National Aeronautics and Space Administration

The Evolution of the

NASA Organization

MARCH 1985

Prepared by: Office of Management Management Processes Branch

I '

National Aeronautics and Space Adniinistratlon

NASA ADMINISTRATORS 1.958 - 1985

James M. Beggs Administrator

Dr. Robert A . Frosch Dr. James C. Fletcher 1977 - 1981 1970 - 1977

Dr. Thomas 0. Paine James E. Webb Dr. T. Keith Glennan 1968 - 1970 1961 - 1968 1958 - 1961

Preface

This document broadly describes the evolution of the NASA organization over the last twenty-six years. It depicts the changing relationships among Headquarters offices and field centers as the Agency continues to respond to national priorities and emerging technical requirements. These changes provide a broad organizational perspective against which the past can be assessed and future organizational alternatives considered.

The document is organized into two chapters. Chapter I provides an overview of organizational trends and issues. Chapter I1 is a summary of organizational changes that have occurred since 1958, the year NASA was established.

A more in depth discussion of the numerous management and policy questions that underlie the information presented can be obtained by contacting the NASA History Office. Two existing publications providing this background are Robert L. Rosholt’s A n Administrative History of NASA, 1958-196? (NASA SP-4101), 1966, and Arnold S. Levine’s Managing NASA in the Apollo Era (NASA SP-4102), 1982.

The “Evolution of the NASA Organization” will be updated following major Agency reorganizations. Questions and suggestions regarding content can be addressed to Code NIP/Management Processes Branch. This is a controlled handbook with limited distribution; additional copies can be obtained by a written request to Code NIP.

Richard G. Mulligan Chief, Management Processes Branch Office of Management

Contents

Page

NASA Administrators 1958-1985 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i

Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . I i i

Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . VI1

Chapter I . Organizational Issues and Trends . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Trends in Administrator Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

2 Relationship of Program Offices to Field Centers . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Balance Between Functional and Program Offices . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Staff Office Evolution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Planning and Policy Offices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Business Administration to Office of Management . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Adaptability of Program Offices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Chapter I1 . A NASA Organizational Chronology . . . . . . . . . . . . . . . . . . . . . . 9 1958 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 1959- 1960 1961 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 1962-1963 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 1964-1965 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 1966 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 1967-1968 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 1970-1971 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49 1972 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53 1973- 1974 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57 1976- 1977 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 1 1978 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65 1980 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69 198 1- 1982 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73 1983- 1984 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73

Summary

Over the twenty-six year history of NASA, several organizational issues have consistently posed challenging management questions for the Agency’s leadership. Essentially a decentralized organization, NASA has been an Agency whose philosophy and dynamic mission have driven the need for its field centers and their project managers to be given as much freedom and autonomy as possible to perform their work. This environment has presented Agency management with difficult organizational issues of control, coordination, reporting requirements, and the manner in which information flows between the Agency’s managers. How to balance the relationships between program offices, field centers, and institutional management has always been a challenge to NASA management. The relationships between functional and program offices, the best way to organize the Agency-wide management of programs, institutional resources, and people, and the question of planning for the future have all been organizational issues that every NASA Administrator has faced. Each Administra- tor has addressed these questions differently, subject to a number of external and internal variables, and arrived at a variety of solutions. While it appears that the restructuring and reorganization of NASA have been nearly continuous, the dynamic nature of the NASA mission and the importance of its work have created an environment where this ability to adapt has been a critical ingredient for success. Clearly the successes achieved by the Agency throughout its brief history and the nation’s significantly expanded aeronautics and space horizons attest to the effectiveness of the management philosophies and organizational arrangements chosen by NASA Administrators over the years. The extent of organizational change over the past twenty-six years can be seen by comparing the NACA-1958 and NASA-1984 charts shown on the next page.

