NASA’s FY 2007 Budget Outlook February 23, 2006 | AIAA National Capital Section Brian Chase, Assistant Administrator for Legislative Affairs

2 FY 2007 Budget Request Summary NASA’s FY 2007 budget request demonstrates the President’s continued commitment to the Vision for Space Exploration. –Slight reduction in FY06 appropriation due to rescissions, and 3.2% growth * in FY07 with outyear budgets increasing at about the rate of inflation. NASA is implementing the priorities of Congress and the President within the resources requested. –NASA will continue assembly of the International Space Station with the minimum number of Space Shuttle flights necessary before its retirement by –Pending the results from the next test flight STS-121, NASA will determine whether the Space Shuttle can safely conduct a fifth servicing mission to the Hubble Space Telescope. –NASA will bring the Crew Exploration Vehicle on-line no later than 2014, and potentially much sooner. –NASA is seeking commercial industry proposals for the demonstration of commercial means to deliver cargo and/or crew to the International Space Station. –NASA’s FY2007 budget provides $5.3 billion for NASA’s Science Mission Directorate (a 1.5% increase over FY2006), $724 million for Aeronautics Research, $197 million for Innovative Partnerships, and $153 million for Education Programs. *not including $350 million FY 2006 emergency supplemental for Hurricane Katrina.

3 FY 2007 Budget Request

4 FY 2007 Budget Highlights Exploration –NASA has now defined an architecture, and this budget request reflects specific plans for pursuing the President’s exploration vision, including development of the Crew Exploration Vehicle (CEV) and its launch system no later than 2014, and potentially much sooner. –Reductions are made to technology activities not directly contributing to near- term priorities, with funds applied to ensuring timely development of the CEV. Space Operations –Implements the results of major reviews (ESAS & S/SCOT) to define the requirements for meeting the policy objectives set forth by the President in the Vision for Space Exploration. –Retires the Space Shuttle by 2010, meets ISS commitments to our international partners, and maintains goodwill for future international cooperation. –Ensures that the Nation will have reliable, safe, and affordable access to space for NASA’s human and robotic explorers while opening new exploration and research opportunities through the extension of human presence in space.

5 FY 2007 Budget Highlights (cont’d) Science –Previously planned high growth rates in Science funding are moderated to 1.5% in FY07 and 1% per year thereafter, preserving high priority missions as well as the growth in the last 15 years as a percentage of NASA’s budget: In 1992, Science was 24% of the NASA budget. Science is 32% of the NASA budget in the FY 2007 request. –Shifts are made within the science portfolio among science disciplines, consistent with the FY 2006 Budget Amendment. –Mars exploration is kept at roughly its current level allowing missions every 26- month opportunity, while human precursor activities are shifted out. Aeronautics –This request re-establishes NASA’s dedication to mastery of Aeronautics core competencies in subsonic, supersonic, and hypersonic flight. –Focuses research on activities appropriate to NASA’s unique capabilities. –Directly addresses the needs of the Next Generation Air Transportation System in partnership with the FAA and other agencies. Cross-Agency Support Programs (new direct budget category) –Includes education activities with a renewed focus on priorities and metrics; Integrated Enterprise Management Program (IEMP), Innovative Partnerships Program, and the Shared Capability Assets Program (established to ensure that NASA’s unique facilities are adequately funded to address strategic needs).

6 Challenges Space Shuttle RTF Maintaining balanced agency portfolio Challenging budget environment Growth of earmarks –Eroding NASA’s ability to carry out its mission of space exploration and peer-reviewed scientific discovery. –Could conflict with NASA’s ability to strive to deliver the Crew Exploration Vehicle (CEV) by the earliest possible date following the 2010 retirement of the Space Shuttle as part of a balanced program of exploration –Has resulted in measurable impacts upon NASA’s ongoing Science and Education programs, including delays and/or cancellation of planned activities. –Redirection of funding outside the Agency for site-specific projects may expand the overall size of NASA’s “uncovered” workforce. NASA’s historical cost and program management credibility

7 The Growth of Earmarks

8 FY 2006 Earmarks by Directorate/Organization Mission Directorate/Organization Pre-Recission Dollar ValueNumber ARMD$97,450,00017 ESMD$157,350,00057 SMD$188,600,00039 CEO$83,775,00072 IPP$15,800,0008 Other$25,500,0005 TOTAL$568,475,000198

9 FY 2006 Earmarks by Field Center Center Pre-Recission Dollar ValueNumber ARC$25,750,00014 DFRC$6,200,0006 GRC$32,050,00027 GSFC$223,275,00058 HQ$45,700,0005 JSC$27,350,00023 KSC$1,900,0002 LaRC$51,650,00016 MSFC$87,350,00026 SSC$54,700,00017 Subtotal$555,925, Not yet assigned$12,550,0004 TOTAL$568,475,000198

10 Tackling the Challenges Reorganized Office of Legislative Affairs –Streamline structure and assign clear responsibilities –Reintegrate appropriations function within Office of Legislative Affairs (OLA) –Embed legislative specialists in the four Mission Directorates: Science, Space Operations, Exploration Systems and Aeronautics Research –Expand key Capitol Hill relationships Authorization & Appropriations Committees Center delegations Leadership, caucuses, coalitions Rank and file Members Improve orientation for new staff and Members –Broaden intergovernmental and industry outreach activities

11 Office of Legislative Affairs Assistant Administrator Deputy Assistant Administrator Authorization & Mission Support Division Outreach & Intergovernmental Affairs Division Deputy Assistant Administrator for Appropriations & Budget Appropriations & Budget Division

12 Tackling the Challenges (cont’d) First major Vision program milestone – CEV downselect More detailed workforce and infrastructure transition plans, including synergies between the Space Shuttle Program and the development activities of the CEV and launch systems Improved cost and management credibility -- NASA is continuing to refine program plans and improve cost estimates to ensure we have executable missions within the resources available to control cost growth Ensure ten healthy centers to carry out our mission of space exploration, scientific discovery, and aeronautics research –Infrastructure and assets –Center and Corporate General and Administrative costs –Workforce Continue to engage international partners and potential partners in discussions regarding roles in exploration efforts Long-term political, technical, and budgetary sustainability –Broad public support for a fiscally responsible space program –Congress has endorsed the Vision for Space Exploration