospheric

Administration’s National Climate Prediction

Center and the U.S. Navy’s Fleet Numeric

Prediction Center. The ultimate goal is to devel-

op a capability to significantly improve the pre-

diction of seasonal-to-interannual climate

variations and their regional climate conse-

quences. The main focus is on North America.

• Measure production and radiative properties of

aerosols produced by biomass burning in Africa

based on SAFARI 2000 (field experiment) and

EOS instruments. This will include extensive

international participation. This burning is esti-

mated to contribute one-half of all global atmos-

pheric aerosols.

• Launch the NASA-Centre Nationale d’Études

Spatiales (CNES) Jason-1 mission. This follow-

on to TOPEX/Poseidon is to achieve a factor-of-

4 improvement in accuracy in measuring ocean

basin-scale sea-level variability. This is 1 order of

magnitude better than that specified for

TOPEX/Poseidon.

• Generate the first basin-scale high-resolution

estimate of the state of the Pacific Ocean as part

of the international Global Ocean Data

Assimilation Experiment (GODAE).

Objective—Identify natural hazards,

processes, and mitigation strategies

The Earth Science Enterprise will use a combina-

tion of space-based and airborne assets to monitor

and assess impacts of natural hazards, such as

volcanoes, earthquakes, forest fires, hurricanes,

floods, and droughts. The short-term objective is to

assess impacts of these events on national and

international agriculture, food production, water

resources, commerce, and so on. The long-term

objective is to apply the scientific understanding

toward developing a predictive capability.

In FY 2000, the Earth Science Enterprise will con-

tinue to provide the technology and instruments to

allow for the collection of interferometric Synthetic

Aperture Radar (SAR) data. This will enable the first

consistent global topography data record collected

from space, and it will have a variety of applications,

including assessing flood hazards, laying out new

roadways and pipelines, and providing airline oper-

ators with detailed elevation data for remote areas.

The performance targets will be to:

• Use southern California Global Positioning

System (GPS) array data to understand the con-

nection between seismic risk and crustal strain

leading to earthquakes.

• Develop models to use time-varying gravity

observations for the first time in space.

• Demonstrate the utility of spaceborne data for

floodplain mapping with the Federal Energy

Management Agency.

• Develop an automatic volcano cloud/ash detec-

tion algorithm employing EOS data sets for use

by the Federal Aviation Administration.

Objective—Detect long-term climate change,

causes, and impacts

In FY 2000, information on global and regional stud-

ies of temperature and precipitation drivers will con-

tinue to be collected to measure the solar radiation

reaching Earth. Clouds and aerosols (suspended

particles in the atmosphere such as dust, sulfate,

and smoke) determine the fate of this radiation in the

atmosphere and affect Earth’s energy balance. The

MODIS, Multi-Angle Imaging Spectroradiometer

(MISR), and Advanced Spaceborne Thermal

Emission and Reflection Radiometer (ASTER)

instruments will collect these measurements. These

data, distributed through the Goddard DAAC, com-

bined with data from the Clouds and Earth’s Radiant

34

Energy System, will enable NASA to estimate solar

and infrared radiative fluxes, which in turn will deter-

mine the heating and cooling of Earth and its atmos-

phere. The current uncertainty in Earth’s radiation

balance is about a 15-watt-per-square-meter month-

ly mean over 100- by 100-kilometer areas. The per-

formance targets will be to:

• Complete the collection of satellite data needed

for the 17-year cloud climatology being devel-

oped under the International Satellite Cloud

Climatology Project. These data will be used to

improve understanding and modeling of the role

of clouds in climate and will be available through

the Goddard DAAC.

• Continue the development of the global aerosol

climatology data set and analysis of this climatol-

ogy in climate models. The data will be available

through the Goddard DAAC.

• Provide for the continuation of the long-term,

precise measurement of the total solar irradiance

with the launch of EOS ACRIM.

• Acquire, through a Radarsat repeat of the

Antarctic Mapping Mission conducted in

September–October 1997, a second set of high-

resolution radar data over all of Antarctica for

comparison with the baseline data set acquired

in 1997, to identify changes on the ice sheet.

• Publish the first detailed estimates of thicken-

ing/thinning rates for all major ice drainage

basins of the Greenland ice sheet, derived from

repeated airborne laser-altimetry surveys. These

measures will represent the baseline data set to

compare with early Geoscience Laser Altimeter

System (GLAS) data (July 2001 launch).

• Initiate a program of airborne mapping of layers

within the Greenland ice sheet to decipher the

impact of past climate variation on polar regions.

• Develop a remote-sensing instrument/technique

for ocean surface salinity measurements from

aircraft. The goal is to improve measurement

accuracy to 1 order of magnitude better than

available in FY 1998. The ultimate goal is the

capability to globally measure sea surface salin-

ity from space.

• Continue to improve the design and sophistica-

tion of a global climate system model, including

use of higher resolution, to make it a state-of-the-

art climate system model for projecting the cli-

matic consequences at the regional level.

Evidence of improvement will be increased reso-

lution from added computing power and better

numerical representations.

Objective—Understand the causes of variation

in atmospheric ozone concentration and

distribution

NASA’s contribution in this area is to develop and

operate space-based and airborne instruments

that will map the fluctuations in ozone and related

constituent gas in the atmosphere. In addition,

NASA has a focused research and modeling effort

in this area. The Total Ozone Mapping

Spectrometer (TOMS) will continue to collect infor-

mation of the ozone content as the total column of

Earth’s atmosphere. The performance targets in

FY 2000 will be to:

• Implement the Stratospheric Aerosol and Gas

Experiment (SAGE III) Ozone Loss and Validation

Experiment. Measurements will be made from

October 1999 to March 2000 in the Arctic/high-

latitude region from the NASA DC-8 and ER-2

aircraft and balloon platforms. These tools will

help acquire correlative data to validate SAGE III

data and assess high-latitude ozone loss.

• Complete the analysis and publication of the

Particle Environment Monitor (PEM)-Tropics-B

field experiment.

35

• Complete the Troposphere Chemistry aircraft

instrument size and weight reductions (by

approximately 40 percent) initiative.

• Complete the planning for major new 2001 air-

borne/unmanned aerospace vehicle missions

that will use a smaller Troposphere Chemistry

aircraft instrument.

Objective—Implement open, distributed, and

responsive data system architectures

The dissemination of information resulting from

Earth Science research is accomplished through

the Earth Observing System Data and Information

System (EOSDIS) and will continue to be a high

priority in FY 2000. Distribution systems will be

improved and new methods will be developed to

place data in the hands of Earth Science cus-

tomers in a timely manner through open, distrib-

uted, and responsive data system architectures.

EOSDIS performance targets will be to:

• EOSDIS will make available data on prediction,

land surface, and climate to users within 5 days.

• EOSDIS will double the volume of data archived

compared to FY 1998.

• EOSDIS will increase the number of distinct cus-

tomers by 20 percent compared to FY 1998.

• EOSDIS will increase products delivered from

the DAAC’s by 10 percent compared to FY 1998.

Objective—Increase public understanding of

Earth Science through education and outreach

Earth Science missions and research programs

make a unique contribution to education and the

public understanding of Earth science. They pro-

vide a steady return of discoveries, and new knowl-

edge contributes to the accomplishment of this

objective. The Enterprise will continue to sponsor

research awards through NASA’s Graduate

Student Research Program. The performance tar-

gets will be to:

• Award 50 new graduate student/education

research grants and 20 early career postdoctor-

al fellowships in Earth Science.

• Conduct at least 300 workshops to train teachers

in the use of Earth Science Enterprise education

products.

• Increase the number of schools participating in

Global Learning and Observations to Benefit the

Environment (GLOBE) to 10,500, a 30-percent

increase over FY 1999. Increase participating

countries to 77 from 72 in FY 1999.

Objective—Develop and transfer advanced

remote-sensing technologies

In collaboration with partners in industry and acad-

emia, the Enterprise will develop and demonstrate

new technologies of value to remote-sensing

research. The performance targets will be to:

• Achieve a 50-percent reduction in mass for

future land imaging instruments.

• Transfer at least one technology development to

a commercial entity for operational use.

• Advance at least 25 percent of funded instrument

technology developments one Technology

Readiness Level (TRL) to enable future science

missions and reduce their total cost.

Objective—Extend the use of Earth Science

research for national, State, and local

applications

Because the Earth Science Enterprise addresses

science questions of societal importance, the

research performed also leads to practical

36

applications. The Enterprise works with national,

State and local government entities to help them

develop remote-sensing applications products to

address issues of importance to them. These

include agricultural productivity, natural resources

management, and urban and regional planning.

The performance targets will be to:

• Have at least one Regional Earth Science

Applications Center (RESAC) become self-sus-

taining. Continue funding for the remaining cen-

ters.

• Develop at least two new data products for rou-

tine decisionmaking by user organizations

involved in Type 3 Earth Science Information

Partner (ESIP) cooperative agreements and the

Agriculture, Forestry and Rangeland Coop

Agreements and Grants.

• Implement at least five joint applications research

projects/partnerships with State and local govern-

ments in remote-sensing applications.

Objective—Support the development of a

robust commercial remote-sensing industry

NASA is committed to a growing relationship with

the commercial remote-sensing industry to

enhance the utility of Earth Science information in

the U.S. economy. Commercial firms are both

potential sources of science-quality remote-sens-

ing data, and producers of “value-added” informa-

tion products from U.S. research satellites. The

performance targets will be to:

• Focus Earth Observation Commercialization

Applications Program (EOCAP) joint commercial

applications research to develop 20 new market

commercial products (such as oil spill contain-

ment software by EarthSat and map sheets prod-

ucts by ERDAS, Inc.).

• Provide three commercial sources of science

data from the Scientific Data Purchase for global

change research and applications.

• Develop two new validated commercial informa-

tion products as a result of verification and vali-

dation partnerships with industry.

Objective—Make major scientific contributions

to national and international environmental

assessments

Because of the nature of the discipline, it is vital

that Earth Science research be conducted through

cooperation and partnerships with other agencies

and with other countries. The Enterprise will con-

tinue to contribute scientific knowledge and obser-

vations and modeling results to national and

international scientific environmental assessments.

The performance targets will be to:

• Sponsor two regional assessment studies of

environmental variations and natural resources

vulnerability.

• Complete the contribution to the First National

Assessment of the Potential Consequences of

Climate Variability and Change: provide climate

scenario information, support the national syn-

thesis, conduct several regional U.S. analyses,

and provide supporting research for sector

analyses. Provide information to the U.S.

National Assessment Coordination Office.

• Conduct the first regional international assess-

ment in South Africa. Quantify the effects of cli-

mate variability and management practices on

the environment. Publish in open literature, and

provide analyses to the Intergovernmental Panel

on Climate Change (IPCC) for their 2000 assess-

ment report.

• Provide the first global, regional, and country-by-

country forest cover inventory in support of the

37

38 national and international needs of research,

operational, and policy communities. Publish and

provide to IPCC and the International

Geosphere-Biosphere Programme for their 2000

assessment report.

General Earth Science performance measure

—Successfully launch spacecraft

The Earth Science Enterprise will successfully

launch three spacecraft and deliver two instru-

ments for international launches within 10 percent

of budget on average.

Internal Assessment

The Earth Science Enterprise will regularly review

performance objectives as part of our existing

monthly review process. Using a data base to track

current performance monthly for each specific

FY 2000 target will enable the Enterprise to focus

on targets that need improvement. Enterprise man-

agement will institute measures to ensure

improvement.

Because the Earth Science Enterprise is a scientif-

ic endeavor, many of its measures involve scientif-

ic results. These are subject to peer review, both in

the selection of the science investigation and in the

reporting of findings in the scientific literature.

Where the metric is the production of data prod-

ucts, these must be archived in the Enterprise’s

information system, where their availability can be

confirmed via an Internet query. Metrics address-

ing scientific assessment activities result in formal,

published reports that are readily identified.

External Assessment

The Earth System Science and Applications

Advisory Committee (ESSAAC) will conduct an

annual assessment of the Enterprise’s near-term

science objectives. This committee will provide a

qualitative progress measurement (Green, Yellow,

or Red). “Green” will indicate that the objective was

met; “Yellow” will signify a concern that an objective

was not fully accomplished; and “Red” will show

that events occurred that prevented or severely

impaired the accomplishment of the objective. The

assessment will include commentary to clarify and

supplement the qualitative measures.

ESSAAC is a committee of the NASA Advisory

Council under the Federal Advisory Committee Act,

and it consists of outside scientific and technical

experts from academia, industry, and other

Government agencies. ESSAAC meets at least

twice a year to review plans and progress in the

Earth Science Enterprise. After the end of each fis-

cal year, the Enterprise will provide ESSAAC a

self-assessment in each of the relevant objectives,

highlighting performance against the metrics in the

Performance Plan for that year. ESSAAC will delib-

erate internally and render its own assessment,

which may confirm or modify the Enterprise’s self-

assessment. ESSAAC’s assessment will be report-

ed in the Performance Report for that year. This

process will be repeated annually.

39

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prov

e th

e un

ders

tand

ing

and

mod

elin

gof

rol

e of

clo

uds

in c

limat

e. D

ata

will

be

avai

labl

e in

the

God

dard

DA

AC

.•

Con

tinue

the

deve

lopm

ent o

f the

glo

bal a

eros

ol c

limat

olog

y da

ta s

et a

nd a

naly

sis

of th

is c

limat

olog

y in

clim

ate

mod

els.

Dat

a w

ill b

e av

aila

ble

in th

e G

odda

rd D

AA

C.

•P

rovi

de fo

r th

e co

ntin

uatio

n of

the

long

-ter

m, p

reci

se m

easu

rem

ent o

f the

tota

l sol

ar ir

radi

ance

with

the

laun

chof

EO

S A

CR

IM.

•A

cqu

ire,

th

rou

gh

a R

adar

sat

rep

eat

of

An

tarc

tic

Map

pin

g M

issi

on

co

nd

uct

ed in

Sep

tem

ber

–Oct

ob

er19

97, a

sec

on

d s

et o

f hig

h-r

eso

lutio

n r

adar

dat

a ov

er a

ll o

f An

tarc

tica

for

com

par

iso

n w

ith th

e b

asel

ine

dat

a se

t ac

qu

ired

in 1

997,

to

iden

tify

ch

ang

es o

n t

he

ice

shee

t.•

Pub

lish

the

first

det

aile

d es

timat

es o

f thi

cken

ing/

thin

ning

rat

es fo

r al

l maj

or ic

e dr

aina

ge b

asin

s of

the

Gre

enla

ndic

e sh

eet,

deriv

ed fr

om r

epea

ted

airb

orne

lase

r-al

timet

ry s

urve

ys. M

easu

res

repr

esen

t the

bas

elin

e da

ta s

etto

com

pare

with

ear

ly G

LAS

dat

a (J

uly

2001

laun

ch).

•In

itiat

e a

prog

ram

of a

irbor

ne m

appi

ng o

f lay

ers

with

in th

e G

reen

land

ice

shee

t to

deci

pher

the

impa

ct o

f pas

tcl

imat

e va

riatio

n on

pol

ar r

egio

ns.

•D

evel

op a

rem

ote-

sens

ing

inst

rum

ent/t

echn

ique

for

ocea

n su

rfac

e sa

linity

mea

sure

men

ts fr

om a

ircra

ft. G

oal:

to im

prov

e m

easu

rem

ent a

ccur

acy

to 1

ord

er o

f mag

nitu

de b

ette

r th

an a

vaila

ble

in F

Y98

. The

ulti

mat

e go

al is

the

capa

bilit

y to

glo

bally

mea

sure

sea

sur

face

sal

inity

from

spa

ce.

•C

ontin

ue to

impr

ove

the

desi

gn a

nd s

ophi

stic

atio

n of

a g

loba

l clim

ate

syst

em m

odel

, inc

ludi

ng u

se o

f hig

her

reso

lutio

n, to

mak

e it

a st

ate-

of-t

he-a

rt c

limat

e sy

stem

mod

el fo

r pr

ojec

ting

the

clim

atic

con

sequ

ence

s at

the

regi

onal

leve

l. Im

prov

emen

t will

be

man

ifest

ed in

incr

ease

d re

solu

tion

from

add

ed c

ompu

ting

pow

er a

nd b

ette

rnu

mer

ical

rep

rese

ntat

ions

.

Ear

th S

cien

ce E

nte

rpri

seS

trat

egic

Go

als

Ob

ject

ives

En

terp

rise

FY

200

0 P

erfo

rman

ce P

lan

00#

0Y1

0Y2

0Y3

0Y4

0Y7

0Y9

0Y10

0Y11

0Y12

0Y47

0Y37

0Y38

0Y39

0Y40

0Y13

0Y14

0Y15

0Y16

0Y17

0Y18

0Y19

0Y20

Ea

rth

Sc

ien

ce

En

terp

rise

FY

20

00

Pe

rfo

rma

nc

e P

lan

—C

ha

rt 2

40

Exp

and

scie

ntifi

c kn

owle

dge

bych

arac

teriz

ing

the

Ear

th s

yste

m

Dis

sem

inat

e in

form

atio

n ab

out t

heE

arth

sys

tem

Exp

and

scie

ntifi

c kn

owle

dge

bych

arac

teriz

ing

the

Ear

th s

yste

m

Dis

sem

inat

e in

form

atio

n ab

out t

heE

arth

sys

tem

Ena

ble

the

prod

uctiv

e us

e of

Ear

thS

cien

ce a

nd te

chno

logy

in

the

publ

ican

d pr

ivat

e se

ctor

s

Exp

and

scie

ntifi

c kn

owle

dge

bych

arac

teriz

ing

the

Ear

th s

yste

m

•U

nder

stan

d th

e ca

uses

of v

aria

tion

in a

tmos

pher

ic o

zone

conc

entr

atio

n an

d di

strib

utio

n

•Im

plem

ent o

pen,

dis

trib

uted

, and

resp

onsi

ve d

ata

syst

emar

chite

ctur

es•

Impl

emen

t ope

n, d

istr

ibut

ed, a

ndre

spon

sive

dat

a sy

stem

arch

itect

ures

•In

crea

se p

ublic

und

erst

andi

ng o

fE

arth

Sci

ence

thro

ugh

educ

atio

nan

d ou

trea

ch

•D

evel

op a

nd tr

ansf

er a

dvan

ced

rem

ote-

sens

ing

tech

nolo

gies

•E

xten

d th

e us

e of

Ear

th S

cien

cere

sear

ch fo

r na

tiona

l, S

tate

, and

loca

l app

licat

ions

•S

uppo

rt th

e de

velo

pmen

t of a

robu

st c

omm

erci

al re

mot

e-se

nsin

gin

dust

ry

•M

ake

maj

or s

cien

tific

con

trib

utio

nsto

nat

iona

l and

inte

rnat

iona

len

viro

nmen

tal a

sses

smen

ts

•S

ucce

ssfu

lly la

unch

spa

cecr

aft

•Im

plem

ent t

he S

AG

E II

I Ozo

ne L

oss

and

Val

idat

ion

Exp

erim

ent.

Mea

sure

men

ts w

ill b

e m

ade

from

Oct

ober

199

9to

Mar

ch 2

000

in th

e A

rctic

/hig

h-la

titud

e re

gion

from

the

NA

SA

DC

-8, E

R-2

, and

bal

loon

pla

tform

s. W

ill a

cqui

reco

rrel

ativ

e da

ta to

val

idat

e S

AG

E II

I dat

a an

d as

sess

hig

h-la

titud

e oz

one

loss

.•

Com

plet

e th

e an

alys

is a

nd p

ublic

atio

n of

the

PE

M-T

ropi

cs-B

fiel

d ex

perim

ent.

•C

ompl

ete

the

Trop

osph

ere

Che

mis

try

airc

raft

inst

rum

ent s

ize

and

wei

ght r

educ

tions

(by

~40

%)

initi

ativ

e.•

Com

plet

e th

e pl

anni

ng fo

r m

ajor

new

200

1 ai

rbor

ne/u

nman

ned

aero

spac

e ve

hicl

e m

issi

on th

at w

ill u

se a

sm

alle

rTr

opos

pher

e C

hem

istr

y ai

rcra

ft in

stru

men

t.•

EO

SD

IS w

ill m

ake

avai

labl

e d

ata

on

pre

dic

tio

n, l

and

su

rfac

e, a

nd

clim

ate

to u

sers

wit

hin

5 d

ays.

•E

OS

DIS

will

dou

ble

the

volu

me

of d

ata

arch

ived

com

pare

d to

FY

98.

