NASA Procedural Requirements

NPD 1000.3E Effective Date: April 15, 2015 Expiration Date: December 31, 2024

Subject: The NASA Organization w/Change 113

Responsible Office: Associate Administrator

Chapter 3: Charters for NASA Advisory and Governance Bodies

3.1 NASA Charters

3.1.1 Charters establish councils, committees, boards, and panels mandated by regulation, statute, the NASA Administrator, or Officials-in-Charge of Headquarters Offices. To the extent that a group is established by law, directive, or other authority, the charter cites the specific authority. Council, committee, board, and panel chairs will ensure meeting preparation, efficiency, and follow up on actions. Members are expected to attend and participate in scheduled meetings.

3.1.2 The charters for NASA's governing councils (termed "Agency Governance Councils") will be the only charters maintained in this directive.

3.1.3 NASA favors the use of line authority (Chapters 4 and 5) over governance authority (this Chapter) for decision-making whenever possible. Agency Governance Council charters reserve specific authorities from line authorities, reflecting principles of lean governance. They primarily address matters of high external stakeholder visibility, high-impact / long-lasting decisions, and issues involving significant cross-organizational integration where individual line authorities are not sufficient to disposition an issue.

3.1.4 Chairs of Agency Governance Councils may create or authorize specific subordinate governance bodies as necessary to conduct the business of the council, and must approve formal subordinate bodies' charters. These bodies shall convene, deliberate, report, and disband under direction provided by the Agency Council Chair and shall follow requirements as defined above. The Agency Council Executives as defined in each charter are responsible for coordination with subordinate governance bodies to ensure alignment of topics and for assessment/validation of formal subordinate bodies' activity relative to their charters. References to governance bodies in this directive which are subordinate to Agency Governance Councils will be limited to Boards (see Chapter 6.3).

3.1.5 All Agency-level boards which exercise functions delegated from the chartered authority of an Agency Governance Council are to report through one of the Agency Governance Councils to the Chair. All such charters, as well as charters for other governance bodies authorized directly by the Office of the Administrator, will be housed in the NASA Online Directives Information System (NODIS) Library, Other Policy Documents. Governance bodies chartered exclusively under the line authorities of an Official-in-Charge or Center Director (as defined in Chapters 4 and 5), report to the chartering official.

3.1.6 A list of the Federal Advisory Committee Act (FACA) Committees will be maintained in this directive. The charters for these committees will be maintained by the NASA Advisory Committee Management Officer, Office of International and Interagency Relations.

3.2 NASA Federal Advisory Committee Act (FACA) Committees.

3.2.1 In 1972, the Federal Advisory Committee Act (FACA) (5 U.S.C. App., as amended) was enacted by Congress. FACA sets strict Government-wide requirements for the establishment, operation, oversight, and termination of any group established by statute or established or utilized by the President or by an agency official for the purpose of providing advice or recommendations to the President or on issues or policies within the scope of an agency official's responsibilities. Subject to a few exceptions, the FACA statute is triggered when the group being formed includes in its membership individuals other than officers or employees of the Federal Government or elected officers of State, local, or tribal governments or their designees acting in their official capacities.

3.2.2 NASA currently has twelve FACA advisory committees. The charters for NASA's advisory committees are maintained and renewed in accordance with the procedures stipulated in the FACA statute and subsequent implementing regulations, specifically 41 Code of Federal Regulations (CFR) Parts 101-6 and 102-3, Federal Advisory Committee Management; Final Rule, dated July 19, 2001.

3.2.3 FACA requires an Advisory Committee Management Officer (ACMO) at each Executive Branch agency to provide agency-wide management oversight of its respective advisory committees, ensure agency compliance with FACA provisions, and administer the chartering process. Government-wide oversight of FACA advisory committees is provided by the U.S. General Services Administration (GSA). The charters for FACA advisory committees automatically expire after a two-year period unless renewed by the sponsoring agency.

3.2.4 NASA's own policies and procedures for its Federal advisory committees are documented in NPD 1150.11, Federal Advisory Committee Act Committees. The Office of International and Interagency Relations (OIIR) serves as the responsible office. NASA FACA compliance, management oversight, and committee staff support are the responsibility of the Advisory Committee Management Division, OIIR, NASA Headquarters. In addition, the Agency ACMO resides in the latter organization.

3.2.5 The current sixteen NASA-chartered FACA committees are shown below, along with their GSA committee numbers (charters can be found at https://www.nasa.gov/oiir/advisory-committee).

3.3 Executive Council Charter.

3.3.1 PURPOSE. The Executive Council (EC) serves as the Agency's senior decision-making body. The EC typically addresses decisions affecting the Agency's high-level strategy, organization, governance, budget, and stakeholder management and advises the Administrator on any topic at the Administrator's discretion.