ORGANIZATION CHART

NATIONAL ADVISORY COMMITTEE FOR AERONAUTICS

COMMITTEE ON AIRCRAFT. MISSILE. AND

S P A C E C R A F T AERODYNAMICS

Or. Hugh L. Dryden March 3, 1958

COMMITTEE O K COMMITTEE ON AIRCRAFT, MISSILE, AND AIRCRAFT. MISSILE, AND

SPACECRAFT PROPULSIOK SPACECRAFT CONSTRUCTION

I I r I

COMMITTEE ON AIRCRAFT OPERATING PROBLEMS

I I SPECLAL COMMITTEE ON H S P A C E TECHKOLOGY N A T I O N A L A D V I S O R Y C O M M I T T E E F O R A E R O N A U T I C S

INDUSTRY comuLnm COMMITTEE

I 1 I

I SUBCOMMITTEES SUBCOMMITTEES SUBCOMMITTEES I 1 I i I

DIRECTOR EXECUTIVE SECRETARY

ASSOCIATE DIRECTOR FOR RESEARCH

I I d

EXECUTIVE OFFICER I ASSISTANT DIRECTOR FOR RESEARCH (AERODYNAMICS) ASSSTANT DIRECTOR FOR RESEARCH ASSISTANT DIRECTOR FOR RESEARCH (AIRCRAFT CONSTRUCTION) (PROPULSION)

AERONAUTICAL LABORATORY AERONAUTICAL LABORATORY

I I I I I HIGH-SPEED F L I G H T STATION EDWARDG, C A L I F O R M A I I LEWIS CLEVELAND, OHIO FLIGHT PROPULSION LABORATORY I I L

PILOTLESS AIRCRAFT RESEARCH STATION WALLOPS ISLAND, VIRGINIA

I I

I 'WRIGHT-PATTERSON AIR PORCE BASE

LIAISON O F F I C E WRIGHT-PATTERSON AIR EORCE BASE. OHIO

WESTERN COORDINATION O F F I C E W S ANGELES, CALIFORNIA

Chapter I Organizational Issues and Trends

The NASA organization has consistently included program, institutional, functional, staff, and administrative offices working with and managing multiple field centers. NASA Administrators have taken different approaches in balancing the roles and responsibilities of these organizational elements. An important objective and continuing management challenge has always been to structure a research and development organization that fosters creativity through its human resource base. This chapter will discuss the general issues and trends in NASA’s organization of Headquarters and its organizational components.

Trends in Administrator Control

Under the Space Act of 1958, the Administrator is “responsible for the exercise of all powers and the discharge of all duties of the Administration, and shall have authority and control over all personnel and activities thereof.” The Administrator, therefore, has the authority to personally direct all of the Agency’s activities and in NASA’s history two general trends have emerged. From 1958 until his death in 1965, Dr. Hugh Dryden served as the Agency’s Deputy Administrator. The two Administrators during this period, Dr. T. Keith Glennan and Mr. James E. Webb, created an Office of the Associate Administrator to direct internal management activities. Functioning much like a general manager, the Associate Administrator handled day-to-day operations while the Administrator and his Deputy concerned themselves more with the formulation of policy and the rigors of representing the Agency before Congress, the White House, clientele groups, and other organizations interested in NASA’s activities.

Since 1965, the trend has been for NASA Administrators to direct day-to-day operations through Associate Deputy Administrators and Associate Administrators, each of whom is responsible for managing programmatic, institutional, functional, or administrative activities and reporting to the Administrator. In addition, the Office of the Administrator has increased its direction of the Agency’s daily operations through supporting staff offices such as the General Counsel, Procurement, External Relations, and Legislative Affairs. In addition to this formal structure, a number of management councils, internal advisory boards, planning groups, and ad hoc task forces have been formed over the years to serve the Administrator and his office. One of the most important of these groups has been the *Policy Review Committee. As currently established, the Policy Review Committee provides for the coordination and integration of Agency-wide management policy. Meeting twice a month, the Policy Review Committee is chaired by the Administrator and includes the Deputy Administrator, Associate Deputy Administrator, the Comptroller, the Chief Scientist and the Associate Administrators. The Administrator also uses a number of advisory committees under the auspices of the NASA Advisory Council to discuss and reach decisions regarding a variety of programmatic and policy issues.