•E

OS

DIS

will

incr

ease

the

num

ber

of d

istin

ct c

usto

mer

s by

20%

com

pare

d to

FY

98.

•E

OS

DIS

will

incr

ease

pro

duct

s de

liver

ed fr

om th

e D

AA

Cs

by 1

0% c

ompa

red

to F

Y98

.

•A

war

d 50

new

gra

duat

e st

uden

t res

earc

h gr

ants

and

20

early

car

eer

fello

wsh

ips

in E

arth

Sci

ence

.•

Co

nd

uct

at

leas

t 30

0 w

ork

sho

ps

to t

rain

tea

cher

s in

th

e u

se o

f E

nte

rpri

se e

du

cati

on

pro

du

cts.

•In

crea

se th

e nu

mbe

r of

sch

ools

par

ticip

atin

g in

GLO

BE

to 1

0,50

0, a

30%

incr

ease

ove

r F

Y99

; inc

reas

epa

rtic

ipat

ing

coun

trie

s to

77

(fro

m 7

2).

•A

chie

ve a

50%

red

uct

ion

in m

ass

for

futu

re la

nd

imag

ing

inst

rum

ents

.•

Tran

sfer

at l

east

one

tech

nolo

gy d

evel

opm

ent t

o a

com

mer

cial

ent

ity fo

r op

erat

iona

l use

.•

Adv

ance

at l

east

25%

of f

unde

d in

stru

men

t tec

hnol

ogy

deve

lopm

ents

one

TR

L to

ena

ble

futu

re s

cien

ce m

issi

ons

and

redu

ce th

eir

tota

l cos

t.•

At l

east

one

Reg

iona

l Ear

th S

cien

ce A

pplic

atio

ns C

ente

r (R

ES

AC

) be

com

es s

elf-

sust

aini

ng. C

ontin

ue fu

ndin

gfo

r th

e re

mai

ning

cen

ters

.•

Impl

emen

t at l

east

five

join

t app

licat

ions

res

earc

h pr

ojec

ts/p

artn

ersh

ips

with

Sta

te a

nd lo

cal g

over

nmen

ts in

rem

ote-

sens

ing

appl

icat

ions

.•

Fo

cus

EO

CA

P jo

int

com

mer

cial

ap

plic

atio

ns

rese

arch

to

dev

elo

p 2

0 n

ew m

arke

t co

mm

erci

al p

rod

uct

s(e

.g.,

oil

spill

co

nta

inm

ent

soft

war

e by

Ear

thS

at a

nd

map

sh

eets

pro

du

cts

by E

RD

AS

, In

c.).

•P

rovi

de th

ree

com

mer

cial

sou

rces

of s

cien

ce d

ata

(from

the

data

buy

) for

glo

bal c

hang

e re

sear

ch a

nd a

pplic

atio

ns.

•D

evel

op tw

o ne

w v

alid

ated

com

mer

cial

info

rmat

ion

prod

ucts

as

a re

sult

of v

erifi

catio

n an

d va

lidat

ion

part

ners

hips

with

indu

stry

.•

Spo

nsor

two

regi

onal

ass

essm

ent s

tudi

es o

f env

ironm

enta

l var

iatio

ns a

nd n

atur

al r

esou

rces

vul

nera

bilit

y.•

Com

plet

e th

e co

ntrib

utio

n to

the

Firs

t Nat

iona

l Ass

essm

ent o

f the

Pot

entia

l Con

sequ

ence

s of

Clim

ate

Var

iabi

lity

and

Cha

nge:

pro

vide

clim

ate

scen

ario

info

rmat

ion,

sup

port

the

natio

nal s

ynth

esis

, con

duct

sev

eral

reg

iona

l U.S

.an

alys

es, a

nd p

rovi

de s

uppo

rtin

g re

sear

ch fo

r se

ctor

ana

lyse

s. P

rovi

de in

form

atio

n to

the

U.S

. Nat

iona

lA

sses

smen

t Coo

rdin

atio

n O

ffice

.•

Con

duct

the

first

reg

iona

l int

erna

tiona

l ass

essm

ent i

n S

outh

Afr

ica:

qua

ntify

the

effe

cts

of c

limat

e va

riabi

lity

and

man

agem

ent p

ract

ices

on

the

envi

ronm

ent,

publ

ish

in o

pen

liter

atur

e, a

nd p

rovi

de a

naly

ses

to IP

CC

for

thei

r20

00 a

sses

smen

t rep

ort.

•P

rovi

de th

e fir

st g

loba

l, re

gion

al, a

nd c

ount

ry-b

y-co

untr

y fo

rest

cov

er in

vent

ory

in s

uppo

rt o

f nat

iona

l and

inte

rnat

iona

l nee

ds o

f res

earc

h, o

pera

tiona

l, an

d po

licy

com

mun

ities

. Pub

lish

and

prov

ide

to IP

CC

and

the

Inte

rnat

iona

l Geo

sphe

re-B

iosp

here

Pro

gram

me

for

thei

r 20

00 a

sses

smen

t rep

ort.

•E

arth

Sci

ence

will

suc

cess

fully

laun

ch th

ree

spac

ecra

ft an

d de

liver

two

inst

rum

ents

for

inte

rnat

iona

l lau

nche

sw

ithin

10%

of b

udge

t on

aver

age.

Ear

th S

cien

ce E

nte

rpri

seS

trat

egic

Go

als

Ob

ject

ives

En

terp

rise

FY

200

0 P

erfo

rman

ce P

lan

00#

0Y22

0Y23

0Y24

0Y25

0Y26

0Y27

0Y28

0Y29

0Y30

0Y31

0Y32

0Y33

0Y34

0Y35

0Y41

0Y43

0Y44

0Y45

0Y46

0Y48

0Y5

0Y6

0Y8

0Y

36

Ea

rth

Sc

ien

ce

En

terp

rise

FY

20

00

Pe

rfo

rma

nc

e P

lan

—C

ha

rt 2

(c

on

tin

ue

d)

41

Und

erst

and

the

caus

es a

nd c

onse

quen

ces

of la

nd-c

over

/land

-use

cha

nge

YX

0Y1

X0Y

2X

Y0Y

3X

YY

0Y4

XY

0Y7

Pre

dict

sea

sona

l-to-

inte

rann

ual c

limat

e ch

ange

sY

YX

0Y9

X0Y

10, 0

Y11

, 0Y

47, 0

Y12

X0Y

12

Iden

tify

natu

ral h

azar

ds, p

roce

sses

, and

miti

gatio

n st

rate

gies

for

flood

s,dr

ough

ts, a

nd v

olca

noes

YX

0Y37

,0Y

38, 0

Y39

, 0Y

40D

etec

t lon

g-te

rm c

limat

e ch

ange

, cau

ses,

and

impa

cts

X0Y

13, 0

Y14

X0Y

15X

0Y16

, 0Y

17, 0

Y18

, 0Y

19, 0

Y20

Und

erst

and

the

caus

es o

f var

iatio

ns in

ozo

ne c

once

ntra

tions

and

dist

ribut

ion

in th

e up

per

and

low

er a

tmos

pher

eX

0Y22

, 0Y

23, 0

Y24

, 0Y

25Im

prov

e th

e di

ssem

inat

ion

of E

arth

Sci

ence

res

ults

X0Y

26, 0

Y27

, 0Y

28, 0

Y29

Inco

rpor

ate

educ

atio

n an

d en

hanc

ed p

ublic

und

erst

andi

ng o

f sci

ence

as a

n in

tegr

al c

ompo

nent

of E

arth

Sci

ence

mis

sion

s an

d re

sear

chX

0Y30

X0Y

31, 0

Y32

Mak

e m

ajor

sci

entif

ic c

ontr

ibut

ions

to n

atio

nal a

nd in

tern

atio

nal

envi

ronm

enta

l ass

essm

ents

X0Y

5, 0

Y6,

0Y

8, 0

Y48

Dev

elop

inno

vativ

e te

chno

logi

es fo

r E

nter

pris

e m

issi

ons

and

for

tran

sfer

toex

tern

al c

usto

mer

sX

0Y33

Ext

end

the

use

of E

arth

Sci

ence

res

earc

h fo

r na

tiona

l, S

tate

, and

0Y41

, OY

42, 0

Y43

,lo

cal a

pplic

atio

nsX

0Y44

, 0Y

45, 0

Y46

, 0Y

48S

ucce

ssfu

lly la

unch

spa

cecr

aft

XX

0Y36

Not

e: X

=pr

imar

y co

ntrib

utio

n; Y

=se

cond

ary

cont

ribut

ion.

Budget Category

EOS

Earth Probes

Operating Missions

Science (including R&A)

GLOBE

R&PM

Str

ateg

ic O

bje

ctiv

e

Per

form

ance

Targ

et It

em #

(Ch

art

2)

Oth

er O

bje

ctiv

esA

dd

ress

ed b

y Ta

rget

(Lis

t)

Ea

rth

Sc

ien

ce

En

terp

rise

FY

20

00

Bu

dg

et—

Ch

art

2a

Human Exploration andDevelopment of Space Enterprise

Mission

The mission of the Human Exploration and

Development of Space (HEDS) Enterprise is to

open the space frontier by exploring, understand-

ing, and using space to enable the development of

space and expand human experience into the far

reaches of space. This mission includes the devel-

opment of innovative technologies to support

HEDS programs and to make them available for

other applications that provide benefits to the

Nation. Knowledge and discoveries will be shared

with the public to inspire inquisitive minds, enhance

science, mathematics, and technology education,

and increase the scientific and technological litera-

cy of all Americans.

Implementation Strategy

Two program offices—the Office of Space Flight

and the Office of Life and Microgravity Sciences

and Applications (OLMSA)—implement the HEDS

Enterprise strategy.

The Office of Space Flight strategy to contribute

to the HEDS mission consists of three major

components: safe, reliable, and affordable

access to space; the assembly and operations of

the International Space Station (ISS); and the

provision of the space communications infra-

structure. Safety and performance upgrades pro-

vide for the modifications and improvements of

ground facilities and Space Shuttle capabilities,

the replacement of obsolete systems, and the

expansion of safety and operating margins.

Investments in Space Shuttle operations include

hardware production, ground processing, launch

and landing operations, flight crew operations,

training, logistics, and sustaining engineering.

The implementation strategy for the ISS begins

with Phase II of the program, which began with

the scheduled launch of the U.S.-owned/

Russian-launched Functional Cargo Block (FGB)

and concludes with the launch of the Airlock on

Flight 7A.

The OLMSA strategy to contribute to the HEDS

mission also consists of three components.

OLMSA supports fundamental research driven by

an emphasis on expanding scientific knowledge.

Its focus on mission-driven research improves

knowledge and technology for human space flight.

The application-driven research of OLMSA seeks

to transfer knowledge, expertise, and technology

from HEDS missions to other uses that provide

benefits to the Nation.

Enterprise Resource Requirements

The President has requested the budget in the

table below for FY 1999 to FY 2004 to support the

accomplishment of HEDS goals.

Performance Measures

Note: The goals and objectives of the HEDS

Enterprise are undergoing revision.

42

HEDS Budget

FY 99 FY 00 FY 01 FY 02 FY 03 FY04

NOA $M 6,309.3 6,390.2 6,300.6 6,023.5 5,574.3 5,362.0Civil Servant Full-Time Equivalents 6,220 5,964 5,867 5,727 5,617 5,496

Objective—Expand human exploration

through collaborative robotic missions

HEDS and the Space Science Enterprise will coop-

erate in developing mission objectives and tech-

nology requirements for robotic exploration of the

solar system. This cooperation will help determine

the feasibility and need for human missions of solar

system exploration. Specific performance targets

for this objective will be to:

• Complete the integration and testing of the Mars

In-situ Propellant Production Precursor (MIP)

flight unit for the 2001 Mars Surveyor mission.

• Complete the Radiation Research Instrument for

the Mars 01 mission to study transit, orbital, and

surface radiation effects and conduct three work-

shops to define and prioritize research tasks in

subjects such as radiation shielding materials, in

situ resource utilization, and fluids management

and heat transfer technology. Complete the sci-

ence definition of granular flows, flight, and dust

management experiments to begin gathering

research data to alleviate critical problems of

dust buildup, habitat foundation engineering, and

rover performance during planetary exploration.

Objective—Define innovative, safe, and affordable

human exploration mission architectures

HEDS will continue studying options for potential

human exploration in support of decisions to be

made after the ISS experience. This will be accom-

plished through a small cadre of civil service

employees from NASA Field Centers, along with

our partners from industry and other countries. The

performance target will be to:

• Complete the development and initiate the

implementation of a comprehensive technology

investment strategy to support future human

exploration that includes critical capability devel-

opments for increasing self-sustainability,

decreasing transit times, developing commercial

opportunities, reducing cost and risk, increasing

knowledge, and increasing operational safety.

Objective—Invest in enabling high-leverage

exploration technologies

Investments will be made in technologies to enable

significant improvements in cost reduction, sup-

portability, and operations of human missions.

These technologies include propulsion, power, life

support, automation and robotics, communication,

and navigation, and they will apply to the explo-

ration of the Moon, Mars, and asteroids. A key ele-

ment of these efforts will be the development of

scientific partnerships and international coopera-

tion. The performance target will be to:

• In coordination with other Enterprises, develop

and implement tests and demonstrations of

capabilities for future human exploration in the

areas of advanced space power, advanced

space transportation, information and automa-

tion systems, and sensors and instruments.

Objective—In partnership with the scientific

community, use the space environment to

explore chemical, biological, and physical

systems

The microgravity environment affords substantially

reduced buoyancy forces, hydrostatic pressures,

and sedimentation rates, allowing gravity-related

phenomena and phenomena masked by gravity on

Earth to be isolated and controlled. This environ-

ment allows measurements to be made with an

accuracy that cannot be obtained on Earth. In

43

partnership with the science community, HEDS

identifies promising areas for space biological and

physical science research. This partnership also

supports technologies to improve U.S. competitive-

ness in these areas of research. Specific perfor-

mance targets for this objective will be to:

• Support an expanded research program of

approximately 935 investigations, an increase of

approximately 17 percent over FY 1999. Publish

100 percent of science research progress in the

annual OLMSA Life Sciences and Microgravity

Research Program Task Bibliographies and

make this available on the Internet.

• Using suborbital rockets, complete one combus-

tion experiment on the flame spread of liquid fuels

to better control Earth/space-based fire hazards,

and conduct one investigation to test theories of

fundamental physics properties and physical laws

of fluids to provide key data for Earth and space-

based processing materials. Report the results.

• Complete data reduction from the STS-95

Research Module mission. Begin to explore new

cooperative efforts with the National Institutes of

Health in the area of aging and transfer space-

derived research for industry development of a

new drug to treat Chagas’ disease.

Objective—Provide safe and affordable access

to space

The Space Shuttle program will continue the

Safety and Performance Upgrades program.

Phase 1 upgrades are designed to improve safety

and performance, which will enable the Space

Shuttle to achieve the orbital inclination and alti-

tude of the ISS. HEDS will also implement a vari-

ety of process improvements to enhance Shuttle

safety and reliability and reduce costs. Specific

performance targets for this objective will be to:

• Have in place a Shuttle upgrade program that

ensures the availability of a safe and reliable

Shuttle system through the ISS era.

• Achieve seven or fewer flight anomalies per mis-

sion (Figure 4).

• Achieve 85 percent on-time, successful launch-

es, excluding the risk of weather (Figure 5).

• Achieve a 12-month flight manifest preparation

time (Figure 6).

44876543210

FY98 FY99 FY00

In-FlightAnomalies

Figure 4

908070605040302010

0FY98 FY99 FY00

On-TimeSuccess RateP

erce

nt

Figure 5

Cargo IntegrationDuration

Manifest FlightPreparation

Mo

nth

s

16

14

12

10

8

6

4

2

0

FY98 FY99 FY00

Figure 6

Space Shuttle in-Flight Anomalies

The FY 1998 figures are actuals, indicating that we exceeded thestanding goal of seven or fewer anomalies per flight.

Space Shuttle on-Time Success Rate

Space Shuttle Manifesting and Cargo Integration

Objective—Deploy and operate the ISS to

advance scientific, exploration, engineering,

and commercial objectives

The ISS will provide the world with a permanent

international research facility in low-Earth orbit.

The facility will provide unprecedented space-

based opportunities for conducting long-duration

scientific research and technology demonstrations,

as well as capabilities for the commercial develop-

ment of space. ISS laboratories will allow crews to

learn to live and work in space and to demonstrate

technologies for potential missions of human

exploration beyond low-Earth orbit. The perfor-

mance targets will be to:

• Deploy and activate the U.S. Laboratory Module

to provide a permanent on-orbit laboratory

capability.

• Deploy and activate the Canadian-built Space

Station Remote Manipulator System to provide

an ISS-based remote manipulating capability for

maintenance and assembly.

• Deploy and activate the Airlock to provide an ISS-

based extravehicular activity (EVA) capability.

• Deliver to orbit the first of three Italian-built Multi-

Purpose Logistics Modules to provide a reusable

capability for delivering payload and systems

racks to orbit.

• Conduct operations with a three-person human

presence on the ISS.

• Complete preparations for the initial ISS

research capability through the integration of the

first rack of the Human Research Facility

(HRF-1), five EXPRESS Racks with small pay-

load research, and the Microgravity Science

Glovebox.

• Complete the production of the X-38 first space

flight test article in preparation for a Shuttle test

flight in 2001.

Objective—Ensure and enhance the health,

safety, and performance of humans in space

The human body has evolved over millennia to sur-

vive within a narrow range of temperatures, atmos-

pheric pressure, oxygen concentrations, radiation

levels, and accelerations. When humans travel in

space, we seek to bring much of our native envi-

ronment with us, but we cannot faithfully reproduce

the environment of Earth, especially with respect to

gravity. Space travelers experience an environ-

ment that is completely novel in the 4-billion-year

history of life as we know it. The body begins to

adapt almost immediately. Muscles and bones

shrink, fluids shift upward in the body, immune sys-

tem functioning may be suppressed, and more.

HEDS seeks to understand and control the effects

of space travel. We seek to improve spacecraft

environments and optimize safety and perfor-

mance within them. Our work to ensure the health

and safety of the NASA workforce on the ground is

integral to ensuring safety for space travelers.

Specific performance targets for this objective will

be to:

• Develop medical protocols and test the capabili-

ty of the Crew Health Care System as integrated

in the ISS U.S. Laboratory.

• Evaluate and develop for flight testing a mini-

mum of three major research protocols intended

to protect bone, muscle, and physical work

capacity, and prepare a minimum of 10 biomed-

ical research experiments (utilizing the capabili-

ties of the Space Shuttle and ISS HRF) to study

human responses to the gravitational environ-

ment.

• Complete the first phase (including outfitting

three test chambers) of the Advanced Life

Support System Integration Testbed facility,

which will provide the capability to conduct a

45

series of long-duration, human-in-the-loop,

advanced technology tests over the next 6 years.

Demonstrate key technology capabilities for

human support, such as advanced techniques

for water processing using microbes, waste pro-

cessing using biological degradation and flu-

idized bed incineration, a no-expendable trace

gas contaminant control system, solid waste pro-

cessing, and the flight test of a miniature mass

spectrometer.

• Provide training to the appropriate NASA super-

visors with specific emphasis on actions to pre-

vent injury and illness on the job. Increase

employee participation in the wellness program

by at least 25 percent over the FY 1997 baseline.

In coordination with the Office of Safety and

Mission Assurance, achieve a 10-percent reduc-

tion in workers’ compensation claims over the FY

1998 baseline.

Objective—Meet strategic space mission

operations needs while reducing costs and

increasing standardization and interoperability

NASA is pursuing a capability to transfer the oper-

ation of the Space Shuttle and the ISS to the pri-

vate sector. The Space Flight Operations Contract

is the initial focus of this objective. In a similar vein,

the ISS program is developing processes and

plans to facilitate commercial use and to highlight

issues and advantages of commercial operations.

The performance targets will be to:

• Promote privatization of Space Shuttle opera-

tions and reduce civil service resource require-

ments for operations by 20 percent (from the FY

1996 FTE levels) in FY 2000.

• Promote privatization and commercialization of

Space Shuttle payload operations through the

transition of payload management functions

(payload integration managers, payload officers,

and so on) by FY 2000.

• Within policy limitations and appropriate waivers,

pursue the commercial marketing of Space

Shuttle payloads by working to allow the Space

Flight Operations Contractor to target two reim-

bursable flights, one in FY 2001 and one in FY

2002.

• Reduce the space communications budget sub-

mit for FY 2000 by 30 to 35 percent from the FY

1996 congressional budget submit.

