Recovery.gov - Track the Money

NASA intends to invest $150M of Recovery Act funds, into the existing Aeronautics Research Program, to enhance and expand the fidelity of current foundational research activities; ensure the availability of aeronautical test facilities; and conduct integrated system level research activities supporting NextGen. NASA’s Aeronautics Research Program is comprised of four programs: Airspace Systems, Fundamental Aeronautics, Aviation Safety and Aeronautics Test. Research in all programs will be accelerated and enhanced through Recovery funds, some of which will be allocated to Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) activities.

The Aviation Safety program will use these funds to enhance and expand the fidelity of current research activities relating to composite materials and structures experimentation, simulations and flight tests. NASA’s flight test capabilities maintained and vehicle health monitoring work enhanced. A potential new research effort may expand available methods for the Validation and Verification of Flight Critical Systems in response to a Joint Planning and Development Office (JPDO)-identified aviation system capability gap. The JPDO, working with the FAA, NASA, the Departments of Transportation, Defense, Homeland Security, Commerce, and the White House Office of Science & Technology Policy, was established to facilitate NextGen activities. Its task is to create and carry out an integrated plan for NextGen, spearhead planning, and coordinate research, demonstrations and development in conjunction with relevant programs of other departments and agencies, and with the private sector.

The Airspace Systems program will use Recovery funds to accelerate progress and conduct integrated system research to support the requirements and research and development gaps identified by the JPDO for NextGen advancements. Technology concepts could be developed that include assessments of operational solutions and identification of technologies and procedures that will improve operational efficiency of the aviation system. Human-in-the-loop simulations and field demonstration/testing/trials may be conducted to initiate development of human/automation information requirements and decision making guidelines for human-human and human-machine decision making, as these two important components are combined to more efficiently operate aircraft and the airspace system.

The Fundamental Aeronautics program will invest funds to reduce risk, accelerate progress, and initiate integrated aeronautical vehicle system level research in areas that have applicability to future vehicle concepts, reducing the impact of aviation on the environment. Vehicle concepts can be developed and matured to assess the viability of technologies like blended-wing-body shaping, low emission engine combustors, low noise/vibration rotorcraft-wings, and advanced structures. All of these technologies have the potential to contribute to aircraft efficiency, reduce the use of fuel or make an air-vehicle quieter. Integrated aircraft systems-level research determines the compatibility and environmental benefits of these technologies. Funding increases could also be used for development and wind tunnel testing of advanced vehicle shaping approaches needed for low-sonic boom supersonic aircraft, to enable community acceptance of supersonic flight over land.

The Aeronautics Test program will invest funds to help protect current and provide additional test capabilities for the aeronautics programs, and will bolster NASA’s expertise and capabilities in critical test areas. Construction associated with building new or modification of these test facilities is expected to have a direct benefit on local economies. Funds used for maintenance and facility and equipment upgrades, will improve mission support capability and enhance productivity.

NASA uses multiple methods, processes and entities for monitoring and evaluating performance. These same procedures will be used for activities funded under the Recovery Act. NASA programs are assessed for relevance, quality, and performance. A relevance review assures alignment with national priorities, the NASA Strategic Plan, impact on related fields of research or technology, and “customer” needs. Determining quality is prospective and assures best value for an investment, using peer review processes. Performance reviews evaluate whether a program is on track to meet its baseline performance commitments (cost, schedule, science/technical deliverable).

Reviews are conducted internal and external to NASA. External evaluations are performed by entities such as the NASA Advisory Council (NAC) and the National Research Council to assess NASA’s program content and direction. Additional independent reviews are commissioned by the NASA Administrator or mission organizations to review programs for relevance, quality and performance. Reviews are rigorous, methodical and focused on program methods, results and findings.

Responsibility for program and project management and their control mechanisms (NASA Procedural Requirements (NPR) 7120 series)*, institutional management (NPR 8500 series)*, and financial management (NPR 9010 and 9120 series)*, occurs at all management levels of the Agency. NASA's management monitors different aspects of program or institutional performance, at the highest Agency levels, and uses a rigorous structure of program and management reviews for Agency-level decisions. To continue through each phase of development, programs must demonstrate, on an on-going basis, an ability to manage in a manner that produces identifiable results, and must document performance against previously defined commitments including multi-year outputs, annual performance goals, milestones and other metrics, as appropriate.

NASA internally monitors performance through monthly and quarterly reviews at each management level. At the senior management level, program reviews, accompanied by an independent (internal) assessment, occur across all mission areas, with an in-depth review each quarter rotating among the mission organizations. Senior management also reviews institutional data (finance, human capital, acquisition, infrastructure), and aggregated Agency measures and metrics, e.g., safety, cross-cutting technical and non-technical issues. The data reviewed, and the accompanying analysis, allows the Agency to focus on, and proactively address, issues that could lead to not achieving desired performance goals.