3.3.2 APPLICABILITY/SCOPE.

The scope and authority of the EC encompasses all activities conducted by NASA, with intrinsic functions of the EC enumerated in 3.3.5. In addition, EC decision thresholds are based on the Administrator's preference and Section 6.1, Decision Thresholds of the Agency Governance Councils. Such thresholds trigger the consideration of issues from the other Agency Councils to the EC, as well as agenda topics requested by EC members. NASA leaders are responsible to the EC for implementation of decisions made within this scope and authority.

3.3.3 AUTHORITY.

a. The National Aeronautics and Space Act, as amended, 51 U.S.C. § 20113.
b. NPD 1000.0, NASA Governance and Strategic Management Handbook.

3.3.4 GOVERNANCE COUNCIL AFFILIATION.

3.3.4.1 The EC is the Agency's senior decision-making body and highest governing council. All other Agency Governance Councils are subordinate to the EC. These include:

a. Acquisition Strategy Council (ASC).
b. Agency Program Management Council (APMC).
c. Mission Support Council (MSC).

3.3.4.2 The following subordinate governance bodies have delegated decision authority and align to the EC:

a. Communications Coordinating Board.
b. STEM Engagement Board (charter pending).
c. Cross-Directorate Federated Board.

3.3.5 FUNCTIONS.

3.3.5.1 The EC addresses decisions affecting the Agency's high-level strategy, organization, governance, budget, and stakeholder management; decisions escalated from subordinate bodies per Section 6.1; and topics requested at the Administrator's discretion. Specifically, the EC functions include:

a. Strategy

(1) Approves the quadrennial Agency Strategic Plan, including related performance commitments.

(2) Provides high-level strategic direction on the implementation of the Agency's missions and mission support.

b. Governance, Organization, and Roles

(1) Decides the overall structure and alignment of Agency Governance Councils and subordinate bodies.

(2) Creates, monitors, and dissolves subordinate governance bodies under its direct purview.

(3) May approve significant reorganizations that have cross-Agency impact.

(4) Approves Center roles or work assignments escalated from subordinate Agency Governance Councils due to scope or magnitude of impact.

c. Budget

(1) Approves the annual budget Strategic Programming Guidance.

(2) May provide additional strategic planning guidance during off-nominal budget years.

(3) Decides annual budget issues and overguide requests only above a certain threshold.

(4) May approve annual budget messaging and integrated budget submission to OMB.

d. Stakeholder Management

(1) Approves the Agency's communications external messaging strategy.

(2) Decides issues that will materially affect Administration or key Congressional priorities.

(3) Decides issues that will attract significant media or public scrutiny.

(4) Approves the Agency's STEM Engagement strategy.

e. Other issues

(1) Decides additional issues by exception as defined in Section 6.1, Decision Thresholds of the Agency Governance Councils.

(2) Decides additional issues as requested by the Administrator, as recommended by other Agency Governance Councils or subordinate governance bodies directly aligned to the EC or as escalated through the appeals process documented in each Agency Governance Council charter.

3.3.6. MEMBERSHIP.

3.3.6.1 The following officials serve as EC members and attend all EC meetings:

a. Administrator (Chair).
b. Deputy Administrator (Alternate Chair).
c. Chief of Staff (Convener).
d. Associate Administrator.
e. Deputy Associate Administrator.
f. Associate Administrator for Legislative and Intergovernmental Affairs.
g. Associate Administrator for Communications.
h. Chief Financial Officer.
i. General Counsel.

3.3.6.2 The EC Chair retains the discretion to expand the attendance at any EC meeting for any particular matter. This could include Chairs or members of other Councils, as a whole or individually, as well as any other individuals the EC Chair deems necessary to include in the EC deliberations.

3.3.6.3 An EC meeting extended to include all Officials-in-Charge and Center Directors is termed a "fully Extended Executive Council" and replaces the Senior Management Council (SMC).

3.3.7 MEETINGS.

3.3.7.1 Conduct of Meetings.

a. The NASA Administrator chairs the EC. The NASA Chief of Staff selects a Director, Office of the Executive Secretariat (OES), who serves as or appoints an EC Executive from OES. The EC Executive facilitates the planning, assessment, analysis, preparation, and follow-through for all matters considered by the EC in consultation with the EC Chair and Chief of Staff.

b. The EC meets as needed, with the agenda coordinated by the EC Executive, in consultation with the EC Chair and Chief of Staff. Meeting agendas and materials shall be made available to members in advance of the meeting with sufficient lead time to allow members to review and prepare.

3.3.7.2 Decisions, Minutes and Actions.

The EC Chair is the sole decision authority; all other members and invitees are advisory. Decisions shall be documented through formal minutes and decision memoranda signed by the Chair. Dissenting opinions shall be recorded. Actions shall be tracked to closure.