• Increase the expenditures for commercial ser-

vices to 10 percent of the total space communi-

cations budget by FY 2000.

Objective—Facilitate access to space for

commercial researchers

HEDS facilitates industry’s use of space to develop

competitive products that contribute to the Nation’s

economic growth. This program, which combines

NASA and industry research and development

capabilities, is implemented through the

Commercial Space Centers (CSC) located

throughout the country. CSC’s are multidisciplinary

consortia that work with industry, academia, and

Government to facilitate the use of space for com-

mercial products and services. Industry participa-

tion is an essential element of the program.

Industry provides funding to pay for CSC-provided

services, as well as in-kind industry personnel,

equipment, and materials to facilitate commercial

space research. Specific performance targets for

this objective will be to:

• Invest 25 percent of the space communications

technology budget by FY 2000 in projects that

could enable space commercial opportunities,

including leveraging through a consortium of

industry, academia, and Government.

46

• Establish up to two new CSC’s.

• Foster the establishment of a telemedicine hub in

Western Europe. NASA and CNES will develop

an international telemedicine program to incor-

porate and connect existing medical informatics

capabilities into a user-friendly commercial elec-

tronic telemedicine hub and apply lessons

learned to human space flight.

Objective—Foster commercial participation on

the International Space Station

Working with the commercial sector, we will estab-

lish mechanisms for substantial commercial

research activity on the ISS. The performance tar-

get for this objective will be to:

• Utilize at least 30 percent of Space Shuttle and

ISS FY 2000 capabilities for commercial investi-

gations, per the U.S. Partner Utilization Plan.

Objective—Increase the scientific, technological,

and academic achievement of the Nation by

sharing our knowledge, capabilities, and assets

HEDS will implement the ISS outreach and educa-

tion plan, support NASA educational activities, main-

tain information pages on the Internet, and conduct

annual ISS videoconferences for students and pro-

fessional audiences. HEDS will contribute education

and outreach support by developing appropriate cur-

ricula for the National Science Teachers Association

(NSTA), the National Council of Teachers of

Mathematics (NCTM), and the International

Technology Education Association (ITEA) national

conferences and assist in revisions of textbooks as

appropriate. The performance target will be to:

• Through the NASA-sponsored National Space

Biomedical Research Institute, conduct an open

symposium relaying the results of space-

oriented research activities focusing on up to

10 ground-related applications, with the partici-

pation of interested investigators, and publish the

results in a conference proceedings report.

Internal Assessment

Interim evaluation and monitoring performance tar-

gets will be conducted as an element on the regu-

lar meeting schedules of the Office of Space Flight

and HEDS Management Boards and the Board of

Directors of OLMSA. As a matter of NASA policy,

HEDS performance targets are included in the

Performance Plan submitted to the Administrator

by either the Associate Administrator for Life and

Microgravity Sciences and Applications or the

Associate Administrator for Space Flight.

Final data collection, reporting, and verification for

inclusion in the Annual Performance Report will

rely on several different processes, depending on

the particular performance target. Wherever pos-

sible, a specific tangible product has been identi-

fied for individual performance targets to

strengthen the validation process.

For many HEDS performance targets (such as

Space Shuttle on-time success rates and ISS

assembly sequence milestones), the verification of

performance is straightforward, and progress is

monitored through regular management channels

and reports. For targets that include references,

investigators, and/or peer-reviewed publications,

HEDS publishes, and makes available online, an

annual “Task Book and Bibliography,” which

includes lists of investigators, publications, and

research results. This data base will be an essen-

tial source of data for evaluating performance

against several targets.

47

48 External Assessment

To assist in evaluating those performance goals

that are more difficult to associate with specific tan-

gible products, HEDS will employ an annual exter-

nal assessment process. HEDS has asked the Life

and Microgravity Sciences and Applications

Subcommittee of the NASA Advisory Council to

review and evaluate performance on specific tar-

gets in late October on an annual basis.

Responsible managers will present their progress,

and the NASA Advisory Council will score perfor-

mance and record the score in its minutes. The first

such review was conducted in October 1998.

49

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Budget Category

Space Sstation

Space Shuttle

Payload & Util. Operations

Life and Microgravity Science

Mission Communications

Space Communications

R&PM

Str

ateg

ic O

bje

ctiv

e

Per

form

ance

Targ

et It

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Bu

dg

et—

Ch

art

3a

Aero-Space TechnologyEnterprise

Mission

The Aero-Space Technology Enterprise mission is to

pioneer the identification, development, verification,

transfer, application, and commercialization of high-

payoff aeronautics and space transportation tech-

nologies. Research and development programs

conducted by the Enterprise contribute to national

security, economic growth, and the competitiveness

of American aerospace companies. The Enterprise

plays a key role in maintaining a safe and efficient

national aviation system and an affordable, reliable

space transportation system. The Enterprise direct-

ly supports national policy in both aeronautics and

space as directed in the President’s Goals for a

National Partnership in Aeronautics and Research

Technology, the National Space Policy, and the

National Space Transportation Policy.

Implementation Strategy

The Enterprise manages a clearly defined portfolio

of technology investments to ensure alignment

with national policy, Agency goals, customer

requirements, and budget availability. The invest-

ment strategies are focused on issues associated

with future aviation and space systems. Enterprise

objectives are outcome-focused and “stretch”

beyond our current knowledge base. The outcome-

focused nature of the objectives project a preferred

end-state within the air and space transportation

systems. Designated Lead Centers have been

assigned the responsibility to manage the imple-

mentation and execution phases of the technology

programs. Enterprise programs are often conduct-

ed in cooperation with other Federal agencies, pri-

marily the Federal Aviation Administration (FAA)

and the Department of Defense. These partner-

ships take advantage of the national investment in

aeronautics and astronautics capabilities and elim-

inate unnecessary duplication.

The Enterprise supports the maturation of technol-

ogy to a level such that it can be confidently inte-

grated into current and new systems. In most

cases, technologies developed by the Enterprise

can be directly transferred to the external customer.

Enterprise Resource Requirements

The President has requested the budget in the

table below for FY 1999 to FY 2004 to support the

accomplishment of Aero-Space Technology goals.

Performance Measures

To meet the near-term goals displayed in Figure 2,

the following objectives will be measured:

Objective—Contribute to aviation safety—

reduce aircraft accident rate

The worldwide commercial aviation major accident

rate has been nearly constant over the past

20 years. While the rate is very low (approximately

one hull loss per 2 million departures), increasing

traffic over the years has resulted in the absolute

52

Aero-Space Technology Budget

FY 99 FY 00 FY 01 FY 02 FY 03 FY04

NOA $M 1,339 1,006 950 982 1,014 999Civil Servant Full-Time Equivalents 4,360 4,306 4,336 4,395 4,441 4,468

number of accidents also increasing. The world-

wide demand for air travel is expected to increase

even further over the next 20 years—more than

doubling by 2017. Without an improvement in the

accident rate, such a traffic volume would lead to

50 or more major accidents a year—a nearly week-

ly occurrence. To aggressively address these

issues, the White House announced a national

goal to reduce the fatal accident rate for aviation by

80 percent within 10 years. In close cooperation

with the FAA, NASA’s response to this challenge

stresses the development and integration of infor-

mation technologies needed to build a safer avia-

tion system, to support pilots and air traffic

controllers. The Agency also intends to provide

information to assess situations and trends that

might indicate unsafe conditions before they lead

to accidents. The performance target will be to:

• Flight-demonstrate a conceptual aircraft flight

deck integrated with evolving ground-based run-

way incursion avoidance technologies installed

at a major airport.

Objective—Affordable air travel—increase

throughput

Delays in the Air Traffic Control System currently

cost U.S. operators approximately $3.5 billion per

year in excess fuel burned and additional opera-

tional costs. With the number of airports experi-

encing 20,000 hours of delay each year projected

to increase by 50 percent by 2003, more efficient

and flexible routing, scheduling, and sequencing of

aircraft in all weather conditions are critical to

meeting these capacity demands. Working with the

FAA, NASA is developing airborne and ground

technology and procedures to safely reduce air-

craft spacing in the terminal area, enhance air traf-

fic management and reduce controller workload,

improve low-visibility landing and surface opera-

tions, and more fully integrate aircraft and air traffic

systems. The performance target will be to:

• Conclude the Terminal Area Productivity project

by field demonstrations of the complete suite of

technologies and procedures that enable a

12-percent increase over 1994 nonvisual opera-

tions for single-runway throughput.

Objective—Contribute to environmental

compatibility—reduce aircraft emissions

Nitrogen oxides (NOx) are a local air quality issue,

as well as being a significant greenhouse gas. The

aerosols and particulates from aircraft are also

suspected of producing high-altitude clouds that

could adversely affect Earth’s climatology.

Decisions have been made within the International

Civil Aviation Organization (ICAO) to increase the

stringency of the NOx standard by adopting a

20-percent reduction from the current standard.

The Committee on Aviation Environmental

Protection is soliciting for additional constraints to

increase the NOx stringency standard even further.

Stringent NOx limits could result in emissions fees

or limited access to some countries, thereby

adversely affecting U.S. airlines overseas opera-

tions. To address this challenge, NASA will work in

partnership with industry and other Government

agencies to ensure that safety and cost issues

associated with the introduction of new technolo-

gies are understood prior to the establishment of

new standards. Specifically, NASA is aggressively

leading the way to demonstrate low emissions,

through environmentally acceptable, durable,

safer, and cost-effective engine technologies, that

are required if airlines are to comply with interna-

tional pressures to reduce aircraft engine emis-

sions. The performance target will be to:

53

• Demonstrate, in a laboratory combustion experi-

ment, an advanced turbine-engine combustor

concept that will achieve up to a 70-percent

reduction of oxides of nitrogen emissions based

on the 1996 ICAO standard.

Objective—Contribute to environmental

compatibility—reduce noise

Aircraft noise is an issue, both nationally and inter-

nationally, prompting airports to operate with strict

noise budgets and curfews that restrict airline oper-

ations and that exacerbate congestion. Increased

overall noise levels caused by growth in the num-

ber and size of new aircraft after the year 2000

require a proactive response involving the system-

atic development and validation of noise reduction

technology in several areas-engine source noise,

nacelle aero-acoustics, engine-airframe integra-

tion, airframe noise, and flight procedures to

reduce airport community noise impact, all while

maintaining high efficiency. The performance tar-

get will be to:

• Validate the technologies to reduce noise for

large commercial transports by at least 7 deci-

bels relative to 1992 production technology.

Objective—General aviation revitalization

Cost and reliability issues have contributed to the

severe decline in the general aviation market.

General aviation propulsion systems are a key ele-

ment in reversing this trend. NASA formed a part-

nership with industry to develop and

flight-demonstrate advanced propulsion systems for

general aviation aircraft to address this issue. The

cost-sharing partnership with Teledyne Continental

Motors and Williams International is focused on the

technology development of a new piston engine and

a new turbofan engine that will reduce costs by

50 percent, increase the time between overhauls by

75 percent, and reduce specific fuel consumption by

25 percent. Together, these technologies will signifi-

cantly improve the performance and reduce the

operational cost of general aviation aircraft. The per-

formance target will be to:

• Perform flight demonstrations of advanced gen-

eral aviation piston and turbine engines at the

annual Oshkosh air show.

Objective—Next-generation experimental

aircraft

The Aero-Space Technology Enterprise’s

Industry/Government/University Environmental

Research Aircraft and Sensor Technology (ERAST)

Alliance is supporting future Earth Science

Enterprise activities in which in situ data collection

is required to complement (with greater resolution)

and calibrate satellite observations. The alliance

transfers new technology to U.S. industry to create

new civil capability for commercial and scientific

applications. The performance target will be to:

• Demonstrate improved remotely piloted aircraft

science mission capability by increasing the

operational deployment time from 3 weeks to

9 with minimum airfield provisions and unrestrict-

ed airspace.

The Hyper-X experimental aircraft project is

demonstrating and validating technologies, experi-

mental techniques, and computational methods

and tools for design and performance predictions

of a hypersonic aircraft. Designated the X-43, the

test vehicle will validate performance, design, and

test capabilities with flights to both Mach 7 and 10.

The performance target will be to:

54

• Demonstrate in flight an airframe-integrated,

dual-mode, scramjet-powered vehicle.

Objective—Next-generation design tools

NASA continues to advance its High Performance

Computing and Communications (HPCC) network-

ing capabilities as part of the Federal HPCC pro-

gram. The Aero-Space Technology Enterprise’s

work on the Next Generation Internet will also

improve network communications for the

researchers of all disciplines. The benefits from

this program include new computational advances

such as this project, as well as capabilities in aero-

nautics, space transportation, Earth science,

space science, and educational outreach. The per-

formance targets will be to:

• Demonstrate a prototype heterogeneous distrib-

uted computing environment.

Objective—Revolutionize space launch

capabilities

The X-33 is an integrated technology effort to flight-

demonstrate key technologies and deliver

advancements in: (1) ground and flight operations

techniques that will substantially reduce operations

costs for a reusable launch vehicle; (2) lighter,

reusable cryogenic tanks; (3) lightweight, low-cost

composite structures; (4) advanced thermal pro-

tection systems to reduce maintenance; (5) propul-

sion and vehicle integration; and (6) the application

of New Millennium microelectronics for vastly

improved reliability and vehicle health manage-

ment. With flight tests beginning in 2000 and to be

completed near the end of 2000, the X-33 program

will demonstrate technologies that are traceable to

the mass fraction (less than 10-percent empty

vehicle weight) required for future reusable launch

vehicles. The program will meet the following oper-

ational requirements: the validation of key

aerothermodynamic environments to reduce the

uncertainty of predictive models for thermal protec-

tion system requirements; flights faster than Mach

13; 48-hour and 7-day ground turnarounds; and

small maintenance crews (on the order of 50 per-

sons). The flight test results will be combined with

the successes of the DC-XA, X-34, and comple-

mentary ground technology advances. The com-

bined results will reduce the technical risk of the

full-scale development of an operational reusable

launch vehicle. The performance target will be to:

• Conduct the flight testing of the X-33 vehicle.

The X-34 program will demonstrate the technologies

necessary for a reusable vehicle, but this will not be

a commercially viable vehicle. The X-34 will be a

rocket-powered, Mach-8-capable flight demonstra-

tor testbed to close the performance gap between

the subsonic DC-XA and the Mach 13 X-33. The

X-34 objective is to enhance U.S. commercial space

launch competitiveness through the development

and demonstration of key technologies applicable to

future, low-cost reusable launch vehicles. The X-34

will demonstrate flexible integration capability, high

flight rate (up to 25 flights per year), autonomous

flight operations, safe abort capability, landings in

cross winds up to 20 knots, flights through rain and

fog, and a recurring flight cost of $500,000 or less.

The performance target will be to:

• Complete vehicle assembly and begin the flight

test of the second X-34 vehicle.

A strong need exists to significantly reduce the cost

of small payload (approximately 150 kilograms)

launch capability. NASA’s small payload focused

launch vehicle system (Bantam) project is structured

55

to focus on advanced reusable technology develop-

ment and system analysis leading to flight experi-

ments as technology matures. The performance

target will be to:

• Complete small payload focused technologies,

and select concepts to support potential deci-

sions on the flight demonstration of a reusable

first stage.

Objective—Revolutionize in-space

transportation

With the launch of Deep Space 1 in October 1998—

a mission designed to validate technologies for 21st

century spacecraft—ion propulsion made its debut.

Though much smaller in thrust than chemical sys-

tems, the ion engine produces its thrust by acceler-

ating electrically charged xenon atoms for

thousands of hours, thereby enabling spacecraft to

travel far distances at increasing speeds. This

2-year mission, under the NASA Solar Propulsion

Technology Applications Readiness (NSTAR) pro-

ject, includes a flyby of Mars, an asteroid, and a

comet. The performance target will be to:

• Complete NSTAR Mission Profile (100-percent

design life) ground testing for Deep Space-1

(concurrent, identical firing of an NSTAR engine

in a vacuum chamber with the actual firing

sequence of the in-flight propulsion system).

Objective—Provide world-class aerospace

research and development services, facilities,

and expertise

The Aero-Space Technology Enterprise Field

Centers provide American industry and academic

personnel with world-class research facilities, such

as wind tunnels and advanced computational

devices. The Office of Aero-Space Technology

conducts an exit interview to determine the degree

of satisfaction customers feel they received by

using NASA facilities. The performance targets will

be to:

• Complete 90 percent of Enterprise-controlled

milestones within 3 months of schedule (Figure 7).

• Transfer at least 12 new technologies and

processes to industry during the fiscal year.

• Achieve a facility utilization customer satisfaction

rating of 95 percent of respondents at “5” or bet-

ter and 80 percent at “8” or better, based on exit

interviews (Figure 8).

56

96

94

92

90

88

86

84

82

80

78

76FY 96 FY 97 FY98 FY99/00

Actuals Actuals Actuals Targets

Per

cen

t w

ith

in 3

mo

nth

s o

f sc

hed

ule

87

94

82

90

Figure 7

120

100

80

60

40

20

0

Per

cen

tag

e o

f R

esp

on

dan

ts 100

FY96 FY97 FY98 FY99/00Actuals Actuals Actuals Goals

Five or above Eight or above

100100

68

86 84 80

95

Figure 8

Facility Utilization Satisfaction

Aggregate Deliverables Completed asPercentage of Planned Deliverables

57Aero-Space Technology Enterprise research and

technology programs provide important contribu-

tions to education and public understanding of air

and space transportation. Providing a steady

return of discoveries and new knowledge con-

tributes to the accomplishment of this objective.

The Enterprise will continue its outreach and edu-

cation activities through several venues, including

the extensive use of the Internet to share educa-

tional material in the areas of science, mathemat-

ics, and technology with teachers and students.

The performance target will be:

• For all new program activities initiated in FY

2000, develop an education outreach plan, which

includes and results in an educational product.

This product shall be consistent with current edu-

cational standards and use program content to

demonstrate or enhance the learning objectives.

Internal Assessment

The Aero-Space Technology Enterprise regularly

reviews its progress on achieving its performance

targets using NASA’s established policies and pro-

cedures for program and project management.

Evaluation is provided by the governing Program

Management Council, either at the Agency-level or

at the designated Lead Center, which meets at

least quarterly to execute its oversight responsibil-

ities. The Enterprise also relies on the extensive

safety, quality, and reliability processes and Center

organizations to ensure that performance in our

facilities is maintained to standards appropriate for

research and technology development operations.

External Assessment

The Aero-Space Technology Committee of the

NASAAdvisory Council will conduct annual assess-

ments of the progress made by the Enterprise in

achieving its near-term technology objectives. This

committee—and its nine technical subcommittees

consisting of nearly 150 members from other

Government agencies, industry, and academia that

meet two to three times a year—will provide a qual-

itative progress measurement (Green, Yellow, or

Red). “Green” will indicate that the objective was

met; “Yellow” will indicate a concern that an objec-

tive was not fully accomplished; and “Red” will indi-

cate that events occurred that prevented or

severely impaired the accomplishment of the objec-

tive. The assessment will include commentary to

clarify and supplement the qualitative measures.

58

Glo

bal A

viat

ion—

Ena

ble

U.S

.le

ader

ship

in g

loba

l civ

il av

iatio

nth

roug

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rans

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of s

pace

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earc

h an

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earc

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R&

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as

appr

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orld

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a

Manage Strategically

Goal

The goal of this process is to ensure that the

Agency carries out its responsibilities effectively

and safely and that management makes critical

decisions regarding implementation activities and

resource allocations that support NASA’s strategic,

implementation, and performance plans. For FY

2000, NASA’s strategic management performance

objectives (and associated performance targets)

require us to make the most effective use of the

abilities of our appropriated funds, “downsized”

workforce, procurement processes, and informa-

tion technologies.

Performance Measures

To meet the near-term goals displayed in

Chart 5, the following objectives will be

measured:

Objective—Optimize investment

strategies and systems to align

human, physical, and financial

resources with customer

requirements, while ensuring

compliance with applicable statutes

and regulations

The performance targets that

follow will measure our

progress in increasing the

cost-effectiveness of the work-

force while retaining NASA’s

commitment to both diversity

and employee health and

safety. The performance tar-

gets will be to:

• Reduce the civil service workforce level to below

18,200 (Figure 9).

• Maintain a diverse NASA workforce throughout

the downsizing efforts (Figure 10).

• Reduce the number of Agency lost workdays

(from occupational injury or illness to NASA per-

sonnel) by 5 percent from the FY 1994–96 3-year

average (Figure 11).

