Revised "Go-to" Ceilings

TO: Officials-in-Charge of Headquarters Offices
FROM: A/Administrator
SUBJECT: Revised “Go-to” Ceilings
The recommendations presented on July 12,1996, have been accepted, and the enclosed “go to” ceilings for each Headquarters organizations are established. The following guidelines are provided for use in the development of implementation plans for the new Headquarters structure. These guidelines address the functions to be performed in the “go to” Headquarters organization. However, all individuals currently occupying positions within transferring organizations will be accommodated.

– The Exobiology program will remain in Code S. However, there is a concern that the Agency continues to focus primarily on the physical sciences. Code S, in conduction with Code U, is tasked to develop a plan to expand the biological sciences presence within the Agency and integrate it into all of the NASA Enterprises.
– Code M will have the lead in developing an implementation plan to organizationally integrate the functions from the Office of Space Communications into Code M. The plan must define an appropriate management level to provide adequate visibility to our customers from within the Code and must define the appropriate job requirements and leadership characteristics.
– In general, space technology development activities will be fully aligned with and integrated into the strategic mission of our Enterprises. Fundamentally, NASA had transitioned from an Agency that was leading technology development in the nation to an operational organization that, in many cases, simply repackaged existing technology. We have a good start on a path to refocus the organization on research and development. We must continue on that path. Science goals will drive programmatic requirements, thus defining the necessary technology development. We will not support overlapping technologies within the Agency. We will strive for a balance between near-, mid-, and long-term technologies. The responsibilities for revolutionizing NASA technology will now shift to the Enterprise Associate Administrators, the individuals who are defining the programmatic requirements. In accordance with these principles, the following organizations will assume responsibility for the designated Code X division functions and lead the development of implementation plans. Implementation plans must be developed with input from all the Enterprises and must include a description of proposed funding relationships. Some realignment of the content within these assignments may be required based on implementation planning. The plans must be provided to Code AE for consolidation by August 16, 1996.
– Code R Commercial Development and Technology Transfer
– Code S Spacecraft Systems
– Code U Space Processing
– The Space Transportation division within Code X will be established as a separate Headquarters organization.
– Code AE is assigned the action to develop a recommendation for an agency wide technology strategy that will result in continued internal coordination and adequate support to our external customers. The proposal must include a recommendation for the organizational location of this Agency wide responsibility and designation of appropriate representation of small business interests in technology. The proposal must also address the disposition of the Advanced Concepts organization from Code X. The Advanced Concepts organization will remain in Code X pending the outcome of the Chief Engineer’s recommendation.
As stated in the briefing on July 12, 1996, in addition to developing the implementation plans outlined above, each Associate Administrator must now provide an assessment of the impact of reaching their revised “go to” ceiling by October 1, 1997. You are requested to proved a second assessment of the earliest date by which your organization could achieve its revised “go to” ceiling without initiating a Reduction-in-Force. These assessments must be developed for each of the following assumptions:
– No buyout is available to the Agency
– A $25,000 buyout is available by October 1, 1996
By accepting the “go to” numbers as recommended, we have put in place a stronger Headquarters, with clarified roles and responsibilities. I am convinced there is adequate flexibility within the total Headquarters ceiling for skill mix adjustments. We will continue to encourage rotational assignments for Headquarters senior managers to the Field Centers and vice versa. Implementation planning is to begin immediately and will be coordinated by Chris Christensen. Plans must be submitted to Mr. Christensen no later than August 23, 1996. I look forward to working with you as we continue to achieve our goals for a reinvented NASA.
Daniel S. Goldin
Enclosure
cc:
Directors, NASA Field Installation
Director, Jet Propulsion Laboratory
Officials-in-Charge of Headquarters Offices:
AI/Gen. Dailey
AT/Mr. Mott
AE/Dr. Mulville
AO/Mr. West
AS/Dr. Cordova
B/Mr. Holz
C/Mr. Christensen
E/Mr. Reese (Acting)
F/Gen. Armstrong
H/Ms. Lee
I/Mr. Shumacher
J/Ms. Cooper
K/Mr. Thomas
L/Mr. Lawrence
M/Mr. Trafton
O/Dr. Lundy (Acting)
P/Ms. Boeder
Q/Mr. Gregory
R/Dr. Whitehead
S/Dr. Huntress
U/Dr. Nicogossian (Acting)
W/Ms. Gross
X/Dr. Mansfield
Y/Mr. Townsend (Acting)
Z/Mr. Ladwig
Directors, NASA Field Installations:
ARC/Dr. McDonald
DFRC/Mr. Szalai
GSFC/Mr. Rothenberg
JSC/Mr. Abbey
KSC/Mr. Honeycutt
LaRC/Mr. Holloway
LeRC/Mr. Campbell
MSFC/Dr. Littles
SSC/Mr. Estess
Director, Jet Propulsion Laboratory:
Dr. Stone