1.1
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Overview
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1.1.1 |
NASA consists of
NASA Headquarters, nine Centers, the Jet Propulsion Laboratory (operated
under contract to NASA by the California Institute of Technology), and
several ancillary installations and offices in the United States and abroad.
As a result of the Agency's decentralized operations, NASA's organization
has evolved into a two-tiered structure of Agencywide management: (a)
Agency management, including the Administrator, officials within the Office
of the Administrator, and Functional Offices; and (b) Enterprise management,
including Enterprise Associate Administrators and Center Directors. The
implementation of NASA programs and aeronautical and space/Earth science
and technology research occurs primarily at the Centers.
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1.1.2 |
The success of NASA's
missions relies in part on the Agency's four Úquot;Crosscutting Processes.Úquot;
These processes are the way we perform our mission. All activity within
NASA is contained within one or more of these four processes: provide
aerospace products and capabilities, generate knowledge, communicate knowledge,
and manage strategically. Policies and procedural guidelines governing
these Crosscutting Processes will be found in their respective NPD's and
NPG's.
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1.1.3 |
NASA's strategic
management system is a set of ongoing and interlinked activities that
includes strategic planning, implementation performance planning, and
performance evaluation. As shown in Figures 11 and 12, these activities
enable the Agency to make decisions about its long-term goals, near-term
activities, and institutional capabilities that are consistent with achieving
the mission and objectives to which it commits itself in its Strategic
Plan.
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1.2
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Strategic
Planning
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Strategic Planning establishes the direction for all Agency
efforts and forms the basis for strategic and tactical decisionmaking,
resource allocation, and capital investment. It does so in the context
of the Agency's vision, mission, goals, objectives, values, and policies,
as well as external and internal environments. The Strategic Planning
process requires alignment among NASA's Strategic Plan, the Enterprise
Strategic Plans, programs, and institutional capabilities (see Figure
12).

Figure
1-1. Strategic Management System
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1.3 |
Implementation:
Performance and Budget Planning
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The
implementation planning process produces annual budget formulation guidance
and performance plans to achieve the goals and objectives identified during
the Strategic Planning process. It is a cyclical process that is ongoing
throughout the development of NASA's Strategic Plan and Enterprise Strategic
Plans, capital investment plans, and Agency budgets and forms the basis
for performance evaluation. |
1.4 |
Performance
Evaluation and Reporting
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NASA's progress in
achieving the objectives of its Strategic Plan is routinely evaluated
by both internal and external organizations. The Government Performance
and Results Act (GPRA) of 1993) requires Federal agencies to submit annual
performance plans following the transmittal to Congress of the President's
budget. NASA's performance report will reflect the performance goals against
which the Agency expects its effectiveness to be measured in any given
fiscal year.

Figure
1-2. Strategic Management Elements
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1.4.1 |
Because investments
in research and development can yield results 5, 10, and 20 years in the
future, NASA's annual performance measures must incorporate measures of
both output and outcome, addressing a longer term view than fiscal year
by fiscal year. NASA will continue to rely on its internal management
councils, its advisory committees, and the National Research Council for
assistance in evaluating its performance over extended periods of time.
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1.4.2 |
The
performance evaluation process allows NASA to identify potential opportunities
for improvement in program execution and process management and to ensure
safety and health, efficiency, and effectiveness. Performance evaluation
can also yield information that may indicate a need to change the Agency's
long-term strategies or near-term objectives. NASA will report publicly
on the results of its performance evaluations to the Administration and
Congress in an annual performance report. |