Functional and staff offices will continue to increase

the efficiency of Agency facilities and management

systems. The performance targets will be to:

• Achieve a 5-percent annual increase in costs

avoided through alternative physical resource

investments, such as dollars avoided

Agencywide through increased energy conser-

vation, recycling, pollution prevention, and facili-

ties maintenance inspection (Figure 12).

60

20500

20000

19500

19000

18500

18000

17500

17000

16500FY97 FY98 FY99 FY00 FY01 FY02 FY03

20070

19109

18755

18180 17993 17906 17852

Figure 9

Nonminority Nonminority African Hispanics Native Asian/Paific Persons WithMales Females Americans Americans Islanders Targeted

Disabilities

FY 1997 FY 1998 FY 1999 Projection FY 2000 Population

6050403020100 P

erce

nt

of T

ota

l57 57 54

35

23 2326

37

10 10 11 124 5 5

111 1 1 1 5 5 5 4 1 1 1 5

Figure 10

Number of Civil Service Employees (FTE’s)

Workforce Diversity

• Cost 70 percent or more of the resources authority

available to cost within the fiscal year (Figure 13).

• Implement new financial systems and business

procedures (including a new financial classifica-

tion structure and full-cost budgeting

and accounting procedures) through

the introduction and installation of the

Integrated Financial Management

System (IFMS). Following the com-

pletion of system testing, the IFMS

will begin to be installed at NASA

Headquarters and the Field Centers.

Objective—Improve the

effectiveness and efficiency of

Agency acquisitions through the

increased use of techniques and

management that enhance

contractor innovations and

performance

In terms of performance-based con-

tracting, the performance target will

be to:

• Of funds available for perfor-

mance-based contracts (PBC),

maintain PBC obligations at

80 percent (Figure 14). “Funds

available” excludes grants, coop-

erative agreements, actions under

$100,000, the Small Business

Innovation Research (SBIR) and

Small Business Technology

Transfer (STTR) programs,

intragovernmental agreements,

Federally Funded Research and

Development Centers, and con-

tracts with foreign governments or

international organizations.

Data to support the achievement of the target per-

formance are taken from the Financial Accounting

and Contractual Status system. The Headquarters

61

1991 1992 1993 1994 1995 1996 1997 1998 1999 2000

60.00

50.00

40.00

30.00

20.00

10.00

0.001.97

8.7712.44 14.23

18.75

36.0444.24

48.7851.22

46.45 48.78 51.22

Fiscal Year

Total Annual Environmental Cost Avoidance ($M) Total Annual Facilities Cost Avoidance ($M)

Tota

l in

Mill

ion

s

Figure 12

1994 1995 1996 1997 1998 1999

100

90

80

70

60

50

40

30

20

10

0

75 76 7481 82

Figure 13

FY94–96 FY97 FY98 FY99 FY00*

Actual Target

* The FY 2000 target is under review for a more aggressive reduction.

0.500.450.400.350.300.250.200.150.100.050.00

0.360.40

0.32

0.40

0.28

0.34 0.320.30

Figure 11

Lost-Time Illness/Injury Rate(rate per 200,000 work-hours)

Costs Avoided Through Alternative Investment Strategies

Percentage of Available Resources Authority Costed

Office of Procurement reviews PBC performance

and PBC-related activities no less frequently than

quarterly. Status is reported to the NASA

Administrator semi-annually, to the Office of

Management and Budget quarterly, and to the

NASA Senior Management Council and the Capital

Investment Council as requested. PBC perfor-

mance data are verified and validated through the

sampling of contracts as part of periodic onsite pro-

curement management surveys.

In terms of small disadvantaged businesses, the

performance target will be to:

• Achieve at least the congressionally mandated

8-percent goal for annual funding to small disad-

vantaged businesses. This includes funding for

prime and subcontracts awarded in support of

authorized programs. Included in this measure-

ment are small disadvantaged businesses,

Historically Black Colleges and Universities,

other minority institutions, and women-owned

small businesses (Figure 15).

Objective—Ensure that information technolo-

gy provides an open and secure exchange of

information, is consistent with Agency techni-

cal architectures and standards, demonstrates

a projected return on investment, reduces risk,

and directly contributes to mission success

The performance target will be to:

• Improve information technology infrastructure

service delivery to provide increased capability

and efficiency while maintaining both a customer

rating of “satisfactory” and costs per resource

unit at the FY 1998 baseline.

Customer satisfaction (Figure 16) and unit cost

metrics (Figures 17 and 18) have been established

and baselined at FY 1998 levels for Agencywide

information technology services—NASA ADP

Consolidation Center (NACC) and NASA

Integrated Services Network (NISN)—as follows:

Customer Satisfaction Rating Score Range

Extremely Satisfied 4.50–5.00

Very Satisfied 4.00–4.49

Satisfied 3.00–3.99

Unsatisfied 2.00–2.99

Very Unsatisfied 1.00–1.99

62

FY95 FY96 FY97 FY98 FY99 FY00

100

90

80

70

60

50

40

30

20

10

0

50

55

72

80 80 80

Figure 14

FY94 FY95 FY96 FY97 FY98 FY99

9.9

11.713.1

14.514

8

18

16

14

12

10

8

6

4

2

0

Figure 15

Small Disadvantaged Businesses as aPercentage of Agency Funding

NASA PBC Obligations as Percentages ofAmounts Available for PBC

63

$0.00

$0.10

$0.20

$0.30

$0.40

$0.50

$0.60

$0.70

$0.80

$0.90

$1.00

FY 1998 FY 1999 FY 2000

$/K

bp

s/m

on

th

NISNNISN Target

1.00

2.00

3.00

4.00

5.00

FY 1998 FY 1999 FY 2000

Sco

re R

ang

e 1–

5

NISNNACCTarget

Figure 16

Information Technology Customer Satisfaction

Figure 17

NISN Unit Cost

$3,000.00

$3,500.00

$4,000.00

$4,500.00

$5,000.00

$5,500.00

$6,000.00

FY 1998 FY 1999 FY 2000

$/M

IPS

/Qu

arte

r

NACCNACC TargetNACC Baseline

Figure 18

NACC Unit Cost

64

Pro

vide

a b

asis

for t

he A

genc

y to

car

ryou

t its

res

pons

ibili

ties

effe

ctiv

ely

and

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anag

emen

t to

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allo

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at a

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the

goal

s, o

bjec

tives

, and

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ateg

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cont

aine

d in

NA

SA

’s S

trat

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,Im

plem

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and

Per

form

ance

Pla

ns

•R

educ

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e ci

vil s

ervi

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orkf

orce

leve

l to

belo

w 1

8,20

0.•

Mai

ntai

n a

dive

rse

NA

SA

wor

kfor

ce th

roug

hout

the

dow

nsiz

ing

effo

rts.

•R

educ

e th

e nu

mbe

r of

Age

ncy

lost

wor

kday

s (f

rom

occ

upat

iona

l inj

ury

or il

lnes

s) b

y 5%

from

the

FY

94–9

63-

year

ave

rage

.•

Ach

ieve

a 5

% in

crea

se in

phy

sica

l res

ourc

e co

sts

avoi

ded

from

the

prev

ious

yea

r th

roug

h al

tern

ate

inve

stm

ent

stra

tegi

es in

env

ironm

enta

l and

faci

litie

s op

erat

ions

.•

Cos

t 70%

or

mor

e of

ava

ilabl

e re

sour

ces.

•B

egin

the

impl

emen

tatio

n at

NA

SA

inst

alla

tions

of t

he In

tegr

ated

Fin

anci

al M

anag

emen

t Sys

tem

follo

win

g th

eco

mpl

etio

n of

sys

tem

test

ing.

•O

f fun

ds a

vaila

ble

for

PB

C, m

aint

ain

PB

C o

blig

atio

ns a

t 80%

(fu

nds

avai

labl

e ex

clud

e gr

ants

, coo

pera

tive

agre

emen

ts, a

ctio

ns <

$100

,000

, SB

IR, S

TT

R, F

FR

DC

’s, i

ntra

gove

rnm

enta

l agr

eem

ents

, and

con

trac

ts w

ithfo

reig

n go

vern

men

ts o

r in

tern

atio

nal o

rgan

izat

ions

).•

Ach

ieve

at l

east

the

cong

ress

iona

lly m

anda

ted

8% g

oal f

or a

nnua

l fun

ding

to s

mal

l dis

adva

ntag

ed b

usin

esse

s(in

clud

ing

prim

e an

d su

bcon

trac

ts, s

mal

l dis

adva

ntag

ed b

usin

esse

s, H

BC

U’s

, oth

er m

inor

ity in

stitu

tions

, and

wom

en-o

wne

d sm

all b

usin

esse

s).

•Im

prov

e in

form

atio

n te

chno

logy

infr

astr

uctu

re s

ervi

ce d

eliv

ery

to p

rovi

de in

crea

sed

capa

bilit

y an

d ef

ficie

ncy

whi

le m

aint

aini

ng a

cus

tom

er r

atin

g of

“sa

tisfa

ctor

y” a

nd h

oldi

ng c

osts

per

res

ourc

e un

it to

the

FY

98 b

asel

ine.

Man

age

Str

ateg

ical

ly G

oal

Ob

ject

ives

Pro

cess

FY

200

0 P

erfo

rman

ce T

arg

ets

00#

0MS

10M

S2

0MS

3

0MS

120M

S4

0MS

11

0MS

5

0MS

8

0MS

10

•O

ptim

ize

inve

stm

ent s

trat

egie

san

d sy

stem

s to

alig

n hu

man

,ph

ysic

al, a

nd fi

nanc

ial r

esou

rces

with

cus

tom

er re

quire

men

ts, w

hile

ensu

ring

com

plia

nce

with

appl

icab

le s

tatu

tes

and

regu

latio

ns

•Im

prov

e th

e ef

fect

iven

ess

and

effic

ienc

y of

Age

ncy

acqu

isiti

ons

thro

ugh

the

incr

ease

d us

e of

tech

niqu

es a

nd m

anag

emen

t tha

ten

hanc

e co

ntra

ctor

inno

vatio

nsan

d pe

rfor

man

ce•

Impr

ove

info

rmat

ion

tech

nolo

gyca

pabi

lity

and

serv

ices

Ma

na

ge

Str

ate

gic

all

y F

Y 2

00

0 P

erf

orm

an

ce

Pla

n—

Ch

art

5

65

Opt

imiz

e in

vest

men

t str

ateg

ies

and

syst

ems

to a

lign

hum

an, p

hysi

cal,

and

finan

cial

res

ourc

es w

ith c

usto

mer

req

uire

men

ts, w

hile

ens

urin

gco

mpl

ianc

e w

ith a

pplic

able

sta

tute

san

d re

gula

tions

XX

XX

X0M

S1,

0M

S2,

0M

S4,

0M

S11

XX

0MS

3X

XX

0MS

12Im

prov

e th

e ef

fect

iven

ess

and

effic

ienc

yof

Age

ncy

acqu

istio

ns th

roug

h th

ein

crea

sed

use

of te

chni

ques

and

man

agem

ent t

hat e

nhan

ce c

ontr

acto

rin

nova

tions

and

per

form

ance

XX

XX

X0M

S5

XX

XX

X0M

S8

Impr

ove

info

rmat

ion

tech

nolo

gyca

pabi

lity

and

serv

ices

XX

XX

X0M

S10

Not

e: X

=pr

imar

y co

ntrib

utio

n; Y

=se

cond

ary

cont

ribut

ion.

Budget Category

HEDS

Aero-Space Technology

Space Science

Earth Science

R&PM

Safety & Mission Assurance

COF

Environmental

Education & Minority

Str

ateg

ic O

bje

ctiv

e

Per

form

ance

Targ

et It

em #

(Ch

art

5)

Oth

er O

bje

ctiv

esA

dd

ress

ed b

y Ta

rget

(Lis

t)

Ma

na

ge

Str

ate

gic

all

y F

Y 2

00

0 B

ud

ge

t—C

ha

rt 5

a

Provide Aerospace Products andCapabilities

Goal

This process is the means by which NASA’s

Strategic Enterprises and their Centers deliver sys-

tems (ground, aeronautics, and space), technolo-

gies, data, and operational services to NASA

customers. Through the use of Agency facilities,

customers can conduct research, explore and

develop space, and improve life on Earth. This

process is used to answer the Agency fundamental

question: “What cutting-edge technologies, process-

es, techniques, and engineering capabilities must

we develop to implement our research agenda in

the most productive, economical, and timely man-

ner?” The goal of the process is to enable NASA’s

Strategic Enterprises and their Centers to deliver

products and services to customers more effective-

ly and efficiently. The process is also used to enable

the Communicate Knowledge process to extend the

technology, research, and science benefits from

NASA programs broadly to the public and commer-

cial sectors.

The following performance measures are a draft set

and will be updated to reflect the results of a study

currently in progress throughout the Enterprises to

define a set that most accurately reflects the

process. Progress on the following targets is col-

lected and validated within the Enterprises, the

Centers, and the Office of the Chief Financial

Officer as a part of their management process, and

that progress is then reviewed and integrated at an

Agency level to report performance.

Performance Measures

Objective—Reduce the cost and development

time to deliver products and operational services

NASA’s role in the advancement of research and

technology is conducted through the construction

and operation of facilities such as telescopes,

satellites, and ground-based laboratories and test

facilities. The performance target will be to:

• Keep the development and upgrade of major sci-

entific facilities and capital assets within budget.

On average, the Agency will not exceed 110 per-

cent of cost and schedule estimates.

Objective—Improve and maintain NASA’s

engineering capability

The performance target will be to:

• Ensure the availability of NASA’s spacecraft and

facilities by decreasing the downtime relative to

the FY 1999 spacecraft and facility performance.

Objective—Capture and preserve engineering

and technological best practices and process

knowledge to continuously improve NASA’s

program and project management

The performance target will be to:

• Capture a set of best practices/lessons learned

from each program, including at least one from

each of the four Provide Aerospace Products and

Capabilities subprocesses, commensurate with

current program status. These data will be

implemented in the improvement of this

Crosscutting Process and in program and project

management training.

66

67Objective—Focus on integrated technology

planning and technology development in

cooperation with commercial industry and

other NASA partners and customers

Technologies are some of the key enabling prod-

ucts provided through the Provide Aerospace

Products and Capabilities Process. Leveraging

NASA technology activities with those of other

organizations vastly increases the total value of

such activities. The performance targets will be to:

• Dedicate the percentage of the Agency’s R&D

budget that is established in the FY 1999

process to commercial partnerships.

• Increase the amount of leveraging of the tech-

nology budget with activities of other organiza-

tions, relative to the FY 1999 baseline that is

established during the process development.

68

Ena

ble

NA

SA

’s S

trat

egic

Ent

erpr

ises

and

thei

r C

ente

rs to

del

iver

pro

duct

san

d se

rvic

es to

cus

tom

ers

mor

eef

fect

ivel

y an

d ef

ficie

ntly

whi

leex

tend

ing

the

tech

nolo

gy, r

esea

rch,

and

scie

nce

bene

fits

broa

dly

to th

epu

blic

and

com

mer

cial

sec

tors

•M

eet s

ched

ule

and

cost

com

mitm

ents

by

keep

ing

the

deve

lopm

ent a

nd u

pgra

de o

f maj

or s

cien

tific

faci

litie

s an

dca

pita

l ass

ets

with

in 1

10%

of c

ost a

nd s

ched

ule

estim

ates

, on

aver

age.

•E

nsur

e th

e av

aila

bilit

y of

NA

SA

’s s

pace

craf

t and

faci

litie

s by

dec

reas

ing

the

FY

99 u

nsch

edul

ed d

ownt

ime.

•C

aptu

re a

set

of b

est p

ract

ices

/less

ons

lear

ned

from

eac

h pr

ogra

m, i

nclu

ding

at l

east

one

from

eac

h of

the

four

Pro

vide

Aer

ospa

ce P

rodu

cts

and

Cap

abili

ties

subp

roce

sses

, com

men

sura

te w

ith c

urre

nt p

rogr

am s

tatu

s. D

ata

will

be

impl

emen

ted

in p

roce

ss im

prov

emen

t and

pro

gram

/pro

ject

man

agem

ent t

rain

ing.

•D

edic

ate

the

perc

enta

ge o

f the

Age

ncy’

s R

&D

bud

get t

hat i

s es

tabl

ishe

d in

the

FY

99 p

roce

ss to

com

mer

cial

part

ners

hips

.•

Incr

ease

the

amou

nt o

f lev

erag

ing

of th

e te

chno

logy

bud

get w

ith a

ctiv

ities

of o

ther

org

aniz

atio

ns, r

elat

ive

to th

eF

Y99

bas

elin

e th

at is

est

ablis

hed

durin

g th

e pr

oces

s de

velo

pmen

t.

Pro

vid

e A

ero

spac

eP

rod

uct

s an

d C

apab

iliti

esG

oal

Ob

ject

ives

Pro

cess

FY

200

0 P

erfo

rman

ce T

arg

ets

00#

0P1

0P2

0P5

0P6

0P7

•R

educ

e th

e co

st a

nd d

evel

opm

ent

time

to d

eliv

er p

rodu

cts

and

oper

atio

nal s

ervi

ces

•Im

prov

e an

d m

aint

ain

NA

SA

’sen

gine

erin

g ca

pabi

lity

•C

aptu

re a

nd p

rese

rve

engi

neer

ing

and

tech

nolo

gica

l bes

t pra

ctic

esan

d pr

oces

s kn

owle

dge

toco

ntin

uous

ly im

prov

e N

AS

A’s

prog

ram

/pro

ject

man

agem

ent

•F

ocus

on

inte

grat

ed te

chno

logy

plan

ning

and

tech

nolo

gyde

velo

pmen

t in

coop

erat

ion

with

com

mer

cial

indu

stry

and

oth

erN

AS

A p

artn

ers

and

cust

omer

s

Pro

vid

e A

ero

spa

ce

Pro

du

cts

an

d C

ap

ab

ilit

ies

FY

20

00

Pe

rfo

rma

nc

e P

lan

—C

ha

rt 6

69

Red

uce

mis

sion

cos

t and

dev

elop

men

ttim

e to

del

iver

pro

duct

s an

dop

erat

iona

l ser

vice

sX

XX

X0P

1Im

prov

e an

d m

aint

ain

NA

SA

’sen

gine

erin

g ca

pabi

lity

XX

XX

0P2

Cap

ture

and

pre

serv

e en

gine

erin

gan

d te

chno

logi

cal b

est p

ract

ices

and

proc

ess

know

ledg

e to

con

tinuo

usly

impr

ove

NA

SA

’s p

rogr

am/p

roje

ctm

anag

emen

tX

XX

X0P

5F

ocus

on

inte

grat

ed te

chno

logy

plan

ning

and

tech

nolo

gy d

evel

opm

ent

in c

oope

ratio

n w

ith c

omm

erci

alin

dust

ry a

nd o

ther

NA

SA

par

tner

san

d cu

stom

ers

XX

XX

0P6,

0P

7N

ote:

X=

prim

ary

cont

ribut

ion;

Y=

seco

ndar

y co

ntrib

utio

n.

Budget Category

HEDS

Aero-Space Technology

Space Science

Earth Science

R&PM

Safety & Mission Assurance

COF

Environmental

Education & Minority

Str

ateg

ic O

bje

ctiv

e

Per

form

ance

Targ

et It

em #

(Ch

art

6)

Oth

er O

bje

ctiv

esA

dd

ress

ed b

y Ta

rget

(Lis

t)

Pro

vid

e A

ero

spa

ce

Pro

du

cts

an

d C

ap

ab

ilit

ies

FY

20

00

Bu

dg

et—

Ch

art

6a

Generate Knowledge

Goals

NASA provides new scientific and technological

knowledge gained from exploring the Earth sys-

tem, the solar system, and the universe beyond,

as well as from conducting the necessary sup-

porting research and development. The

Generate Knowledge Process ensures that this

information is shared with scientists, engineers,

and technologists in industry, academia, and

other organizations. In addition, natural resource

managers, policymakers, and educators benefit

from this process. The goals of the Generate

Knowledge Process are to extend the boundaries

of knowledge of science, technology, and engi-

neering, to capture new knowledge in useful and

transferable media, and to share new knowledge

with customers.

The Generate Knowledge Process is conducted by

NASA’s three scientific research Enterprises—the

Space Science Enterprise, the Earth Science

Enterprise, and OLMSA within the HEDS

Enterprise. This process does not include research

of a proprietary industrial nature or research whose

conduct or dissemination is limited for reasons of

national security.