3.3.7.3 Appeal of Decisions.

EC decisions are final. Appeals should be rare and based on extraordinary circumstances, such as significant underlying facts having changed since an issue was considered by the EC decision process. Appeals must come from an Official-in-Charge or Center Director and will be directed to the Director, OES with a concise description of the circumstances. The Director, OES and EC Executive will confer with the EC Chair and Chief of Staff to determine whether the circumstances warrant EC reconsideration. If an appealed decision is not reconsidered, the individual may raise related issues of significance warranting review by the EC. The Chief of Staff will confer with the EC Chair and determine whether the related issue warrants EC consideration.

3.3.8 DURATION.

The EC will remain in existence indefinitely.

3.3.9 ASSESSMENT.

3.3.9.1 The EC shall perform routine assessments of the effectiveness of the Council in achieving objectives set forth in this Charter, no less than every two years. To determine the effectiveness, the Executive will evaluate the following and make appropriate recommendations to the EC Chair on operations of the EC or its subordinate bodies:

a. Effectiveness in meeting chartered functions. The Executive will assess the overall effectiveness in conducting the business of the Council as defined in this Charter. The assessment will consider whether matters within the EC's chartered purview were consistently dispositioned in the Council, the overall alignment of EC topics to enumerated charter functions, and other factors as considered relevant. The Executive will assess whether governance gaps exist which might warrant adjustments to agenda planning, or modifications to the charter.

b. Outcomes. The Executive will track the rate of successful and timely implementation of decisions made in the EC.

c. Decision-making focus. The Executive will track the extent of agenda items which are decisional versus non-decisional and compare against external benchmarks.

d. Effective delegation. The Executive will consider assessments of other governance bodies directly aligned to the EC, the proportion of EC topics aligned to core functions (3.3.5a-d) versus ad-hoc or escalated (3.3.5e), and the appropriateness of escalated topics.

e. Effectiveness of the decision-making process. The Executive will monitor the inclusiveness, adequateness of evidentiary support, effectiveness of individual decision processes, and adequacy of decision documentation, as decisions are made, and periodically solicit feedback from participants

3.3.10 RECORDS.

OES is responsible for appropriate maintenance of EC records, to include decontrol and archival of final EC minutes and decision memoranda with the National Archives and Records Administration.

3.4 Acquisition Strategy Council Charter

3.4.1 PURPOSE. The Acquisition Strategy Council (ASC) serves as the Agency's senior decision-making body for matters of long-term, annual, and tactical acquisition strategy planning; and for matters of policy and performance assessment pertaining to the Agency's acquisition approaches.

3.4.2 APPLICABILITY/SCOPE.

3.4.2.1 The scope and authority of the ASC includes the strategic acquisition process as defined in NPD 1000.5, Policy for NASA Acquisition, which addresses both mission and mission-enabling scope, not restricted by procurement or partnership mechanism. The scope includes long-term, annual, and tactical acquisition strategy planning. In addition, ASC decision thresholds are based on the Chair's preference and as defined in Section 6.1, Decision Thresholds of the Agency's Governing Councils.

3.4.2.2 The ASC scope does not include: decision authority over precedent-setting international partnerships as reserved by the Executive Council (EC), over classified interagency partnerships, over Principal Investigator-class research or science missions, or any decision authority otherwise granted to other Agency Governance Councils. The scope does not include or replace Procurement Strategy Meetings.

3.4.2.3 The ASC is intended to serve as a forum for discussions on the strategic management of acquisition and the industrial base, per charter functions below. This scope may include matters of Agency policy, at the Chair's discretion. Matters of implementing process and procedure are not intended to be included in its scope.

3.4.2.4 NASA leaders are responsible to the ASC for implementation of decisions made within this scope and authority.

3.4.3 AUTHORITY.

a. The National Aeronautics and Space Act, as amended, 51 U.S.C. § 20113.

b. NPD 1000.0, NASA Governance and Strategic Management Handbook.

c. NPD 1000.5, Policy for NASA Acquisition.

3.4.4 GOVERNING COUNCIL AFFILIATION.

3.4.4.1 The ASC reports to the EC.

3.4.4.2 The following subordinate governance body provides recommendations or advice to the ASC: JPL Governance Board (JGB).

a. JPL Governance Board.
b. Supply Chain Resiliency Board.

3.4.5 FUNCTIONS.

3.4.5.1 The ASC formulates and recommends annual Agency integrated acquisition strategy options in order to inform budget development and decides Center Role assignments for mission needs. The ASC guides analysis of alternatives and decides acquisition strategy for certain major acquisitions, partnerships, or portfolio adjustments. The ASC monitors the Agency's strategic acquisition environment, formulates recommendations on Agency approaches to respond to environmental change, and evaluates the integrated performance of NASA's acquisition policies and strategies.

a. Agency Planning

(1) Evaluates mission needs, external and internal acquisition options. Based on evaluations, may recommend high-level guidance to the EC to inform formulation of the budget Strategic Programming Guidance (SPG).