Specific to the Aeronautics Research Program is also the conduct of six-month and annual reviews of the performance of the programs, with subject matter experts participating in the annual reviews. All findings and recommendations are documented. The Aeronautics Committee of the NAC provides annual input reflecting community opinions and recommendations. This information is used to assess progress toward meeting long-range outcomes, develop risk mitigation strategies, adjust priorities, make additional resource allocation, or take other management actions.

Regarding program partners, the Aeronautics Research Program maintains an extensive, competitive process using NASA Research Announcements (NRAs) to solicit proposals from educational institutions, non-profit organizations and industry engaged in foundational research. Details on the NRA process can be found at http://www.aeronautics.nasa.gov. When NASA Aeronautics works with government partners, the respective agencies are accountable for cost, schedule and performance results; reviews occur routinely between and among all parties to ensure commitments are delivered on schedule and within budget.

* The NASA Online Directives Information System Library ensures access by NASA employees and contractors to the most current documentation.

NASA currently utilizes multiple methods to assure transparency and accountability, and will apply these standard processes and procedures to activities supported by Recovery Act funds. The principle of transparency is applied to program and fund allocation planning methods, and in reporting, both internal and external to the Agency, of progress toward the resultant plans. NASA requires accountability at all levels of management and from all of its cost-sharing and non-cost sharing partners, contractors, and grantees for the timely delivery and quality of products.

Rigor is applied to NASA programs’ design, structure, management, and funding to ensure that resources reach the intended beneficiaries and address the programs’ purpose directly. Transparent, merit-based criteria and decision-making procedures are employed at multiple steps in this process. Governing documents, such as the NASA Strategic Plan and supporting mission specific plans, guide the activities of these programs and provide the context through which specific science and research objectives are formulated, investigations are solicited, and missions or activities that address them are planned. Missions are prioritized on the basis of expert opinion such as Decadal Surveys on science, available budget resources, technological maturity, and partnering opportunities.

As explained in detail in the Monitoring and Evaluation Section of this Program Plan, NASA will employ multiple methods of review and evaluation of progress toward the goals of this Program Plan. These reviews will assure that funds are being utilized as intended and are delivering on their committed objectives. Managers at all levels will be held accountable both via review of their progress and individual performance plans. At NASA, all employee performance plans for Federal managers include elements tied to the program plans for which they are responsible.

Contractors will be held accountable for the timely delivery and quality of products. Award fee reviews, where appropriate, will be performed on contracts and past performance evaluations are integral in solicitation criteria. Grants and cooperative agreements are subject whenever possible to deliverables and milestones that must be met in order to receive funding renewal. International and Federal government partners work in accordance with applicable Memoranda of Understanding (MoUs) and agreements, which generally detail schedule and performance commitments.

Contractor and government accounting systems are audited periodically to ensure compliance with government standards. Specific reports that record and track the obligation and expenditure of program funds are as follows: contractor monthly and quarterly reports, reports on budget execution and budgetary resources, the year-end closing statement, and the annual Performance and Accountability Report. Additionally, NASA will cooperate with the Government Accountability Office and the NASA Office of Inspector General through various engagements and audits that monitor specific items dealing with Recovery funds.

To assure transparency and accountability to the public and its key stakeholders, NASA will post its current plans, and outline any revisions to previous versions on the Agency Recovery Act website. Information will be available on key events, the status of on-going activities, outcomes of Inspector General Audits and the accomplishment of and performance toward, annual and long-term Recovery Program goals. Web links will be provided, where applicable to posted solicitations, awards, and grantee performance, among other relevant information. For this and other important information on NASA implementation of the Recovery Act, see http://www.nasa.gov/recovery/.

NASA uses best practices of sustainable design, maintainable design, building commissioning, and safety and security are incorporated, to the maximum extent possible, into the planning and execution of facility projects. Within this program NASA will be making modifications to its aeronautical test facilities, and where applicable, will follow the appropriate Agency requirements outlined below.

NASA Facility Project Managers ensure project designs take into account the energy demands, intended use, occupancy, operations, plug loads, and design to earn the ENERGY STAR targets for new construction and major renovation where applicable. ENERGY STAR is a joint program of the U.S. Environmental Protection Agency and the U.S. Department of Energy to help save money and protect the environment through energy efficient products and practices (http://www.energystar.gov/). NASA Facility Project Managers are also responsible for ensuring compliance with Executive Order (EO) 13423, Strengthening Federal Environmental, Energy, and Transportation Management.

For new construction, NASA is striving to reduce the energy cost budget by 30 percent compared to the baseline building performance rating per the American Society of Heating, Refrigerating and Air-Conditioning Engineers, Inc., (http://www.ashrae.org/) and the Illuminating Engineering Society of North America (http://www.iesna.org/). For major renovations, NASA is aiming to reduce the energy cost budget by 20 percent from pre-renovations 2003 baseline.

NASA has adopted the U.S. Green Building Council’s Leadership in Energy and Environmental Design (LEED) as its performance measure for sustainable development (http://www.usgbc.org). LEED provides a structure for identifying and implementing practical and measurable green building design, construction, and operations. It is NASA policy that all new construction and major building renovation projects meet the minimum LEED Silver rating.