As provided in the NASA Strategic Management

Handbook, the Generate Knowledge Process is

composed of eight principal subprocesses (Section

6.1.2):

1. Acquire advice

2. Plan and set priorities

3. Select and fund/conduct research and analysis

programs

4. Select and implement flight missions

5. Analyze data (initial)

6. Publish and disseminate results

7. Create data archives

8. Conduct further research

Performance Measures

The performance of the Generate Knowledge

Process will be assessed by analyzing perfor-

mance toward the objectives of the process’s con-

stituent subprocesses. The following subprocess

objectives will be measured:

Objective—Acquire advice

NASA relies on the guidance of outside customers

and partners to maintain the vitality and efficacy of

its research programs. This guidance is obtained

through countless channels, both formal and infor-

mal. The principal vehicles for formal guidance are

advisory committees chartered under the Federal

Advisory Committee Act (FACA). At the conclusion

of their meetings, which are conducted in confor-

mance with the FACA statute, these committees

develop and submit a letter report summarizing

findings and recommendations. The Space

Science Advisory Committee advises the Space

Science Enterprise. The Earth Systems Science

and Applications Advisory Committee (ESSAAC)

provides counsel to the Earth Science Enterprise.

The Life and Microgravity Sciences and

Applications Advisory Committee and the Advisory

Committee on the International Space Station

advise OLMSA and the HEDS Enterprise. The per-

formance target will be:

• The Space Science Enterprise, the Earth

Science Enterprise, and OLMSA/HEDS will

receive at least seven formal letters of advice

from their FACA-chartered advisory committees.

70

Objective—Plan and set priorities

The Strategic Enterprises operate strategic plan-

ning systems that define their goals and objectives

and support Agencywide strategic management

processes. Consistent with the requirements of the

GPRA of 1993, the NASA Strategic Plan must be

updated every 3 years. To support this planning

cycle, each of the research offices independently

updates its own Strategic Plan on a periodic basis.

The performance targets will be:

• The Space Science Enterprise will (1) complete

a review of its in-place theme-based science and

technology roadmaps, (2) conduct a program-

matic integration meeting, and (3) prepare a

revised draft Enterprise Strategic Plan for out-

side review.

• Because the Earth Science Enterprise conducts

regular external assessments of the Earth

Science program content through the Biennial

Review process, with the next one scheduled for

1999, in 2000, the Enterprise will review its tech-

nology, education, and commercial strategies and

refine the performance metrics for these areas.

• OLMSA/HEDS will release a new Strategic Plan

in FY 1999, which will be used in FY 2000 to

guide the implementation of programs and to

develop future budgets.

Objective—Select and fund/conduct research

and analysis programs

To support their broad programs of research under-

taken in air and space flight, the Space Science

and Earth Science Enterprises support focused

science and technology research on the ground.

This includes a wide range of fundamental and

applied laboratory and theoretical studies directed

at formulating underlying research issues and

establishing the analytical and technological bases

for flight research. These activities are supported

by grants, contracts, and cooperative agreements

with a variety of partners, including the NASA Field

Centers, universities, and industrial concerns.

OLMSA’s solicitation process is independent of

specific platforms and uses NASA Research

Announcements (NRA) and Announcements of

Opportunity (AO) to select flight and ground

research. The performance target will be:

• For selecting and funding/conducting research

and analysis and core technology projects, the

Space Science Enterprise, OLMSA, and the

Earth Science Enterprise will use broad Agency

announcements (AO, NRA, and Cooperative

Agreement Notice solicitations) to competitively

award 80 percent or more of the resources in

these programs based on peer review.

Objective—Select and implement flight

missions

NASA’s primary focus is research enabled by flight in

the air and in space. The goals of these flight pro-

grams range from obtaining data that bear on funda-

mental cosmology to flight-testing aeronautical

components and systems of commercial interest.

The Space Science and Earth Science Enterprises

solicit and select flight missions based on communi-

ty-based planning, AO’s, and peer review. OLMSA

flight research is selected through the same

processes as its ground-based research (see

above). Flight research is generally preceded by

ground research and proposals are selected for flight

based on a demonstrated need for access to the

space environment. The performance targets will be:

• To select flight missions, the Space Science

Enterprise will release one Explorer and one

71

Discovery AO and make selections in

response to at least one AO.

• To select flight missions, the Earth Science

Enterprise will release one Earth System

Science Pathfinder AO.

• To implement flight missions, the Space

Science Enterprise will successfully launch

and initiate operations for five Enterprise

flight missions, within 10 percent of budget

on average.

• To implement flight missions, the Earth

Science Enterprise will successfully launch

one spacecraft and deliver two instruments

for international launches, within 10 percent

of budget on average.

• OLMSA will complete preparations for a Space

Shuttle research mission that will fly in early FY

2001.

Objective—Analyze data (initial)

Once launched, research spacecraft must be com-

manded, and the returned data telemetry must be

processed, calibrated, and validated. These func-

tions must be performed before the data can be

used for the comparison to theoretical predictions or

modeling activities that extend scientific and techni-

cal knowledge. The performance target will be:

• For the initial analysis of data, the Earth Science

and Space Science Enterprises will satisfy 80

percent of their FY 2000 Enterprise performance

targets in the “Operations” area.

Objective—Publish and disseminate results

As a recipient of public funds for public purposes,

NASA disseminates the results of its research in

many forms to a client base whose interest ranges

from highly technical to public information and edu-

cational. The primary means for the dissemination

of OLMSA, Space Science Enterprise, and Earth

Science Enterprise scientific findings are refereed

journals, papers presented at professional meet-

ings, and popular scientific periodicals. For all

NASA research areas, collaborations with universi-

ties ensure that the insertion of the technical knowl-

edge in academia and educational outreach to

K-12 audiences is being expanded. The perfor-

mance targets will be:

• For disseminating research results, the Space

Science Enterprise will account for 4 percent of

the 150 “most important science stories” in the

annual review by Science News. For education

and outreach, the Enterprise will meet seven of

eight of its FY 2000 Enterprise Performance Plan

education performance targets (Figure 19).

• For disseminating research results, the Earth

Science Enterprise will meet all of its FY 2000

Enterprise Performance Plan disseminate

information performance targets. For educa-

tion and outreach, the Enterprise will meet all

of its FY 2000 Enterprise Performance Plan

education and outreach targets.

• For disseminating research results, OLMSA

will publish 100 percent of its science

research progress in the annual OLMSA Life

7210%

5%

0%73 75 77 79 81 83 85 87 89 91 93 95 97

Per

cen

tag

e o

f S

cien

tifi

c D

isco

very

(bas

ed o

n S

cien

ce N

ews

met

ric)

Figure 19

Fundamental Science Metric

73Sciences and Microgravity Research

Program Task Bibliographies and make the

information available on the Internet.

Objective—Create archives

It is NASA policy to make scientific data returned

by science missions widely accessible as soon as

possible after receipt and to maintain these data

thereafter in openly accessible archive data bases.

OLMSA, the Space Science Enterprise, and the

Earth Science Enterprise support a number of data

discipline-based archiving facilities and programs.

The performance targets will be:

• For archiving mission data, the Space Science

Enterprise will include in all AO’s specific direc-

tions to investigators for archiving mission data

and ensure that Enterprise flight mission data are

transmitted to appropriate discipline data

archives no more than 1 year after acquisition.

• For archiving mission data, the Earth Science

Enterprise will make available data on predic-

tion, land surface, and climate to users within

5 days. The Enterprise will double the volume

of data archived compared to FY 1997.

• OLMSA will ensure that nonhuman flight mission

data are transmitted to appropriate discipline

data archives no more than 2 years after the

completion of an experiment.

Objective—Conduct further research

It is NASA policy to encourage the widespread use

and analysis of the data and information it acquires

at the public’s expense. Within the Space Science

and Earth Science Enterprises, the extended

analysis of flight data is supported by data analysis

grants programs coupled with major flight mis-

sions. OLMSA research grants include funding for

the analysis of experiment results, and the results

of precursor or supporting ground-based research

are heavily weighted in the peer review process for

selecting follow-on flight research. The perfor-

mance targets will be:

• The Space Science Enterprise will average

“fully effective” across all Enterprise data

analysis programs in a yearly independent

retrospective productivity assessment.

• The Earth Science Enterprise will contribute in

four of the six theme areas of the U.S. Global

Change Research Program.

74

Ext

end

the

boun

darie

s of

kno

wle

dge

of s

cien

ce a

nd e

ngin

eerin

g, c

aptu

rene

w k

now

ledg

e in

use

ful a

ndtr

ansf

erab

le m

edia

, and

sha

re n

ewkn

owle

dge

with

cus

tom

ers

•T

he S

pace

Sci

ence

Ent

erpr

ise,

Ear

th S

cien

ce E

nter

pris

e, a

nd O

LMS

A w

ill r

ecei

ve a

t lea

st s

even

form

al le

tters

of a

dvic

e fr

om th

eir

FAC

A-c

hart

ered

adv

isor

y co

mm

ittee

s.•

The

Spa

ce S

cien

ce E

nter

pris

e w

ill (

1) c

ompl

ete

a re

view

of i

ts in

-pla

ce th

eme-

base

d sc

ienc

e an

d te

chno

logy

road

map

s, (

2) c

ondu

ct a

pro

gram

mat

ic in

tegr

atio

n m

eetin

g, a

nd (

3) p

repa

re a

rev

ised

dra

ft E

nter

pris

e S

trat

egic

Pla

n fo

r ou

tsid

e re

view

.•

The

Ear

th S

cien

ce E

nter

pris

e co

nduc

ts r

egul

ar e

xter

nal a

sses

smen

ts o

f the

Ear

th S

cien

ce p

rogr

am c

onte

ntth

roug

h th

e B

ienn

ial R

evie

w p

roce

ss w

ith th

e ne

xt o

ne s

ched

uled

for

1999

. In

2000

, the

Ent

erpr

ise

will

rev

iew

its te

chno

logy

, edu

catio

n, a

nd c

omm

erci

al s

trat

egie

s an

d re

fine

the

perf

orm

ance

met

rics

for

thes

e ar

eas.

•O

LMS

A/H

ED

S w

ill r

elea

se a

new

Ent

erpr

ise

Str

ateg

ic P

lan

in F

Y99

; it w

ill b

e us

ed in

FY

00 to

gui

de th

eim

plem

enta

tion

of p

rogr

ams

and

to d

evel

op fu

ture

bud

gets

.•

For s

elec

ting

and

fund

ing/

cond

uctin

g R

&A

and

cor

e te

chno

logy

pro

ject

s, th

e S

pace

Sci

ence

Ent

erpr

ise,

OLM

SA

,an

d th

e E

arth

Sci

ence

Ent

erpr

ise

will

use

bro

ad A

genc

y an

noun

cem

ents

(A

O, N

RA

, and

CA

N s

olic

itatio

ns)

toco

mpe

titiv

ely

awar

d 80

% o

r m

ore

of r

esou

rces

in th

ese

prog

ram

s ba

sed

on p

eer

revi

ew.

•To

sel

ect f

light

mis

sion

s, th

e S

pace

Sci

ence

Ent

erpr

ise

will

rel

ease

one

Exp

lore

r an

d on

e D

isco

very

AO

and

mak

e se

lect

ions

in r

espo

nse

to a

t lea

st o

ne A

O.

•To

sel

ect f

light

mis

sion

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e E

arth

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ence

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erpr

ise

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rel

ease

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th S

yste

m S

cien

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athf

inde

r A

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impl

emen

t flig

ht m

issi

ons,

the

Spa

ce S

cien

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nter

pris

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ill s

ucce

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lly la

unch

and

initi

ate

oper

atio

ns fo

rfiv

e E

nter

pris

e fli

ght m

issi

ons,

with

in 1

0% o

f bud

get o

n av

erag

e.•

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plem

ent f

light

mis

sion

s, th

e E

arth

Sci

ence

Ent

erpr

ise

will

suc

cess

fully

laun

ch o

ne s

pace

craf

t and

del

iver

two

inst

rum

ents

for

inte

rnat

iona

l lau

nche

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ithin

10%

of b

udge

t on

aver

age.

•O

LMS

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ill c

ompl

ete

prep

arat

ions

for

a S

pace

Shu

ttle

rese

arch

mis

sion

that

will

fly

in e

arly

FY

01.

•F

or th

e in

itial

ana

lysi

s of

dat

a, th

e E

arth

Sci

ence

and

Spa

ce S

cien

ce E

nter

pris

es w

ill s

atis

fy 8

0% o

f the

ir F

Y00

Ent

erpr

ise

perf

orm

ance

targ

ets

in th

e “O

pera

tions

” are

as.

•Fo

r di

ssem

inat

ing

rese

arch

res

ults

, the

Spa

ce S

cien

ce E

nter

pris

e w

ill a

ccou

nt fo

r 4%

of t

he 1

50 “m

ost i

mpo

rtan

tsc

ienc

e st

orie

s” in

the

annu

al r

evie

w b

y S

cien

ce N

ews;

for

educ

atio

n an

d ou

trea

ch, t

he E

nter

pris

e w

ill m

eet

seve

n of

the

eigh

t of i

ts F

Y00

Ent

erpr

ise

Per

form

ance

Pla

n ed

ucat

ion

perf

orm

ance

targ

ets.

•Fo

r dis

sem

inat

ing

rese

arch

resu

lts, t

he E

arth

Sci

ence

Ent

erpr

ise

will

mee

t all

of it

s F

Y00

Ent

erpr

ise

Per

form

ance

Pla

n “d

isse

min

ate

info

rmat

ion”

per

form

ance

targ

ets;

for

educ

atio

n an

d ou

trea

ch, t

he E

nter

pris

e w

ill m

eet a

ll of

its F

Y00

Ent

erpr

ise

Per

form

ance

Pla

n ed

ucat

ion

and

outr

each

targ

ets.

•F

or d

isse

min

atin

g re

sear

ch r

esul

ts, O

LMS

A w

ill p

ublis

h 10

0% o

f its

sci

ence

res

earc

h pr

ogre

ss in

the

annu

alO

LMS

A L

ife S

cien

ces

and

Mic

rogr

avity

Res

earc

h P

rogr

am T

ask

Bib

liogr

aphi

es a

nd m

ake

the

info

rmat

ion

avai

labl

e on

the

Inte

rnet

.•

For a

rchi

ving

mis

sion

dat

a, th

e S

pace

Sci

ence

Ent

erpr

ise

will

incl

ude

in a

ll A

O’s

spe

cific

dire

ctio

ns to

inve

stig

ator

sfo

r ar

chiv

ing

mis

sion

dat

a an

d en

sure

that

Ent

erpr

ise

fligh

t mis

sion

dat

a ar

e tr

ansm

itted

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te d

isci

plin

eda

ta a

rchi

ves

no m

ore

than

1 y

ear

afte

r ac

quis

ition

.•

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arc

hivi

ng m

issi

on d

ata,

the

Ear

th S

cien

ce E

nter

pris

e w

ill m

ake

avai

labl

e da

ta o

n pr

edic

tion,

land

sur

face

,an

d cl

imat

e to

use

rs w

ithin

5 d

ays;

the

Ent

erpr

ise

will

dou

ble

the

volu

me

of d

ata

arch

ived

com

pare

d to

FY

97.

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LMS

A w

ill e

nsur

e th

at fl

ight

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sion

dat

a ar

e tr

ansm

itted

to a

ppro

pria

te d

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plin

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ta a

rchi

ves

no m

ore

than

1 ye

ar a

fter

acqu

isiti

on.

•T

he S

pace

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ence

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erpr

ise

will

ave

rage

“fu

lly e

ffect

ive”

acr

oss

all E

nter

pris

e da

ta a

naly

sis

prog

ram

s in

aye

arly

inde

pend

ent r

etro

spec

tive

prod

uctiv

ity a

sses

smen

t.•

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cien

ce E

nter

pris

e w

ill c

ontr

ibut

e in

four

of t

he s

ix th

eme

area

s of

the

U.S

. Glo

bal C

hang

e R

esea

rch

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gram

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e K

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ject

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200

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cqui

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dvic

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lan

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riorit

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XX

XX

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3S

elec

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issi

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XX

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4X

X0G

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12X

X0G

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K14

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lyze

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itial

)X

XX

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K5

Pub

lish

and

diss

emin

ate

resu

ltsX

X0G

K6

XX

0GK

15X

X0G

K16

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ate

arch

ives

XX

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7X

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K17

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18C

ondu

ct fu

rthe

r re

sear

chX

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ote:

X=

prim

ary

cont

ribut

ion;

Y=

seco

ndar

y co

ntrib

utio

n.

Budget Category

HEDS

Space Science

Earth Science

R&PM

Safety & Mission Assurance

COF

Environmental

Education & Minority

Str

ateg

ic O

bje

ctiv

e

Per

form

ance

Targ

et It

em #

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art

7)

Oth

er O

bje

ctiv

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dd

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y Ta

rget

(Lis

t)

Ge

ne

rate

Kn

ow

led

ge

FY

20

00

Bu

dg

et—

Ch

art

7a

Communicate Knowledge

Goal

The Communicate Knowledge Process facilitates

the distribution of information on NASA’s missions

and discoveries. It ensures increased public under-

standing of science and technology, promotes the

application of NASA-generated information, and

inspires achievement and innovation. The process

ensures that knowledge derived from NASA

research programs is available to meet the specif-

ic needs and interests of constituent groups. It

begins at the inception of a research project and

increases in intensity as the effort reaches maturi-

ty to ensure the appropriate delivery, archiving, and

future convenient access of all research results.

The goal of the Communicate Knowledge Process

is to ensure that information derived from NASA’s

research efforts is distributed in a useful, timely,

and reliable manner.

Performance Measures

In the year 2000, NASA will produce communica-

tion metrics collected by five functional offices for

the four NASA Enterprises as the new

Communicate Knowledge Process is being initiat-

ed. The collection of metrics from these five offices

will provide a baseline for future performance mea-

surement and will be representative of the types of

Communicate Knowledge activities being under-

taken NASA-wide. The collection will include the

communication activities performed by organiza-

tions responsible for: (1) scientific and technical

information, (2) public affairs, (3) education, (4) his-

tory, and (5) technology transfer to the private sec-

tor. To meet the near-term goals in Figure 2, goals

for two objectives will be measured:

Objective—Highlight existing and identify new

opportunities for NASA’s customers, including

the public, the academic community, and the

Nation’s students, to participate directly in

space research and discovery

In assisting customers to locate and use NASA’s

scientific and technical information, NASA’s perfor-

mance target will be to:

• Assist customers who use the Science and

Technical Information (STI) Help Desk and the

NASA Image eXchange (NIX) digital image

data base within a specific turnaround period

(Figure 20).

Measurement tools used to gauge the success of

this activity include system-generated records

based on formal metrics, web usage statistics, and

monthly operational reports that are all keyed to

the quantitative and qualitative metrics of the pro-

gram’s strategic goals.

In public affairs, NASA uses an extensive exhibit

program to convey knowledge to the public about

NASA programs. The performance target will be to:

76

99

98

97

96

95

94

93

92

91

90

89

6

5

4

3

2

1

0

FY97 FY98 FY99 FY00

Per

cen

tag

e A

ssis

ted

Wit

hin

Targ

et T

ime

Day

s

5

4

3

292

94

96

98

Assisting Customers With Science and Technical Information Requests

Figure 20

• Support no less than 800 portable exhibit loans,

and send portable exhibits to a minimum of

175 targeted events per year. In 1999 and 2000,

with reduced budgets, NASA will maintain NASA

representation at this minimum number of target-

ed events.

In the educational community, NASA’s perfor-

mance target will be to:

• Maintain a level of participation involvement of

approximately 3 million with teachers, faculty,

and students in the education community.

The Education Data Collection and Evaluation

System for metric validation of data in reaching

these goals was first fully activated for 1998 data

collection, which is as follows:

The total involvement in NASA education activities

was 21,843,242 participants (151 education pro-

grams reporting). The education program audi-

ences reached include: 3,108,258 in person;

6,431,900 electronically; and 13,393,084 in the

general public.

In transferring NASA’s technology to private indus-

try, the NASA performance target will be to:

• Increase new opportunities to transfer technology

developed at NASA to private industry from

19,600 in 1999 to 19,800. Opportunities will be

made available to the public through the

TechTracs data base and will be measured by

monitoring a controlled data field that indicates

the number of new technologies communicated

to the public (Figure 21).