(2) May decide Center Roles, as documented in Section 6.2 in cases where Mission Directorates and Center Directors cannot achieve agreement.

b. Specific Acquisition Strategy Approval

(1) Evaluates and provides guidance for future decisions, per NPD 1000.5 and NAII 1000.1.

(2) Decides Agency-level Acquisition Strategy Meetings, following thresholds and requirements specified in NPD 1000.5 and NAII 1000.2.

(3) Decides authority to proceed with final formulation of certain external partnerships, following thresholds specified in Section 6.1, Decision Thresholds of the Agency's Governing Councils, prior to formal or implied commitment to external partners. May decide issues of Agency partnership policy surfaced by proposed partnerships.

c. Policy, Integration, and Performance

(1) May decide or provide guidance on significant additions or changes to Agency acquisition policies, under the scope of the strategic acquisition process defined in NPD 1000.5.

(2) May decide significant changes to Agency partnership policy, as recommended by the Director, Partnerships Office or Associate Administrator for International and Interagency Relations.

(3) Should monitor the capability and capacity of external suppliers and partners to contribute to the achievement of NASA's missions, including both domestic and international, and both industry and non-industry partners.

(4) Should monitor significant developments in the aerospace industry and supply chain which might impact NASA's mission.

(5) Should evaluate the integrated performance of NASA's acquisition strategies and monitor the integrated performance of major suppliers.

3.4.6 MEMBERSHIP.

The following officials serve as core ASC members and will attend all ASC meetings:

a. Associate Administrator (Chair).

b. Chief Acquisition Officer (Alternate Chair; currently, the Deputy Administrator).

c. Deputy Chief Acquisition Officer and Senior Procurement Executive (currently, Assistant Administrator for Procurement).

d. Chair, Agency Program Management Council (currently, the Associate Administrator).

e. Chief Program Management Officer.

f. General Counsel.

g. Chief Financial Officer.

h. Mission Directorate Associate Administrators.

i. Chief Engineer.

j. Chair, Mission Support Council (currently, the Deputy Associate Administrator)

k. Associate Administrator for Mission Support

l. Chief Information Officer.

m. Associate Administrator for Legislative and Intergovernmental Affairs.

n. Deputy Chief Financial Officer for Appropriations.

The ASC Chair retains the discretion to expand the attendance at any ASC meeting for any particular matter, including, but not limited to, the following officials who may have significant stakes under NPD 1000.5. These officials will be proactively considered for inclusion in specific ASC meetings based on the nature of topics.

a. Center Directors with Primary Center Roles in the meeting topic area, as assigned per Section 6.2.

b. Center Directors with Supporting Center Roles in the meeting topic area, as assigned per Section 6.2.

c. Associate Administrator for International and Interagency Relations.

d. Associate Administrator for Communications.

e. Associate Administrator for STEM Engagement.

f. Associate Administrator for Small Business Programs.

g. Chief, Safety and Mission Assurance.

h. Chief Health and Medical Officer.

i. Associate Administrator for Technology, Policy and Strategy.

j. Chief Scientist and Senior Climate Advisor.

k. Chief Human Capital Officer.

l. Assistant Administrator for Strategic Infrastructure.

m. Director, NASA Office of JPL Management and Oversight.

n. Principal Advisor for Enterprise Protection.

o. Director, Partnerships Office, Mission Support Directorate.

3.4.7 MEETINGS.

3.4.7.1 Conduct of Meetings. The NASA Chief of Staff selects a Director, Office of the Executive Secretariat (OES), who serves as or appoints an ASC Executive from OES. The Executive facilitates the planning, assessment, analysis, preparation, and follow-through for all matters considered by the ASC in consultation with the ASC Chair.

3.4.7.2 Meetings. The ASC meets as needed, with the agenda coordinated by the Executive in consultation with the ASC Chair. Meetings shall be no less than annual. Meeting agendas and meeting materials will be made available to members in advance of each meeting with sufficient lead time to allow members to review and prepare. For topic recommenders, advance consultation of key internal NASA stakeholders is expected. Meeting materials will be labelled and controlled appropriate to their sensitivity level. The attendance policy for non-members to ASC meetings, is participation by invitation of the Chair only, and all invitations must be finalized prior to the meeting. Based on the distributed agenda and prior to distribution of meeting materials, all invitees are required to identify and self-recuse themselves from any topic which may comprise a personal conflict of interest, via notification to the ASC Executive.

3.4.7.3 Decisions and Minutes. The ASC Chair is the sole decision authority; all other members and invitees are advisory. Decisions will be documented through formal minutes and decision memoranda signed by the Chair. Dissenting opinions will be recorded. In general, ASC minutes and decision memoranda are not intended for distribution beyond the meeting participants except as decided by the Chair. The Chair should determine and communicate any redistribution restrictions at the time of each decision. Actions will be tracked to closure.