Objective—Improve the external constituent

communities’ knowledge, understanding, and

use of the results and opportunities

associated with NASA’s programs

Generally, in the year 2000, all five functional

offices will expand communication of NASA’s

knowledge to new audiences relative to the base-

line established in previous years. In 2000, four of

the five groups reporting metrics will target NASA

information to specific new audiences. The perfor-

mance targets will be as follows:

• STI plans to improve the NIX metasearch engine

accessing all NASA digital image data bases. It

will add QuickTime, video, animation, and

browse categories on NASA’s key topics of inter-

est to customers.

• The Office of Public Affairs is acquiring the capa-

bility to provide the media with digital, high-defin-

ition video when the broadcasting industry

converts to digital broadcasting in the next

decade. It will also add a searchable online digi-

tal version of the NASA Headquarters photo

archive to the NASA Home Page.

• A number of innovations will open NASA Public

Affairs exhibits to new audiences. A series of

new exhibits with updated information on the

Agency’s four Enterprises will begin circulation.

New Internet sites to inform the public of exhibits

77

FY97 FY98 FY99 FY00

15095 17250

19600 1980025000

20000

15000

10000

5000

0

Technology Transfer Opportunities

Figure 21

available for loan will expedite the loan process

and attract new audiences. Two NASA Centers

will create new exhibits and renovate visitor

facilities to attract and accommodate additional

visitors.

• The History Office will target high school stu-

dents through the use of a History Day competi-

tion on “Science, Technology, and Invention.”

The contest is being conducted in concert with

the History Day Organization, with cosponsored

teacher workshops at every NASA Center.

• In terms of technology transfer, the Office of Aero-

Space Technology’s Aerospace Technology

Innovation publication will be targeting medical

facilities for new readership, as well as the auto-

motive industry for new transfer opportunities,

attending the Society for Automotive Engineers

annual trade show in Detroit, Michigan.

As the new Communicate Knowledge Process

becomes established across NASA in 2000, the

Centers and Headquarters will submit entries to a

new online data base. The performance target will

be to:

• Provide the public with internal access to listings

of (1) existing and upcoming communications

events, activities, and products and (2) best com-

munication practices within NASA.

In communicating NASA’s scientific and technical

information to the public, the performance targets

will be to:

• Increase the NASA-sponsored, -funded, and/or

-generated report documents for the scientific

community and public from 11,600 to 13,920

documents (Figure 22).

• Increase the amount of nontraditional NASA-

sponsored scientific and technical information

available through the NIX digital image data base

from 300,000 in FY 1998 to more than 470,000 in

FY 2000.

NASA Public Affairs plans to use three media to

improve the external constituent community’s

knowledge of NASA’s programs, projects, and dis-

coveries to the public during 2000.

On the Internet, the Public Affairs performance tar-

gets will be to:

• Continue to make the NASA web pages as acces-

sible to the public as possible. In 1998, Public

Affairs added the first powerful search engine to

the NASA Home Page to enable the public to find

information on topics of interest. The search

engine currently provides comprehensive text

search capability for more than 300,000 pages in

NASA web space. The Public Affairs goal is to

increase the number of searched pages by 5 per-

cent per year using 1999 figures as a baseline.

• Continue to increase the capacity of the NASA

Home Page to meet public demand. Figures for

weekly web page downloads from the NASA

Home Page were first reliably tabulated in June

1998. The resulting “baseline” is 540,000 web

page downloads per week. Our goal is to provide

for a 5-percent-per-year increase in download

capacity using 1999 figures as a baseline.

78

FY97 FY98 FY99 FY00

9450

10500 11600

1392013920

14000

12000

10000

8000

6000

4000

2000

0

Documents Collected and Made Available

Figure 22

Regarding live satellite interviews for television, the

Public Affairs performance target will be to:

• Maintain a baseline for its live satellite interview

program of no less than 10 live shots per month.

Public Affairs periodically makes NASA astro-

nauts, program managers, and other Agency offi-

cials available for live satellite interviews via

NASA Television.

In the provision of satellite video files for television,

the Public Affairs performance target will be to:

• Maintain a baseline of five video file elements

per week. Public Affairs issues raw video and

animation—“b-roll”—daily on NASA Television to

accompany news releases on NASA programs,

developments, and findings.

In communicating the historical significance of

NASA activities and accomplishments, the perfor-

mance target will be to:

• Produce 12 new historical publications chroni-

cling and placing NASA’s activities and achieve-

ments in perspective for the American public.

In facilitating the transfer of NASA’s technology to

private industry, the performance targets for 2000

will be to:

• Provide publications that will communicate its

technologies available for commercial use and

technologies that have been commercialized by

industry. Each publication is available to the pub-

lic via print and electronic media. The three prin-

cipal publications with their print subscriber/

distribution data are Innovation (12,000), Spinoff

(50,000), and Tech Briefs (205,000). The effec-

tiveness of these media will be measured by

monitoring the readership and frequency of use

as a source of reference.

• Publish at least one industry-specific Aerospace

Technology Innovation issue per year.

All publications are supplemented by availability

through the electronic media, which, because of

budgetary constraints, will be the means for

increasing circulation in the future.

Advisory Bodies

During the year 2000, NASA will be instituting a for-

mal process for communicating NASA’s knowledge

to the public. Within NASA, numerous offices orig-

inate communication conveying NASA’s knowl-

edge to various publics. These include the science

project offices, the technology project offices, the

public affairs office, the education office, the histo-

ry office, and the STI office. A full-time communica-

tion coordinator, reporting to the Center Director of

each of NASA’s 10 Centers across the country, will

produce a communication plan for each of NASA’s

scientific program projects, drawing on the exper-

tise of professionals from each of these offices as

well as the libraries and records officers. A

Headquarters Working Group, with representatives

from each of these offices at Headquarters as well

as the Enterprise offices, will integrate the Center

plans with Headquarters plans into a master com-

munication plan, thus centralizing metrics, imple-

menting standards policy, and monitoring the

progress of each NASA Enterprise. A

Communicate Knowledge Headquarters Board of

Directors, consisting of Associate Administrators or

their deputies from each Headquarters office hav-

ing communication responsibilities, will meet twice

a year. They will report NASA-wide progress to

NASA’s Capital Investment Council.

79

Internal Review

Plans and performance will be updated at each

Center and reviewed internally as the programs

and projects develop. The plans and performance

targets will also undergo formal bi-annual review at

Headquarters by the Headquarters Working Group

and the Board of Directors. Each office responsible

for communicating knowledge is responsible for

selecting evaluation criteria and auditable valida-

tion techniques.

80

81

Ens

ure

that

NA

SA

’s c

usto

mer

s re

ceiv

eth

e in

form

atio

n de

rived

from

NA

SA

’sre

sear

ch e

ffort

s th

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83

NASAStrategic Plan

Prepublication Edition

NASA is an investment in America’s future. As explorers,pioneers, and innovators, we boldly expand frontiers

in air and space to inspire and serve America and to benefit the quality of life on Earth.

1998With 1999 Interim Adjustments

NASA Policy Directive (NPD)-1000.1

Updates to the NASA Strategic Plan

84

1. Changes to better reflect the importance of safety

Administrator’s Strategic Outlook

All members of the NASA Team—our employees,

contractors, academic researchers, industry,

Government, and international partners—should

feel a tremendous sense of pride in our many

accomplishments over the past 5 years. We have

looked back to the beginning of time and discovered

new galaxies and planets in other solar systems.

We captured the world’s imagination with the

remarkable achievements of the Mars Pathfinder

and Hubble Space Telescope missions. We have

increased our understanding of the effect of natural

and human-induced activities on our home planet.

Investments initiated in the past have increased the

competitive posture of the aviation, space launch,

and communications industries of the present. On

Space Shuttle missions, we have performed exper-

iments and technological feats that are paving the

way to an era of permanent human presence in

space. These achievements, and many more, are

responsible for the resurgence and solidification of

interest and support for NASA’s activities among

the Administration, Congress, and the public.

We intend to build on these accomplishments with

a renewed focus on scientific research and the

development and application of new cutting-edge

technologies. Our unique capabilities will enable us

to answer fundamental questions that have chal-

lenged humankind for centuries. Our exploration of

the unknown will lead to discoveries of new worlds

and generate new knowledge that stirs the soul,

nourishes the mind, and enriches our lives. We will

develop the tools and knowledge to help preserve

our freedoms and provide hope and opportunity for

future generations.

Mission success starts with safety. We will conduct

our business with an enhanced fervor for safety,

establishing NASA as the Nation’s leader in prevent-

ing mishaps that impact the safety or health of the

public, our astronauts and pilots, the NASA and con-

tractor workforce, and the national resources under

our charge. We will ensure that safety permeates

everything we do at NASA. Our management team

is fostering an environment that will not tolerate the

occurrence of mishaps. We believe that by focusing

on the safety of our missions, we will also improve

quality and decrease schedule and cost.

In the coming years, NASA will implement pro-

grams to achieve a three-part mission encompass-

ing Scientific Research, Space Exploration, and

Technology Development and Transfer. This mis-

sion describes what we are required to do in

response to policy and legislative mandates. In

implementing our mission, we will pursue answers

to fundamental questions of science and research

3

1

85

1. Changes to better reflect the importance of safety

It has been recognized that technology develop-

ment is not an independent business unit, but is

fundamental to the successful performance of

each Strategic Enterprise. Therefore, the Space

Technology Enterprise has been eliminated, and

technology development becomes the responsibili-

ty of the remaining four Enterprises. A new position

of Chief Technologist was created to provide over-

sight and guidance for our technology investments.

With this new structure, each Enterprise will use

technology development as a means to accomplish

current programs more efficiently and stimulate

new programs necessary to meet our long-term

goals. The goal to reduce the cost of access to

space that had been associated with the Space

Technology Enterprise has been added to the

Aeronautics Enterprise. This expanded Enterprise

was renamed Aero-Space Technology.

We have improved the level of alignment of the

goals of the Agency and our Enterprise goals with

the directives prescribed in two Administration pol-

icy documents. These are the National Space

Policy and the Goals for a National Partnership in

Aeronautics Research and Technology. We have

also increased our emphasis on the need for syn-

ergy between the programs of the Enterprises and

the capabilities of our partners in Government,

industry, academia, and other nations. Further, we

have defined the scope, goals, and objectives for

four Crosscutting Processes that are critical to the

success of Agency programs and activities. Finally,

we have added a core value that demands safety

in everything we do.

With the successful development of this Strategic

Plan, the NASA Team must now focus on imple-

mentation. We have reached a consensus with our

stakeholders, customers, and partners on our

vision, mission, and roadmap to the future. We

intend to implement our programs, projects, and

Crosscutting Processes in a manner that enables

us to deliver valuable and relevant results more

effectively and efficiently. We will be relentless in

our pursuit of safety and zero mishaps in all

aspects of our work.

Each one of us—individuals who work directly on

programs, as well as those who provide critical sup-

port capabilities—have an opportunity and respon-

sibility to contribute to the development of a new

NASA, the achievement of our plans, and the satis-

faction of our customers. I urge all NASA employ-

ees, our stakeholders, and our customers to read

this Plan and look for ways to support the accom-

plishment of our ambitious goals for the future.

The NASA Strategic Plan is the backbone of our

new Strategic Management System. We welcome

comments on the Plan and suggestions for

improvement. Let me hear from you with your ideas

on ways in which we can improve our ability to

meet the needs of the Nation through our aeronau-

tics and space programs.

Daniel S. Goldin

Administrator

5

1

1

86

1. Changes to better reflect the importance of safety

15The NASA Team

The goals stated in this Plan will be accomplished

by a diverse group of men and women at our

Headquarters, nine Centers throughout the coun-

try, and the Jet Propulsion Laboratory. We will also

rely on partnerships with both large and small con-

tractors, members of the academic community,

other Federal, State, and local agencies, and other

space agencies from nations around the globe.

This highly skilled team of scientists, engineers,

technicians, and administrative and support profes-

sionals is dedicated to providing high-quality, tech-

nologically superior products and services in aero-

nautics and space. Through our dedication and pro-

fessionalism, we will carry out our mission, achieve

our goals and objectives, and ultimately find

answers to the fundamental questions of science

and research.

NASA Values

To implement this Plan, the NASA Team will strive

to uphold core values related to people, excellence,

and integrity.

Safety

Safety permeates everything we do at NASA, and

the entire NASA workforce is committed to safety as

a priority. The NASA management team is held

accountable for safety. We foster an environment

with zero tolerance for mishaps. We must protect the

safety and health of the general public and the NASA

workforce on and off the ground. By focusing on the

safety of our missions, we also focus on improving

quality and decreasing schedule and cost.

People

Our greatest strength is our workforce. We aggres-

sively build a team of highly qualified individuals

that is representative, at all levels, of America’s

diversity. We foster a culture that is built on trust,

respect, teamwork, communication, creativity, and

empowerment in an environment that is free of

unlawful discrimination and ensures equal opportu-

nity for all.

Excellence

We are committed to demonstrating and promot-

ing excellence and continually improving process-

es, products, and services to better satisfy our

customers’ needs and requirements. We utilize

quality-focused leadership and management, as

well as scientific, engineering, and technical excel-

lence to provide our customers with highly valued

products and services in the most cost-effective,

timely, and safe manner.

Integrity

We preserve America’s confidence and trust by

ensuring that our missions are consistent with

national goals, carefully conceived, and well exe-

cuted. We deliver on our promises and are account-

able for our performance. We are open and honest

with one another and with our customers, and we

cooperate within and across organizations to deliv-

er the highest quality results. We are bold but pru-

dent in confronting challenges and accepting risks.

We work with integrity and are dedicated to fulfilling

our vision in an environment in which adherence to

fundamental ethical principles and compliance with

related laws and regulations flourish.

1

87

1. Name change

2. Adds explicit reference to the National Space Policy

3. Adds discussion of technology development

19Strategies and Outcomes

The Space Science Enterprise pursues the study

of origins, as well as studies of the evolution and

destiny of the cosmos, by establishing a continuum

of exploration and science. It creates a virtual pres-

ence in the solar system, exploring new territories

and investigating the solar system in all its com-

plexity. It simultaneously probes the universe to the

beginning of time, looking ever deeper with

increasingly capable telescopes, scanning the

entire electromagnetic spectrum from gamma rays

to radio wavelengths. It also sends probes into

interstellar space, beginning a virtual presence

even beyond the solar system.

The strategy of the Enterprise is to conduct world-

class research, to maximize the scientific yield

from our current missions, and to develop and

deploy new missions within the “faster, better,

cheaper” framework of a revolutionized NASA.

Fulfilling one major commitment of previous strate-

gic planning, the Enterprise will complete the

deployment of the four “Great Observatories” with

the launch of the Chandra X-ray Observatory (for-

merly AXAF) in 1999 and the Space Infrared

Telescope Facility (SIRTF) in 2001. Complemen-

ting the discoveries of the Hubble Space Telescope

and the Compton Gamma Ray Observatory

launched earlier in this decade, Chandra and

SIRTF are certain to add to this bounty and help

unravel the mysteries of the universe.

Key elements of the Enterprise program will include

a sustained program of robotic research, explo-

ration, and technology development on the surface

of Mars, a long-term program to obtain in situ mea-

surements and to return samples from solar system

bodies, and a progressive initiative to identify and

characterize planets around other stars.

With the brilliant successes of the Mars Pathfinder,

Lunar Prospector, and Transition Region and

Coronal Explorer (TRACE), these Discovery and

Explorer missions have visibly demonstrated that

the Enterprise’s “faster, better, cheaper” programs

can achieve exciting results and yield superb sci-

ence. The Enterprise will develop and use innova-

tive technologies and more capable spacecraft to

improve performance and lower costs of future sci-

ence missions. Through programs such as

Discovery and Explorer, the Enterprise will accept

prudent risk, shorten development time, explore

new conceptual approaches, streamline manage-

ment, and make other changes to enhance effi-

ciency and effectiveness.

A key aspect of our strategic planning is to ensure

the Enterprise acquires the advice of the external sci-

ence community, and in particular the National

Academy of Sciences. In addition, there is extensive

collaboration with this community, international part-

ners, and other Federal agencies, such as the

National Science Foundation, Department of

Defense, and Department of Energy, in the conduct

of our missions and research. This collaboration is

discussed more fully on page 35 of this Plan.

Changes in solar activity affect Earth in many ways.These 12 x-ray images between 1991 and 1995

demonstrate the Sun’s variability.

1

2

3

88

1. Name change (Chandra)

2. Improved wording

20

The Roadmap presents the overall goals (presented in bold), objectives (presented as bullets), and majorprogram milestones and related activities (presented in parentheses and italics) for the Enterprise.

1998–2002Establish a Presence

Deliver world-class programs andcutting-edge technology through

a revolutionized NASA

2003–2009Expand Our Horizons

Ensure continuedU.S. leadership in space

and aeronautics

To advance andcommunicatescientific knowledgeand understanding ofEarth, the solarsystem, and theuniverse

Develop new critical technologies toenable innovative and less costlymission and research concepts:• Large, lightweight deployable structures

(SIM and NGST Technology Programs,Inflatable Technology Program, etc.)

• Ultrasensitive detectors (GLAST andNGST Technology Programs)

• Miniature spacecraft and instruments(X2000, NMP DS2 '99, etc.)

• Autonomous systems; sample acquisitionand return (SIM and NGST TechnologyPrograms, Telerobotics Program, MarsSurveyor '01, etc.)

• Innovative power, propulsion, andcommunications (X2000, NMP DS1 '98,etc.)

To research, develop,verify, and transferadvancedaeronautics, space,and relatedtechnologies

To advance humanexploration, use, anddevelopment of space

Obtain scientific information in supportof human exploration through roboticmissions:• Investigate the composition, evolution,

and resources of Mars, the Moon, andsmall bodies (Mars Pathfinder and GlobalSurveyor, NEAR, Lunar Prospector '97,Mars Surveyor '98/'01)

• Develop the knowledge to improve thereliability of space weather forecasting(SOHO, ACE, Wind, Polar, SAMPEX,IMAGE '00, etc.)

Chart the evolution of the universe, fromorigins to destiny, and understand itsgalaxies, stars, planets, and life:• Solve mysteries of the universe (HST, CGRO,

SOHO, Chandra '99, TIMED '00, IMAGE'00, SIRTF '01, etc.)

• Explore the solar system (Galileo, MarsPathfinder and Global Surveyor, NEAR,Cassini/Huygens '97, Lunar Prospector '97,Mars Surveyor '98 and '01, TIMED '00, etc.)

• Discover planets around other stars (HST,Keck, SOFIA '01, SIRTF '01)

• Search for life beyond Earth (Galileo, MarsPathfinder, Cassini/Huygens '97, MarsSurveyor-'98/’01, Astrobiology)

Contribute measurably to achieving thescience, math, and technology educationgoals of our nation, and share...• Make education and enhanced public

understanding of science an integral part ofour missions and research

Expand our understanding of the evolutionof the universe and its galaxies, stars,planets, and life:• Solve mysteries of the universe (Chandra,

SIRTF, GLAST, NGST, Constellation-X,etc.)

• Explore the solar system (Cassini/Huygens,Mars Surveyor-03, Mars Sample Return,Solar Probe, Pluto, Europa Orbiter, etc.)

• Discover planets around other stars (Keck,SOFIA, SIRTF, SIM, FIRST)

• Search for life beyond Earth(Cassini/Huygens, Mars Surveyor-03, MarsSample Return, Astrobiology)

Contribute measurably to achieving thescience, math, and technology educationgoals of our nation, and share...• Continue education and enhanced public

understanding of science as an integralpart of our missions and research

Improve performance by orders ofmagnitude through revolutionarytechnology advances:• Large, lightweight, high-precision

deployable structures• Ultrasensitive detectors• Micro spacecraft and instruments• Intelligent, highly autonomous systems• Highly advanced power, propulsion, and

communications

Expand the use of robotic missions asforerunners to human explorationbeyond low-Earth orbit:• Identify locales and resources for future

human missions (Mars Surveyor-03,Mars Sample Return, etc.)

• Demonstrate system for reliable spaceweather forecasts (Solar-B, STEREO,Geospace Multiprobes, etc.)

AgencyMission

Space Science Roadmap

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1. Adds Space Station reference

2. Adds discussion of technology development

21As a visible link to future human exploration beyond Earth orbit, Space

Science Enterprise robotic missions help develop the scientific knowl-

edge such ventures will need. At the same time, the Enterprise will

benefit from the opportunities human exploration will offer to conduct

scientific research that may stretch beyond the capabilities of robotic

systems. The Space Station will be used for long-term monitoring of

the space environment and some investigations requiring large col-

lecting-area detectors (for example, cosmic ray instruments).

To achieve its long-term science goals, the Enterprise will advance the

technical state of the art in lightweight and deployable structures, com-

ponent miniaturization, detector sensitivity, intelligent systems and

autonomous operations, and simulation-based design. Continued inno-

vation in these areas is needed to enable smaller spacecraft, which can

be developed more rapidly and launched more cheaply, to be more reli-

able and to return increasing amounts of scientific data. A flight valida-

tion program will expedite the introduction of these innovations into sci-

ence missions by demonstrating them first in flight. These principles will

also be applied by the Enterprise to the core program of crosscutting

technology development that it conducts for Agencywide benefit.

The public is both an investor in space science research and the ulti-

mate customer and beneficiary. The Enterprise strives to serve the pub-

lic by clearly communicating its research results and the excitement of

space exploration. It supports educational organizations nationwide and

seeks to apply the special talents of the space science community to

educational improvement. It also strives to transfer technologies to the

private sector and to develop strong and lasting partnerships among

industry, academia, and Government so that the Nation reaps maximum

scientific and economic benefits from its Space Science Program.

Roles and Responsibilities

The NASA Centers’ primary missions to support the Space Science

Enterprise are listed in the table below.

2010–2023Develop the Frontiers

Expand human activity andspace-based commerce in the

frontiers of air and space

Establish a virtual presencethroughout the solar system,and probe deeper into themysteries of the universe andlife on Earth and beyond

Contribute measurably toachieving the science,mathematics, and technologyeducation goals of our Nation,and share widely theexcitement and inspiration ofour missions and discoveries

Develop and utilizerevolutionary technologies formissions impossible in priordecades

Pursue space scienceprograms that enable and areenabled by future humanexploration beyond low-Earthorbit

Ames Research Center AstrobiologyGoddard Space Flight Center Physics and AstronomyJet Propulsion Laboratory Planetary Science and ExplorationJohnson Space Center Astro Materials

Center Mission

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1. Adds explicit reference to the National Space Policy

2. Adds discussion of technology development

3. Name change

assessments of the environment; fosters commer-

cial use of remote-sensing data and leverages the

resources of the commercial remote-sensing indus-

try to lower the cost of acquiring data; and strength-

ens Earth science education and public awareness.

These goals, and the strategies that follow, implement

the President’s National Space Policy of September

1996.This Policy requires NASA to undertake “a pro-

gram of long-term observation, research, and analy-

sis of the Earth’s land, oceans, atmosphere and their

interactions, including continual measurements from

the Earth Observing System. . . . In carrying out these

activities, NASA will develop new and innovative

space technologies and smaller more capable space-

craft to improve the performance and lower the cost

of future space missions.”

Through 2002, the Enterprise will deploy the first

series of Earth Observing System (EOS) missions,

including Landsat 7. These will join our currently

operating spacecraft, such as the Tropical Rainfall

Measuring Mission (TRMM). This period will also

see the first launches of Earth System Science

Pathfinder small satellite missions for new scientif-

ic investigations. In tandem, a strong program of

aircraft and other field campaigns will validate and

supplement spacecraft measurements. Modeling

and assessment activities will turn the data collect-

ed into widely useful information products for

research and applications. These programs are

detailed in the Earth Science Strategic Enterprise

Plan and supporting strategy documents.

The Enterprise is responsible for technology devel-

opment needed for the next generation of Earth

remote-sensing systems and is defining a science-

driven strategy to guide technology investment

choices. Participation in the New Millennium pro-

gram is one example of the Enterprise’s technology

investment approach. In the near term, technology

investments will be driven by the need for smaller,

less expensive instruments to continue the EOS

first series measurements and to enable key new

measurement capabilities such as Light

Intersection Direction and Ranging (LIDAR) for

atmospheric winds. Highly distributed, advanced

Internet capabilities must be developed to enable

the widespread application of environmental data.

In the midterm, new measurement and modeling

capabilities will be pursued to enable the three-

dimensional characterization of Earth’s atmosphere

23

This image of Hurricane Fran was taken from theNOAA/National Weather Service’s GOES-8 (Geostationary

Operational Environmental Satellite) on September 4, 1996, at1:15 p.m. EDT, less than 7 hours before the eye went ashoreat Cape Fear, North Carolina. The image was enhanced and

rendered at NASA’s Goddard Space Flight Center, Laboratoryfor Atmosphere, Greenbelt, Maryland.

NASA’s ER-2 is the country’s premier high-altitude civilianresearch aircraft. Flying in the lower stratosphere, it allows scientists to make in situ measurements for the study of

atmospheric chemistry, such as ozone breakdown. It alsoserves as a testbed for instruments planned for future

Earth-orbiting spacecraft.

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1. Name and schedule changes

24

The Roadmap presents the overall goals (presented in bold), objectives (presented as bullets), and majorprogram milestones and related activities (presented in parentheses and italics) for the Enterprise.

To advance andcommunicatescientific knowledgeand understanding ofEarth, the solarsystem, and theuniverse

To advance humanexploration, use, anddevelopment ofspace

To research, develop,verify, and transferadvancedaeronautics, space,and relatedtechnologies

1998–2002Establish a Presence

Deliver world-class programs andcutting-edge technology through

a revolutionized NASA

2003–2009Expand Our Horizons

Ensure continuedU.S. leadership in space

and aeronautics

AgencyMission

Enable productive use of MTPE scienceand technology in the public and privatesectors:• Develop and transfer advanced remote-

sensing technology (Clark ’98, NMPEO-1 ’99, EO-2 ’01)

• Extend the use of Earth ScienceEnterprise research to national, State,and local uses (Applications Program)

• Support the development of a robustcommercial remote-sensing industry(EOCAP)

• Make major scientific contributions toenvironmental assessment (for IPCC,WMO, and AEPA)

Expand scientific knowledge bycharacterizing the Earth system:• Document land-cover/land-use change

and global productivity (EOS-AM1 ’99,Landsat 7 ’99, VCL ’00)

• Predict seasonal-to-interannual climatevariations (TRMM ’97, Jason-1 ’99,QuikScat ’99)

• Identify natural hazards, processes,and mitigation strategies(SRTM ’99, GRACE ’01)

• Detect long-term climate change,causes, and impacts (EOS-AM1 ’98,PM1 ’00, ACRIM ’99, ALT-Laser ’01)

• Map atmospheric ozone and relatedconstituent gases (SAGE ’99,TOMS ’99, CHEM-1 ’02)

Disseminate information about the Earthsystem:• Implement open, distrubuted, and

responsive data system architectures(EOSDIS, V2 ’99, V3 ’00, V4 ’02)

• Design formal and informal Earthscience education tools (EducationProgram)

Expand our understanding of Earthsystem changes:• Assess global vegetation and of rates

of deforestation• Model biological-physical responses to

climate events (e.g., El Niño)• Quantitatively understand global fresh

water cycle• Develop fully coupled 3-D chemistry-

climate models

Disseminate information about the Earthsystem:• Enable an effective mix of private,

Government, and international datasources and users

• Incorporate Earth system science intoeducation curricula

Enable productive use of MTPE scienceand technology in the public and privatesectors:• Evolve remote-sensing technology for

transfer to operational weatherforecasting and commercial systems

• Foster creative, new applica-tions ofremote-sensing data

• Expand the use of commercial systemsin collecting Earth system science data

Earth Science Roadmap

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1. Continuation of technology development discussion

2. Adds reference to partners

25

and ecosystems. Supercomputing initiatives will

allow for large-scale modeling and visualization to

advance weather prediction and forecasting of sea-

sonal phenomena, such as El Niño and the resulting

impacts on a regional level. In the long term, sensor

concepts and spacecraft systems technologies will

be advanced to cost-effectively support the transition

of measurements to operational systems. Capacity

and performance improvements in information sys-

tems technologies will be developed to enable cou-

pled climate models for change prediction and to

improve weather forecasts over all time scales.

The ultimate beneficiaries of Earth Science are the

present and future generations of the people on

Earth. The primary customers are researchers seek-

ing answers to key Earth science questions, com-

mercial firms using Earth Science data and technol-

ogy to help their businesses grow, public sector

managers exercising stewardship of our natural

resources, and educators teaching the next genera-

tion of scientists, engineers, and citizens. The Earth

Science Enterprise and its partners provide a sound,

scientific foundation for public and private sector

choices on the road to sustainable development.

Roles and Responsibilities

The NASA Centers’ primary missions to support the

Earth Science Enterprise are listed in the table below.

2010–2023Develop the Frontier

Expand human activity andspace-based commerce in the

frontiers of air and space

Expand scientific knowledge byforecasting and assessing thestate of the Earth system with:• Conduct integrated regional

assessments of land and waterresources and use

• Internationally monitor theatmosphere, oceans, ice, andland cover

• Accurately assess of sea-levelrise

• Forecast decadal changes usingglobal climate models

• Forecast regional impacts ofclimate change

Disseminate information aboutthe Earth system:• Deploy an international global

observing and informationsystem with space-based andin situ components

• Produce the next generation ofEarth system scientists

Enable productive use of MTPEscience and technology in thepublic and private sectors:• Enable the widespread

commercial use of globalenvironmental data and theintegration of environmentalinformation and economicdecision making

• Supply advanced satellite andinformation technologies toenable broader participation inresearch

Goddard Space Flight Center Earth System ScienceJet Propulsion Laboratory Instrument

TechnologyLangley Research Center Atmospheric ScienceStennis Space Center Commercial Remote

Sensing

Center Mission

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1. Restructured goals

2. Adds explicit reference to the National Space Policy

Human Exploration andDevelopment of Space Enterprise

Mission

We seek to bring the frontier of space fully within

the sphere of human activity to build a better future

for all humankind. Imagine new products based on

space research, such as high-quality protein crys-

tals to allow the design of new drugs for treating

disease. Envision school children learning their

lessons by telepresence instruction from the Moon.

Imagine commerce flourishing in space, with solar

power satellites, or a Martian powerplant to permit

a permanent colony. These images are part of the

Human Exploration and Development of Space

(HEDS) Enterprise. The mission of the Enterprise is

to open the space frontier by exploring, using, and

enabling the development of space and to expand

the human experience into the far reaches of space.

In exploring space, HEDS brings people and

machines together to overcome challenges of

distance, time, and environment. Robotic science

missions survey and characterize other bodies as

precursors to eventual human missions. The Space

Shuttle and International Space Station (ISS) serve

as research platforms to pave the way for sustained

human presence in space through critical research

on human adaptation. These programs also provide

opportunities for research with applications on

Earth. HEDS serves as a catalyst for commercial

space development. We will employ breakthrough

technologies to revolutionize human space flight.

Questions to Address

HEDS pursues the answers to myriad research

and engineering questions that must be answered

as we learn to live and work in space. HEDS plays

an important role in pursuing answers to the ques-

tions: What is the fundamental role of gravity and

cosmic radiation in vital biological, physical, and

chemical systems in space, on other planetary

bodies, and on Earth, and how do we apply this

fundamental knowledge to the establishment of

permanent human presence in space to improve

life on Earth? HEDS also plays an important role

working with the other Enterprises to pursue

answers to other fundamental questions, including:

Does life exist elsewhere than on our planet?

Goals

The goals of the HEDS Enterprise are as follows:

• Expand the space frontier;

• Expand scientific knowledge;

• Enable and establish a permanent and productive

human presence in Earth orbit;

• Expand the commercial development of space; and

• Share the experience and discovery of human

space flight.

Strategies and Outcomes

The programs of NASA’s HEDS respond to the

goals of the National Space Policy. Under the direc-

tion of the policy, HEDS focuses its research and

developments in “space science to enhance knowl-

edge of . . . fundamental natural and physical sci-

ences; . . . [and] human space flight to conduct sci-

entific, commercial, and exploration activities. . . .”

26

Phase I of the International Space Station includes nine docking missions by the Space Shuttle to the

Russian Mir space station.

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1. Adds explicit reference to the National Space Policy

2. Adds new emphasis on commercial synergies

3. Changes better reflect the importance of safety

4. Adds discussion of technology development

The Enterprise will contribute new scientific knowl-

edge by studying the effects of gravity and the

space environment on important biological, chemi-

cal, and physical processes. This knowledge will

provide fundamental insights for new Earth-bound

applications and technology. We will continue to

develop biomedical knowledge and technology to

allow people to thrive physically and psychological-

ly while exploring and opening the space frontier.

The Enterprise relies on the robotic missions of the

Space Science Enterprise to provide extensive

knowledge of the geology, environment, and

resources of planetary bodies. The Space Science

Enterprise missions will also demonstrate the feasi-

bility of utilizing local resources to “live off the land.”

Pursuant to the National Space Policy, HEDS will

develop and operate the ISS to support activities

requiring the unique attributes of humans in space

and establish a permanent human presence in Earth

orbit.The ISS will support future decisions on the fea-

sibility and desirability of conducting further human

exploration activities. The ISS will be the largest

multinational science and engineering program in

history and will vastly expand the human experience

of living and working in space.This long-duration lab-

oratory will provide unprecedented opportunities for

science, technology, engineering, and commercial

investigations in the space environment.

HEDS will seek out synergies between commercial

capabilities and Government needs. HEDS will

also join with the private sector to stimulate oppor-

tunities for commercial development in space as a

key to future settlement. Near-term efforts will

emphasize joint pilot projects that provide clear

benefit to Earth from the development of near-

Earth space, while the long-term emphasis will be

on the use of resources and environments of plan-

etary bodies for the benefit of humankind and to

sustain a human presence beyond Earth.

Safe, reliable, low-cost transportation is critical to

the goals of the HEDS Enterprise. The National

Space Policy directs the Agency to ensure safety

on all space flight missions involving the Space

Shuttle and the ISS. The Space Shuttle program is

committed to flying safely, meeting the manifest,

improving system supportability and reliability, and

reducing cost—in that order of priority. HEDS will

provide space operations management and com-

munications services through commercial means

while setting the stage for future investments that

will be required as we explore the solar system and

beyond. Per the National Space Policy, HEDS will

seek to privatize or commercialize NASA’s space

communications operations no later than 2005.

HEDS will pursue technology development in sup-

port of its near-, mid-, and long-term objectives. In

the near term, HEDS will develop state-of-the-art

research facilities for the ISS while infusing tech-

nologies to improve ISS performance. Technologies

in development include microelectronic sensors for

monitoring the ISS atmosphere at reduced require-

ments for power and crew time, biological water pro-

cessing to reduce resupply requirements, advanced

carbon dioxide removal systems that use specially

designed, regenerable chemicals, and other

27

Artist’s concept of a potential Mars mission. Here, the crewhas connected two habitats together to conduct a

variety of surface exploration activities.

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2

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4

95

1. Changes made to reflect the splitting of the fourth HEDS goal into two

separate goals, to improve clarity and, in some cases, to remove a level

of detail that is more properly addressed in the Performance Plan

28

1998–2002Establish a Presence

Deliver world-class programs andcutting-edge technology through

a revolutionized NASA

2003–2009Expand Our Horizons

Expand our horizons in space andaeronautics to assure continued

U.S. leadership

Expand scientific knowledge:• In partnership with the scientific

community, use the space environmentto explore chemical, biological, andphysical systems

Expand scientific knowledge:• In partnership with the scientific

community, use the spaceenvironment to explore chemical,biological, and physical systems

• In partnership with the scientificcommunity, use the ISS to conductresearch that will further humanexploration of the solar system

To advance andcommunicate scientificknowledge and under-standing of Earth, thesolar system, and theuniverse

Expand the space frontier:• Enable human exploration through

collaborative robotic missions• Define innovative, safe, and affordable

human exploration mission architectures• Invest in enabling high-leverage

technologies

Enable and establish a permanent andproductive human presence in Earthorbit:• Provide safe and affordable access to

space• Deploy and use the ISS to advance

scientific, exploration, engineering, andcommercial objectives

• Ensure and enhance the health, safety,and performance of humans in space

• Meet strategic space mission operations’needs while reducing costs and increasingstandardization and interoperability

Expand the space frontier:• Partner with private space

development endeavors to jointlydevelop HEDS capability

• Define innovative, safe, and affordablehuman exploration missionarchitectures

• Invest in enabling high-leveragetechnologies, and use the ISS as atestbed to validate capabilities forhuman exploration beyond Earth orbit

Enable and extablish a permanent andproductive human presence in Earthorbit:• Provide safe and affordable access to

space• Use the ISS to advance scientific,

exploration, engineering, andcommercial objectives

• Ensure and enhance the health, safety,and performance of humans in space

To advance humanexploration, use, anddevelopment of space

Share the experience and discovery ofhuman space flight to benefit all people:• Engage and involve all Americans in the

exploration and development of space• Increase the scientific, technological, and

academic achievement of the Nation bysharing our knowledge, capabilities, andassets

Expand the commercial development ofspace:• Facilitate access to space for commercial

researchers

To research, develop,verify, and transferadvanced aeronautics,space, and relatedtechnologies

Share the experience and discoveryof human space flight to benefit allpeople:• Engage and involve all Americans in

the exploration and development ofspace

• Increase the scientific, technological,and academic achievement of theNation by sharing our knowledge,capabilities, and assets

Expand the commercial developmentof space:• Encourage commercial activity on the

ISS• Facilitate access to space for

commercial researchers

AgencyMission

Human Exploration and Development of Space Roadmap

The Roadmap presents the overall goals (presented in bold), objectives (presented as bullets), and majorprogram milestones and related activities (presented in parentheses and italics) for the Enterprise.

1

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1. Continuation of chart with noted changes from page 95

2. Continuation of technology development discussion from page 94

technologies. Space Shuttle management has identified a need for changes

that will improve the program’s supportability, reduce operating costs, improve

cycle times, and ensure Shuttle viability. Phase I upgrades, such as the alter-

nate turbopumps, large throat main combustion chamber, and improved pow-

erhead for the Space Shuttle Main Engine, are currently under way. Near-term

Phase II upgrades include the Global Positioning System and the replace-

ment of Shuttle control room systems. In the midterm, HEDS will use the ISS

to open space for exploration by developing advanced technologies to sustain

humans on missions of exploration at reduced costs. We will develop revolu-

tionary advanced technologies that will support future national decisions

regarding human missions beyond Earth orbit. HEDS will develop the tech-

nologies to close the life-support loop for air and water, control the effects of

the space environment on human health, and deliver health support and care

at remote distances. Candidate midterm technologies for the Space Shuttle

include some major upgrades, such as improving the Shuttle avionics system

with state-of-the-art electronics or replacing the Reaction Control System and

Auxiliary Power Units with systems that use nontoxic fuels.

In the long term, HEDS technology will enable affordable, extended exploration

of the solar system and operations in space. Key technologies will include in

situ resupply or recycling of all consumables, including food, air, water, and pro-

pellants. HEDS will develop advanced screening and health care delivery, as

well as effective control over the physiological effects of transitions among a

variety of gravity and radiation environments through many different durations.

Major improvements to the Space Shuttle are under consideration. HEDS will

develop revolutionary new advanced transportation concepts for accommodat-

ing humans, including travel to distant destinations. HEDS will work with

NASA’s Aero-Space Technology Enterprise to develop technology for afford-

able transportation to, in, and beyond Earth orbit.

Roles and Responsibilities

The NASA Centers’ primary missions to support the HEDS Enterprise are

listed in the table below.

29

2010–2023 & BeyondDevelop the Frontiers

Expand human activity andspace-based commerce in the

frontiers of air and space

Expand scientific knowledge:• In partnership with the Space

Science Enterprise, usehuman capability to extendscientific discovery onmissions of exploration

Conduct human missions toplanetary and other bodies inour solar system

Demonstrate new systems andcapabilities to enable U.S.industry to develop new,profitable space industries

Ames Research Center AstrobiologyJohnson Space Center Human Exploration and Astro MaterialsKennedy Space Center Space LaunchMarshall Space Flight Center Space Transportation Systems and

Microgravity ResearchStennis Space Center Rocket Propulsion Testing

Center Mission

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1. Name change

2. Improved wording

Aero-Space Technology Enterprise

Mission

Research and technology play a vital role in ensur-

ing the safety, environmental compatibility, and pro-

ductivity of the air transportation system and in

enhancing the economic health and national secu-

rity of the Nation. However, numerous factors,

including growth in air traffic, increasingly demand-

ing international environmental standards, an

aging aircraft fleet, aggressive foreign competition,

and launch costs that impede affordable access

and utilization of space, represent formidable chal-

lenges to the Nation.