3.4.7.4 Appeal of Decisions. ASC decisions are final. Appeals should be rare and based on extraordinary circumstances, such as significant underlying facts having changed since an issue was considered by the ASC decision process. Appeals must come from an Official-in-Charge or Center Director and will be directed to the ASC Executive with a concise description of the circumstances. The ASC Executive will confer with the ASC Chair to determine whether the circumstances warrant ASC reconsideration. If an appealed decision is not reconsidered, the individual may request review by the EC. The Chief of Staff will confer with the ASC Chair, ASC Executive and EC Executive and determine whether the issue warrants EC consideration of appeal.

3.4.8 DURATION.

The ASC will remain in existence indefinitely.

3.4.9 ASSESSMENT.

3.4.9.1 The ASC shall perform routine assessments of the effectiveness of the Council in achieving objectives set forth in this Charter, no less than every two years. To determine the effectiveness, the Executive will evaluate the following and make appropriate recommendations to the ASC Chair on operations of the ASC or its subordinate bodies:

a. Effectiveness in meeting chartered functions. The Executive will assess the overall effectiveness in conducting the business of the Council as defined in this charter. The assessment will consider whether matters within the ASC's chartered purview were consistently dispositioned in Council, the overall alignment of ASC topics to enumerated charter functions, and other factors as considered relevant. The Executive will assess whether governance gaps exist which might warrant adjustments to agenda planning, or modifications to the charter.

b. Outcomes. The Executive will track the rate of successful and timely implementation of decisions made in the ASC.

c. Decision-making focus. The Executive will track the extent of agenda items which are decisional versus non-decisional, and compare against external benchmarks.

d. Effective delegation. Assessment will not include the effectiveness of ASMs for which decision authority has been delegated to a Mission Directorate or Mission Directorate Program Management Councils (DPMC). Assessment should include effectiveness of the Mission Support Directorate in exercising delegated authority for some partnership matters previously within the now-retired Partnership.

e. Council scope. Assessment should consider any subordinate governance bodies directly aligned to the ASC.

f. Effectiveness of the decision-making process. The Executive will monitor the inclusiveness, adequateness of evidentiary support, effectiveness of individual decision processes, and adequacy of decision documentation, as decisions are made, and periodically solicit feedback from participants.

3.4.10 RECORDS. OES is responsible for appropriate maintenance of ASC records, including this Charter, to include decontrol and archival of final ASC minutes and decision memoranda with the National Archives and Records Administration.

3.5 Agency Program Management Council Charter

3.5.1 PURPOSE. The Agency Program Management Council (APMC) serves as the Agency's senior decision-making body regarding the execution of the Agency's mission portfolio and enabling programmatic and technical capabilities.

3.5.2 APPLICABILITY/SCOPE.

3.5.2.1 The scope of the APMC encompasses those decisions and briefings needed to support the Associate Administrator in execution of their Decision Authority for NASA programs and projects under NPR 7120.5, NASA Space Flight Program and Project Management Requirements, and NPR 7120.8, NASA Research and Technology Program and Project Management Requirements. The scope also includes oversight over those programmatic and technical capabilities needed to execute NASA's mission, those activities needed to ensure that independent technical authority within the Agency is effectively implemented, and those activities needed to advise the Administrator on acceptance and management of risk within the NASA mission portfolio. NASA leaders are responsible to the APMC for implementation of decisions made within this scope and authority.

3.5.2.2 Governance of these activities is delegated except in cases where decisions require high degrees of integration, visibility, and approval, as determined by the Chair, by Agency Decision Thresholds, or by NPR 7120.5 or NPR 7120.8. Thresholds triggering escalation of issues from line organizations to the APMC, and from the APMC to the EC, are defined in Section 6.1, Decision Thresholds of the Agency's Governing Councils.

3.5.3 AUTHORITY.

a. The National Aeronautics and Space Act, as amended, 51 U.S.C. § 20113.

b. NPD 1000.0, NASA Governance and Strategic Management Handbook.

3.5.4 GOVERNANCE COUNCIL AFFILIATION.

3.5.4.1 The APMC reports to the Executive Council (EC).

3.5.4.2 The following subordinate governance bodies exercise decision authority delegated from the APMC:

a. Mission Directorate Program Management Councils (DPMCs).
b. Program/Project Management Board.
c. Enterprise Protection Board.
d. Chief Health and Medical Officer Management Board.

3.5.5 FUNCTIONS.

The APMC supports the Associate Administrator in assessing execution of Agency programs and projects, ensures that NASA maintains a healthy and functioning independent review framework, monitors the health of Agency program management capabilities, decides the roles and priorities of Agency technical capabilities, supports the implementation of Independent Technical Authority, and makes formal recommendations to the Administrator on topics of significant mission risk acceptance. Specifically, the APMC implements the following key functions:

a. Agency Program and Project Implementation.

(1) Decides Key Decision Point (KDP) completion for all programs under its Decision Authority, including Program Implementation Reviews (PIR). Decides KDP completion for all projects under its Decision Authority.