The mission of this Enterprise is to pioneer the

identification, development, verification, transfer, appli-

cation, and commercialization of high-payoff aeronau-

tics and space transportation technologies. Through

its research and technology accomplishments, it

promotes economic growth and national security

through a safe, efficient national aviation system and

affordable, reliable space transportation. The plans

and goals of this Enterprise directly support national

policy in both aeronautics and space, documented in

“Goals for a National Partnership in Aeronautics

Research and Technology” and “National Space

Transportation Policy.” This Enterprise works in

alliance with its aeronautics and space transportation

customers, including U.S. industry, the university com-

munity, the Department of Defense (DoD), the Federal

Aviation Administration (FAA), and the other NASA

Enterprises, to ensure that national investments in

aero-space technology are effectively defined and

coordinated and that NASA’s technology products

and services add value, are timely, and have been

developed to the level at which the customer can con-

fidently make decisions regarding the application of

those technologies.

The Enterprise also has Agency responsibility for

technology transfer and commercialization. This

function is provided as an Agency-wide service to

ensure wide, rapid transfer of NASA-developed tech-

nologies to U.S. industry for the social and economic

benefit of all U.S. citizens.

Questions to Address

The Aero-Space Technology Enterprise is respon-

sible for answering the question: How do we enable

revolutionary technological advances that provide

air and space travel for anyone, anytime, anywhere

more safely, more affordably, and with less impact

on the environment and improve business opportu-

nities and global security?

Goals

The Enterprise has three major technology goals sup-

ported by ten enabling technology objectives (detailed

in the Enterprise Roadmap) and a service goal.

Technology Goals

Global Civil Aviation—Develop an environmentally

friendly global air transportation system for the next

century of unquestioned safety that improves the

Nation’s mobility.

Revolutionary Technology Leaps—Revolutionize

air travel and the way in which air and space vehi-

cles are designed, built, and operated.

Space Transportation—Achieve the full potential of

space for all human endeavor through affordable

space transportation.

Service Goal

Research and Development (R&D) Services—

Enable, and as appropriate provide, on a national

basis, world-class aerospace R&D services,

including facilities and expertise.

Alliances—Create alliances with industry to develop

technology systems and transfer NASA technology.

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1. Changes reflect restatement of Access to Space goal, restructuring of

service goals, changes to better reflect the scope of NASA impacts in

some areas, reductions in Global Civil Aviation programs, and the

phaseout of the High Speed Civil Transport program

32

1998–2002Establish a Presence

Deliver world-class programs andcutting-edge technology through

a revolutionized NASA

2003–2009Expand Our Horizons

Expand our horizons in space andaeronautics in order to assure

continued U.S. leadership

Revolutionary Technology Leaps:• Develop and apply atmospheric

models for environmental assessmentsof next-generation aircraft

Revolutionary Technology Leaps:• Provide advanced technologies for

unpiloted airborne Earth/space-observing platforms (ERAST)

Global Civil Aviation:• Safety—develop technologies to reduce the

aviation fatal accident rate (AvSP, Base R&T)• Emissions reductions—demonstrate technologies

to reduce nitrogen oxide emissions by 50 percentin support of long-term emissions reductionsobjectives (UEET, Base R&T)

• Noise reduction—demonstrate technologies toreduce noise by 7–10dB in support of long-termnoise reduction objectives (Base R&T)

• Aviation system capacity—complete near-termadvancements in terminal area productivity, andsupport National Airspace System modernizationwith the FAA (ACP)

Revolutionary Technology Leaps:• General aviation revitalization—complete the

development of technologies to enabledemonstration of a low-cost, safe, easily operatedgeneral aviation system (cockpit, airframe, andengine) (AGATE, GAP)

Space Transportation:• Complete R&D to enable U.S. industry to

significantly reduce cost of launches to Low EarthOrbit (LEO)

Provide world-class R&D services to Enterprisecustomers

Create alliances with industry to developtechnology systems and transfer NASAtechnology

To advance andcommunicate scientificknowledge and under-standing of Earth, thesolar system, and theuniverse

To advance humanexploration, use, anddevelopment of space

To research, develop,verify, and transferadvanced aeronautics,space, and relatedtechnologies

Space Transportation:• Develop advanced space

transportation concepts, and initiateenabling technology programs (ASTP,Hyper-X)

Space Transportation:• Demonstrate integrated technologies

for advanced space transportationconcepts (ASTP)

Global Civil Aviation:• Safety—contribute to a reduction in the aircraft

accident rate by a factor of 5 (AvSP, Base R&T)• Emissions reduction—identify technologies to

reduce NOx emissions of future aircraft by a factorof 3 (Env.Prog., Base R&T)

• Noise reduction—identify technologies to reducethe perceived noise levels of future aircraft by afactor of 2 from today's subsonic aircraft (BaseR&T)

• Aviation capacity program—develop technologiesto triple the aviation system throughput in all weatherconditions (ACP, Base R&T)

• Affordable air travel—identify technologies to reducethe cost of air travel by 25 percent (Base R&T)

Revolutionary Technology Leaps:• General aviation revitalization—invigorate the

General Aviation industry, so that it can deliver10,000 aircraft annually (AGATE, GAP, Base R&T)

• Next-generation design tools and experimentalaircraft—provide next-generation design tools andexperimental aircraft to increase design confidence,and cut the design cycle time for aircraft in half(HPCC, ERAST, Hyper-X, Base R&T, ISE)

Space Transportation:• Reduce the payload cost to Low Earth Orbit by an

order of magnitude (Future-X, ASTP, Hyper-X)

Provide world-class R&D services to Enterprisecustomers

Create alliances with industry to developtechnology systems and transfer NASA technology

AgencyMission

Aero-Space Technology Roadmap

The Roadmap presents the overall goals (presented in bold), objectives (presented as bullets), and majorprogram milestones and related activities (presented in parentheses and italics) for the Enterprise.

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1. Continuation of changes from page 98

fundamental and barrier issues. Base R&T ele-

ments will: (1) support the maturation of technology

to a level that it can be confidently integrated into a

Systems Technology program; (2) directly transfer

technology to the external customer community as

appropriate; and (3) provide the basis for new

Systems Technology programs. The character of

the Systems Technology programs will be to specif-

ically target an integrated set of technologies that

advance the goal/objective metrics and can be

confidently developed and advanced to a level of

maturity sufficient for transfer and adoption by the

external customer community.

Roles and Responsibilities

The NASA Centers’ primary missions to support

the Aero-Space Technology Enterprise are listed in

the table below.

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2010–2023Develop the Frontiers

Expand human activity andspace-based commerce in the

frontiers of air and space

Revolutionary TechnologyLeaps:• Support application of

aeronautics R&D and facilitiesto NASA science programs/missions as appropriate

Space Transportation:• Achieve a demonstrated

technology base for affordable,reliable space access, orbitaltransfer, and interplanetarytransportation responsive tocommercial and civilrequirements

Global Civil Aviation:• Safety—contribute to a reduction in the

aircraft accident rate by a factor of 10• Environmental compatibility—reduce

emissions of future aircraft by a factorof five and the perceived noise levelsof future aircraft by a factor of four fromtoday’s subsonic aircraft

• Affordable air travel—developtechnologies to reduce the cost of airtravel by 50%

Revolutionary Technology Leaps:• High-speed travel—reduce the travel

time to the Far East and Europe by50%, and do so at today’s subsonicticket prices

• General aviation revitalization—invigorate the general aviation industry,so that it can deliver 20,000 aircraftannually

Space Transportation:• Reduce the payload cost to LEO by an

additional order of magnitude• Reduce the cost of interorbital transfer

by an order of magnitude and traveltime for planetary missions by a factorof two (Future-X, ASTP)

Provide world-class R&D services toEnterprise customers

Create alliances with industry todevelop technology and systems andtransfer NASA technology

Ames Research Aviation Operation

Center Systems

Dryden Flight Flight Research

Research Center

Langley Research Airframe Systems

Center

Glenn Research Aeropropulsion

Center

Marshall Space Space Transportation

Flight Center Systems

Stennis Space Rocket Propulsion

Center Testing

Center Mission1

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1. Adds example of cooperation and partnerships

environment sought by Earth Science may help us

create environments that can sustain humans on

other worlds.

Synergies also exist among our Crosscutting

Processes. For example, the Manage Strategically

process provides information to the other process-

es regarding the requirements and mandates of

NASA’s external customers and stakeholders. This

information is used to determine what knowledge

to generate, what aerospace products and ser-

vices are needed to meet national goals in science

and technology, and what knowledge must be com-

municated to whom. The Generate Knowledge

process provides scientific results and discoveries

to the Communicate Knowledge process, which

disseminates this information widely in a format

that is understandable by a broad audience.

External Partnerships and Cooperation

To encourage improved efficiencies for our human

and capital resources, we are also developing syn-

ergies between the programs of the Enterprises

and the capabilities of other partners in Govern-

ment, industry, academia, and other nations.

The Earth Science Enterprise is NASA’s contribu-

tion to the U.S. Global Change Research Program,

in which our research and observational priorities

are coordinated with 11 other Federal agencies.

NASA contributes the space-based observing

capability and the analysis of remote-sensing data

essential for global and regional-scale studies.

Partner agencies, such as the National Oceanic

and Atmospheric Administration (NOAA) and the

U.S. Geological Survey (USGS), perform the bulk

of the surface-based observations and analyses,

and mission agencies, such as the U.S.

Department of Agriculture and the Environmental

Protection Agency, focus the partners on regional

uses of research results. NASA and NOAA are

building an integrated program of research on the

El Niño-Southern Oscillation phenomenon. NASA,

NOAA, and the Department of Defense (DoD) have

formed the Integrated Program Office for the devel-

opment of the National Polar-orbiting Operational

Environmental Satellite System (NPOESS)—the

next-generation U.S. weather satellites in polar

orbit. NASA, NOAA, and USGS are collaborating

on the Landsat 7 program, and NASA, DoD, and

USGS are planning a Shuttle-based synthetic

aperture radar mission to meet all three agencies’

requirements for a digital terrain model of Earth’s

surface. NASA and the Department of Agriculture

are cooperating on land-cover and land-use

change research. We are also collaborating with

the Federal Emergency Management Agency to

conduct natural hazards research and applications.

The Space Science Enterprise vigorously pursues

opportunities to collaborate with other Government

agencies about the origin, evolution, and destiny of

the cosmos and life. Chief among these are the

National Science Foundation, the Department of

Energy (DOE), and DoD. Among other activities,

the National Science Foundation and NASA collab-

orate with the Smithsonian Institution in the search,

collection, distribution, and curation of Antarctic

meteorites. DOE and NASA have partnered in the

provision of radioisotope thermoelectric generators

for the Galileo and Cassini spacecraft. Through its

Los Alamos and Lawrence Livermore Laboratories,

DOE has also contributed greatly to the develop-

ment of instruments and sensors needed for sever-

al space science missions. DoD has been a major

developer of high-sensitivity, large-area infrared

detector arrays. In addition, recently declassified

critical technology for large-area deployable optical

systems will be of vital importance for future large

telescopes in space. The Space Science

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1. Adds examples of cooperation and partnerships

Enterprise, in turn, contributes to some DoD objec-

tives—for example, research on solar flares, coro-

nal mass ejections, solar energetic particles, and

the terrestrial middle/upper atmosphere and mag-

netosphere is important for DoD command, control,

and communications systems. The Enterprise

meets with the National Science Foundation (NSF)

at the discipline level on a periodic basis for pro-

gram coordination. Consultations with NSF have led

to the coordination of NASA and NSF support for

research relevant for the Enterprise’s Origins initia-

tive and to the agreement that NASA will support

space-based astronomical observations while NSF

will be primarily responsible for supporting ground-

based research.

NASA’s HEDS Enterprise conducts a broad range

of consultations with other Federal agencies as a

routine element of planning and program develop-

ment. HEDS enters into numerous memoranda of

agreement and understanding with other Federal

agencies, sponsors and attends many workshops

and symposia organized around themes common

to multiple Federal agencies, and participates in

regular meetings of various coordinating bodies.

Our primary partner agencies and departments are

the National Institutes of Health (NIH), NSF, DoD

(including work specific to the Defense Advanced

Research Projects Office, the U.S. Air Force, the

Office of Naval Research, and other DoD organiza-

tions), and the Department of Energy.

HEDS has established more than 20 cooperative

agreements with NIH, including 18 memoranda of

understanding. Cooperation with the NIH includes

joint workshops on scientific topics of mutual inter-

est, jointly funded projects, a highly successful

effort in technology transfer of advanced cell cul-

turing technology, and cooperative flight experi-

ments. The National Science Foundation is a part-

ner in Neurolab, an upcoming Space

Shuttle/Spacelab mission dedicated to research on

the nervous system. HEDS and the National

Science Foundation have held cooperative discus-

sions on nanotechnology, as well as biomedical

technology and bioengineering.

Areas of cooperation with the Department of

Energy include the use of ground-based facilities

for simulating and studying the effects of space

radiation, cooperation on studies on the biological

effects of radiation, and cooperation on a funda-

mental physics experiment facility for the

International Space Station. HEDS and the

Department of Energy cooperated very closely on

the development and flight of the Alpha Magnetic

Spectrometer, which searches for evidence of anti-

matter in Earth orbit.

Under a memorandum of agreement between

NASA and DoD, an Aeronautics and Astronautics

Coordinating Board oversees coordination on such

HEDS activities as Multi-Service Launch System

use for NASA near-term missions; Titan II use for

NASA near-term missions; DoD use of the Shuttle

as a primary dedicated DoD launch system; com-

bined program office/single procurement for

Expendable Launch Vehicles; Evolved Expendable

Launch Vehicle (EELV) to Reusable Launch

Vehicle transition criteria and approach; NASA use

of the EELV when operational; compability of

NASA/NOAA satellites on the DoD network and

vice versa; ability of the Tracking and Data Relay

Satellite System (TDRSS) constellation to support

DoD and NOAA satellites for the near and

midterms; and transition of NASA satellite control

operations to DoD. HEDS and the Department of

Defense have held discussions on the provision of

health care in extreme environments, and HEDS

and the Armed Forces Radiobiology Research

37

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1. Adds example of cooperation and partnerships

38 Institute cooperate on radiation biology studies of

mutual interest.

AST works in alliance with its aeronautics and space

transportation customers in industry, in the university

community, and through several bilateral and trilateral

relationships with DoD and the FAA. For example, the

NASA-FAA Coordinating Committee provides for

cooperative national programs in aviation safety, air-

space operations, and environmental compatibility.

The NASA-DoD Aeronautics and Astronautics

Coordinating Board has fostered interagency plan-

ning for programs such as rotocraft and human fac-

tors research.The Board also is addressing coopera-

tive activities for the National Aeronautics Testing

Alliance. Another example of interagency planning is

the Integrated Plan for Air Traffic Management

Research and Technology Development produced by

a NASA-FAA integrated product team.

Each interagency program includes regular consulta-

tions among the participating agencies to identify

shared goals and objectives, collaborations, and inter-

dependencies. As part of this process, we are working

to identify common metrics and success criteria for

each major milestone of the interagency programs.

NASA has also developed extensive alliances with

its partners in other Government agencies to

improve efficiencies for our human and capital

resources, leverage unique capabilities, and

reduce potential functional duplications. As a mem-

ber of the National Science and Technology

Council, which was established by the President in

1993, NASA participates in the planning of the

diverse research and development initiatives of the

Federal Government and the coordination of

strategies for achieving shared goals and objec-

tives. We have also worked closely with the Office

of Science and Technology Policy, as well as agen-

cies supporting space research and development

to implement the President’s National Space Policy

and Goals for a National Partnership in

Aeronautics Research and Technology. NASA

obtains substantial procurement and contract

administration services from DoD rather than dupli-

cating these capabilities. We also cooperate with

DoD and the General Services Administration in

developing and maintaining the uniform Federal

regulation governing acquisition. In addition, NASA

relies on the Department of the Treasury for pro-

cessing payments to contractors, and the Agency

utilizes and supports the Justice Department in

criminal investigations.

International cooperation is a key element of the

strategies for all four Strategic Enterprises. NASA

seeks cooperation of mutual benefit with its foreign

partners. Through this cooperation, global issues

are addressed on a global basis. International

cooperation helps meet NASA’s goals and objec-

tives by adding unique capabilities or expertise,

increasing mission flight opportunities, providing

access to locations outside the United States, and

enhancing the scientific return. It also allows

nations to share the cost of implementing space

and aeronautics programs. For example, the Space

Science Enterprise has cooperatively established

an International Mars Exploration Working Group

to coordinate planning for robotic Mars exploration;

discussions are under way to include European-

provided communications components as critical

elements of future missions in NASA’s Mars

Surveyor program. NASA has extensive coopera-

tion with Canada, Europe, Japan, and Russia.

NASA also has expanding cooperation with devel-

oping spacefaring nations. NASA is working with

other nations to identify new opportunities for coop-

eration consistent with the goals of the Agency.

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1. Adds a description of the role of advisory committees in assessing

performance

40 evaluate, and report the results. As each part of

the organization completes its measurement

process, data are used to validate that perfor-

mance meets or exceeds planned goals,

objectives, and performance targets. In those sit-

uations where performance does not meet the

plan, opportunities for continuous improvement

and reengineering are identified.

On a semiannual basis, NASA’s Senior

Management Council will review performance

against the goals and objectives contained in this

Plan, the Enterprise Strategic Plans, and the

Annual Performance Plan.These reviews will take

place in March and September of each year. To

assess progress in meeting the Agency’s general

goals, we will review performance goals and mea-

sures that relate to the near-term objectives of our

Enterprises and of our Crosscutting Processes.

Examples of the relationships between Agency

goals and performance goals include:

– Reducing development cycle time and cost

and increasing launch rates for NASA space-

craft.This relates to the Agency goals to devel-

op lower cost missions to characterize the

Earth system and chart the evolution of the

universe and solar system and to improve

Shuttle safety and efficiency;

– Increasing the accessibility and use of science

and research data. This addresses NASA’s

goals to characterize the Earth system and

chart the evolution of the universe and solar

system, to explore nature’s processes in

space, and to facilitate and stimulate the pro-

ductive use of science and technology in the

public and private sectors; and

– Increasing leverage of NASA’s research and

development investments in commercial part-

nerships with industry. This relates to our

goals to develop new technologies and

processes to enhance research and make

aeronautics and space programs more afford-

able and to develop affordable technologies

for U.S. leadership in aviation growth markets.

These measures will be included in the Agency’s

Annual Performance Plan and associated

Performance Report. (Appendix 2 provides a

summary of Enterprise and Crosscutting

Process objectives and associated measures.)

At the program level, NASA’s Program

Management Council will continue to conduct

reviews prior to initiation and throughout a pro-

gram’s life to confirm compliance with cost,

schedule, and performance targets. In addition,

NASA’s Capital Investment Council will continu-

ally reaffirm that our investment decisions sup-

port overall program and institutional goals and

that outcomes remain relevant and provide

valuable contributions to the Nation’s needs. To

effectively manage our financial resources and

evaluate Agency, Enterprise, and program-level

performance, NASA is developing and imple-

menting a new integrated financial management

system. The integration of this system, and other

initiatives such as full-cost accounting, will

enable performance improvements to our finan-

cial and resource management.

NASA maintains a broad and diverse system of

advisory committees under the Federal Advisory

Committee Act, which includes the Aerospace

Safety Advisory Panel and the NASA Advisory

Council, its 7 standing committees, 20 standing

subcommittees, and various task forces. The

Agency extensively uses these advisory commit-

tees to obtain external input to its strategic and

performance plans as well as to evaluate Agency

performance.

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1. Updated Appendix to eliminate duplication of other publications and to

move references to the World Wide Web to prevent information from

becoming outdated

45Appendix

Resource Requirements and Key Capabilities

NASA’s budget and personnel levels are contained in the President’s Budget for the current year.

Metrics

NASA’s performance metrics are contained in the NASA Performance Plan for the current year.

Related Documents

The other components of NASA’s Strategic Management System, including:

• the NASA Strategic Management Process—Procedures and Guidelines (NPG 1000.2);

• the current NASA Performance Plan; and

• the NASA Enterprise Strategic Plans;

as well as guiding or related policy statements and laws can be found at:

http://www.hq.nasa.gov/office/codez/plans.html

Contacting NASA

NASA values the comments and recommendations of our stakeholders, customers, partners, employees,

the contractor community, and the public that we serve. For further information regarding NASA’s Strategic

Management System, please contact:

Director of Strategic Planning

Office of Policy and Plans

NASA Headquarters–Code Z

Washington, DC 20546

(202) 358-2096

E-mail: use the address found on the web page listed above

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