(2) May review special and out-of-cycle assessments for Agency portfolios, programs, and projects at the discretion of the Chair.

(3) Ensures the Agency maintains and implements a framework for independent review of programs and projects and includes both programmatic authority and technical authority in independent review. Annually approves the independent review manifest and schedule, and tracks and approves any requested schedule changes from the approved manifest.

(4) Through the Program/Project Management Board, approves proposed NPR 7120.5 or 7120.8 tailoring by programs or projects.

b. Agency Programmatic, Technical, and Mission Capabilities.

(1) Monitors the health of the Agency's program management capabilities and supporting business and systems engineering capabilities.

(2) Supports the capture, communication, and retention of Agency lessons learned and, at the Chair's discretion, may request Lessons Learned activities for selected major programs, projects, or other activities.

(3) Decides recommendations from Capability Leaders and provides relevant direction to the annual budget Strategic Programming Guidance.

c. Risk Management, Risk Acceptance, and Independent Technical Authority.

(1) Recommends human safety risk thresholds to the EC.

(2) Recommends approval for launch of nuclear systems to the Administrator.

(3) May monitor topics as needed to support the Chief Engineer, Chief, Safety and Mission Assurance, and Chief Health and Medical Officer in implementing their Agency Technical Authority roles.

d. Governance

(1) Creates, monitors, and dissolves subordinate Councils, Boards, Panels, or Committees under its purview in order to support implementation of its Charter.

(2) Oversees the development of major policies which may have Agency-wide programmatic or technical impact and may decide key issues arising from them.

3.5.6 MEMBERSHIP.

3.5.6.1 The membership of the APMC includes the following positions whose attendance is required:
a. Associate Administrator (Chair).
b. Chief Acquisition Officer (currently, the Deputy Administrator).
c. Chief Program Management Officer.
d. Chief Financial Officer.
e. Performance Improvement Officer.
f. Assistant Administrator for Procurement.
g. Associate Administrator for Aeronautics Research Mission Directorate.
h. Associate Administrator for Space Operations Mission Directorate.
i. Associate Administrator for Explorations Systems Development Mission Directorate.
j. Associate Administrator for Science Mission Directorate.
k. Associate Administrator for Space Technology Mission Directorate.
l. Chief Engineer.
m. Chief, Safety and Mission Assurance.
n. Chief Health and Medical Officer.
o. Center Directors.
p. Chair, Mission Support Council (currently, the Deputy Associate Administrator).
q. Associate Administrator for Mission Support.
n. Chief Information Officer.

3.5.6.2 The chair may invite non-members to the APMC. The Chair may close meetings to invitees at his/her discretion. The following officials are often invited to attend the APMC:

a. Administrator.
b. Deputy Administrator.
c. Chief of Staff.
d. Associate Administrator for Space Security Interests.
e. Chief Human Capital Officer.
f. Principal Advisor for Enterprise Protection.
g. Associate Administrator for Communications.
h. Associate Administrator for Legislative and Intergovernmental Affairs.
i. Associate Administrator for International and Interagency Affairs.
j. Associate Administrator for Small Business Programs.
k. Assistant Administrator for Strategic Infrastructure.
l. Director, NASA Office of JPL Management and Oversight.
m. General Counsel.
n. Chief Scientist and Senior Climate Advisor.
o. Associate Administrator for Technology, Policy and Strategy.

3.5.6.3 Additional membership, joint, and focused meetings. Due to the highly integrated nature of Agency missions and mission support, it is occasionally beneficial and necessary to have the APMC jointly convene with another Agency Governance Council to address topics relevant to both Councils. If the Chairs cannot reach joint resolution on decision items, the item will be elevated to the EC for a decision.

3.5.6.4 The APMC may convene with a reduced subset of all members in order to conduct highly focused, informational programmatic or technical reviews on a specific program or project at the discretion of the Chair (see 3.5.5a(2) above).

3.5.7 MEETINGS.

3.5.7.1 Conduct of Meetings. The NASA Associate Administrator Chairs the APMC. The APMC generally meets monthly for regular sessions and as necessary for emergent, time-critical matters. Meeting agendas and materials will be made available to members in advance of the meeting with sufficient lead time to allow members to review and prepare. The NASA Chief of Staff selects a Director, Office of the Executive Secretariat (OES), who appoints an APMC Executive from OES. The Executive facilitates the planning, assessment, analysis, preparation, and follow-through for all matters considered by the APMC in consultation with the APMC Chair.

3.5.7.2 Decisions, Minutes and Actions. The APMC Chair holds sole decision-making authority; all other members and participants are advisory. Council minutes will be maintained and published. Decisions will be documented through formal minutes and decision memoranda signed by the Chair. Dissenting opinions will be recorded. Actions shall be tracked to closure.

3.5.7.3 Appeal of Decisions. APMC decisions are final. Appeals should be rare and based on extraordinary circumstances, such as significant underlying facts having changed since an issue was considered by the APMC decision process. Appeals must come from Officials in Charge or Center Directors and will be directed to the APMC Executive with a concise description of the circumstances. The APMC Executive will confer with the APMC Chair to determine whether the circumstances warrant APMC reconsideration. If an appealed decision is not reconsidered, the individual may raise issues of significance warranting review by the EC. The Chief of Staff will confer with the APMC Chair, EC Chair, APMC Executive and EC Executive and determine whether the issue warrants EC consideration.

3.5.8 DURATION.

The APMC will remain in existence indefinitely.

3.5.9 ASSESSMENT.

3.5.9.1 The APMC shall perform routine assessments of the effectiveness of the Council in achieving objectives set forth in this Charter, no less than every two years. To determine the effectiveness, the Executive will evaluate the following and make appropriate recommendations to the APMC Chair on operations of the APMC or its subordinate bodies:

a. Effectiveness in meeting chartered functions. The Executive will assess the overall effectiveness in conducting the business of the Council as defined in this Charter. The assessment will consider whether matters within the APMC's chartered purview were consistently dispositioned in the Council, the overall alignment of APMC topics to enumerated charter functions, and other factors as considered relevant. The Executive will assess whether governance gaps exist which might warrant adjustments to agenda planning, or modifications to the charter.

b. Outcomes. The Executive will track the rate of successful and timely implementation of non-KDP decisions made in the APMC.

c. Decision-making focus. The Executive will track the extent of agenda items which are decisional versus non-decisional and compare against external benchmarks.

d. Effective delegation. The Executive will consider assessments of other governance bodies directly aligned to the APMC, the proportion of APMC topics aligned to core functions versus ad-hoc or escalated, and the appropriateness of escalated topics.

e. Effectiveness of the decision-making process. The Executive will monitor the inclusiveness, adequateness of evidentiary support, effectiveness of individual decision processes, and adequacy of decision documentation, as decisions are made, and periodically solicit feedback from participants.

3.5.10 RECORDS. OES is responsible for appropriate maintenance of APMC records, including this Charter, to include decontrol and archival of final APMC minutes and decision memoranda with the National Archives and Records Administration.

3.6 Mission Support Council Charter

3.6.1 PURPOSE. The Mission Support Council (MSC) serves as the Agency's senior decision-making body regarding the integrated Agency mission support portfolio. The MSC assesses and determines mission support requirements to enable the successful accomplishment of the Agency's mission.

3.6.2 APPLICABILITY/SCOPE.

3.6.2.1 The scope and authority of the MSC encompasses all mission support activities conducted by NASA. This includes, but is not limited to, facilities, workforce, information technology (IT), infrastructure, capability portfolios (NPD/NPR 8600.1), and associated investments and divestments. It further includes all mission support policy areas. NASA leaders are responsible to the MSC for implementation of decisions made within this scope and authority.

3.6.2.2 The MSC makes decisions on mission support issues that require a high degree of integration, are highly visible, or require a higher authority than that granted to line organizations. Governance of these activities is otherwise typically delegated. Thresholds triggering escalation of issues from the line organization to the MSC and from the MSC to the EC, are defined in Section 6.1, Decision Thresholds of the Agency Governance Councils.

3.6.3 AUTHORITY.

a. The National Aeronautics and Space Act, as amended, 51 U.S.C. § 20113.

b. NPD 1000.0, NASA Governance and Strategic Management Handbook.

3.6.4 GOVERNANCE COUNCIL AFFILIATION.

3.6.4.1 The MSC reports to the Executive Council (EC).

3.6.4.2 The following subordinate governance bodies exercise decision authority delegated from the MSC:

a. Mission Support Program Management Council.
b. Strategic Infrastructure Board.
c. Internal Controls Review Board (charter pending).

3.6.5 FUNCTIONS.

3.6.5.1 The MSC establishes the overall strategy, framework, and structure for Agency mission support, initiates and oversees Agency-wide initiatives to establish effective and efficient institutional services, establishes Agency capability portfolios and decides key issues in their management, decides mission support issues above certain thresholds, and recommends or decides certain issues involving significant Agency risk exposure. Specifically, the MSC implements the following key functions:

a. Strategic Management

(1) Establishes mission support priorities and reviews the strategies for information technology, facilities, workforce, capability portfolios and other mission support components.

(2) May approve certain policies, processes, or delegation structures needed to implement Agency-wide mission support objectives.

(3) Creates, monitors, and dissolves subordinate governance bodies under its purview.

(4) Directs and approves the creation, transition or termination of Agency capability portfolios.

b. Performance and Improvement Initiatives

(1) Approves the overall framework and approach for Agency-wide initiatives to establish effective and efficient institutional services.

(2) Provides broad direction on institutional service areas to improve and may decide whether to act on initial business cases for institutional services improvement initiatives. MSC recommends to EC any business case decisions which have high stakeholder visibility or impact or which alter the roles and responsibilities of Senior Leadership or other Agency Governance Councils.

(3) May approve implementation plans for institutional services improvement initiatives.

(4) Reviews and assesses outcomes and lessons learned from institutional services improvement initiatives.

(5) Provides high-level direction or decisions as needed on strategic sourcing and shared services.

c. Operational Decisions

(1) Has Decision Authority over certain institutional programs or projects, as informed by NPR 7120.7. Decision Authority may be delegated in whole or in part.

(2) Approves infrastructure (facilities and information technology) investments or divestments above certain thresholds, per Section 6.1).

(3) Decides reclama requests to change the divestment status of specific infrastructure.

(4) Approves the Agency Master Plan.

(5) Reviews Center Workforce Master Plans.

(6) Approves significant changes to Capability Portfolios above certain thresholds, per Section 6.1.

d. Risk, Internal Controls, and Liability

(1) Recommends acceptance of the annual Statement of Assurance to the Administrator.

(2) Monitors or decides institutional issues which have high legal or partnership liability or exposure.

3.6.6 MEMBERSHIP

3.6.6.1 The following officials serve as Core MSC members and attend all meetings:

a. Deputy Associate Administrator (Chair).
b. Associate Administrator.
c. Associate Administrator for Mission Support.
d. Deputy Chief Financial Officer.
e. Chief Information Officer.
f. Chief, Safety and Mission Assurance.

3.6.6.2 Extended MSC membership and joint meetings.

a. MSC membership may be extended for any topic up to and including all HQ Officials in Charge and Center Directors.

b. Due to the highly integrated nature of Agency missions and mission support, it is occasionally beneficial and necessary to have the MSC jointly convene with another Agency Governance Council to address topics relevant to both Councils. If the Chairs cannot reach joint resolution on decision items, the item will be elevated to the EC for a decision.

3.6.7 MEETINGS

3.6.7.1 Conduct of Meetings. The NASA Deputy Associate Administrator Chairs the MSC. The MSC meets as needed, typically once a month and no less than annually. Meeting agendas and materials shall be made available to members in advance of the meeting with sufficient lead time to allow members to review and prepare. The NASA Chief of Staff selects a Director, Office of the Executive Secretariat (OES), who appoints an MSC Executive from OES. The Executive facilitates the planning, assessment, analysis, preparation, and follow-through for all matters considered by the MSC in consultation with the MSC Chair.

3.6.7.2 Decisions, Minutes and Actions. The MSC Chair holds sole decision-making authority; all other members and participants are advisory. Decisions shall be documented through formal decision memoranda signed by the Chair. Dissenting opinions shall be recorded. Actions shall be tracked to closure.

3.6.7.3 Appeal of Decisions. MSC decisions are final. Appeals should be rare and based on extraordinary circumstances, such as significant underlying facts having changed since an issue was considered by the MSC decision process. Appeals must come from Officials in Charge or Center Directors and shall be directed to the MSC Executive with a concise description of the circumstances. The MSC Executive will confer with the MSC Chair to determine whether the circumstances warrant MSC reconsideration. If an appealed decision is not reconsidered, the individual may raise issues of significance warranting review by the EC. The Chief of Staff will confer with the MSC Executive, EC Executive, MSC Chair and EC Chair and determine whether the issue warrants EC consideration.

3.6.8 DURATION

The MSC will remain in existence indefinitely.

3.6.9 ASSESSMENT.

3.6.9.1 The MSC shall perform routine assessments of the effectiveness of the Council in achieving objectives set forth in this Charter, no less than every two years. To determine the effectiveness, the Executive will evaluate the following and make appropriate recommendations to the MSC Chair on operations of the MSC or its subordinate bodies:

a. Effectiveness in meeting chartered functions. The Executive will assess the overall effectiveness in conducting the business of the Council as defined in this Charter. The assessment will consider whether matters within the MSC chartered purview were consistently dispositioned in the Council, the overall alignment of MSC topics to enumerated charter functions, and other factors as considered relevant. The Executive will assess whether governance gaps exist which might warrant adjustments to agenda planning or modifications to the charter.

b. Outcomes. The Executive will track the rate of successful and timely implementation of decisions made in the MSC.

c. Decision-making focus. The Executive will track the extent of agenda items which are decisional versus non-decisional and compare against external benchmarks.

d. Effective delegation. The Executive will consider assessments of other governance bodies directly aligned to the MSC, the proportion of MSC topics aligned to core functions versus ad-hoc or escalated, and the appropriateness of escalated topics.

e. Effectiveness of the decision-making process. The Executive will monitor the inclusiveness, adequateness of evidentiary support, effectiveness of individual decision processes, and adequacy of decision documentation, as decisions are made, and periodically solicit feedback from participants.

3.6.10 RECORDS.

OES is responsible for appropriate maintenance of MSC records, including this Charter, to include decontrol and archival of final MSC minutes and decision memoranda with the National Archives and Records Administration.

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