* formerly called the NASA Council. 1

Adaptability of Program Offices

Program offices, located at Headquarters, have had the operational responsibility for planning, developing, and managing the programs which have enabled the Agency to achieve its aeronautic and space goals. These goals, arising from NASA’s unique government, industry, and university team concept have been constantly changing because of the nature of the required technology. In a large measure, NASA could not have achieved its scientific and technical successes without the organizational ability to adapt to changing programmatic demands. In this environment, it has also been critical for the program offices and their organizational structures to be able to adapt smoothly and efficiently.

Throughout the Agency’s history, the ability to structurally adapt has been important. Structural changes in the program offices have been required as the scope and content of specific program objectives have been redefined, national priorities have shifted, or new technologies have emerged. In general, these organizational changes have focused on the merger of two program offices, the division of a single program office, the creation of an entirely new program, the transfer of a particular project responsibility from one program office to another, or the removal or addition of institutional management responsibility at the various centers.

Some of the most dynamic programs have been those associated with manned space flight. In 1961, the Office of Space Flight Development was restructured as the Office of Manned Space Flight by absorbing the Office of Launch Vehicle Programs. This change reflected the increased emphasis and pressure for a manned landing on the moon. By 1978, this mission was long completed and the development of the Space Shuttle became the Agency’s top priority. With this new program, the Office of Manned Space Flight was renamed the Office of Space Transportation Systems. In 1980, this program office was divided into the Office of Space Transportation Systems and Space Transportation Operations. In 1982, at the end of the Shuttle’s developmental flights and the beginning of initial operations, the two Shuttle program offices were consolidated. Other program offices that have experienced frequent structural changes are the Office of Space Science and the Office of Space and Terrestrial Applications. Both have utilized similar technology and depending on the Agency’s program goals, priorities and resources, have been both merged and separated frequently. In 1964 they were merged; in 1972 they were separated; and in 1982, as a result of program reductions, they were consolidated. Two other program offices, the Office of Aeronautics and Space Technology and the Office of Tracking and Data Acquisition have not had as frequent organizational changes, but have faced several internal reorganizations to accommodate emerging technologies and changing Agency needs. In 1984, a new program office was created, the Office for Space Station.

At the same time that individual program offices have undergone considerable organizational changes, the basic programmatic profile of the Agency has remained relatively stable. The Agency’s mission has consistently focused around four or five program offices. NASA’s original two program offices were the Office of Space Flight Development and the Office of Aeronautical and Space Research. By 1960, two new program offices were added, the Office of Launch Vehicle Programs and the Office of Life Sciences. With these additions and the elevation of the Tracking and Data

2

Acquisition function to program office status in 1965, the Agency has carried out its mission within a similar programmatic framework. In 1963, the titles for the managers of these program offices were changed from Directors to Associate Administrators.

The numerous internal changes in the Agency’s program offices have occurred within a relatively stable and controlled Agency program environment. Probably one of the most enduring features of NASA’s organizational history has been the ability of its program offices and management to adapt to an ever changing environment without losing the effectiveness required to perform its technically complex missions.

Relationship of Program Offices to Field Centers

Field centers perform the actual research, development, testing, and execution of the Agency’s aeronautics and astronautics projects assigned to them. Field centers also provide valuable information for the planning of new projects and are the key resource for defining a project’s technical content, risks, and appropriate schedules, costs, and performance standards. One of NASA’s continuing challenges is how to shape the organization in such a way that the field centers have the institutional management, resources, and freedom to perform the Agency’s programs without their becoming too independent and separated from the Agency’s priorities and goals. The coordination between field centers, the field and Headquarters offices, and program and institutional management has always been a critical element of the Agency’s success.

In the past, this coordination has been sought through a variety of structural relationships. The most common arrangement in the Agency’s history has had the field centers reporting to those program offices for whose projects they are primarily responsible. Under this arrangement, program offices have either reported to the Administrator, an Associate Administrator acting as a general manager, or through Deputy Associate Administrators. In some cases, field centers have reported to two Headquarters’ levels, a program office and an office responsible for Agency-wide institutional management. Under this arrangement, field centers reported to Headquarters program offices regarding programmatic issues and another office concerning institutional questions and resources. At times, field centers have reported directly to an Office of Programs serving as a staff arm of the Administrator. In some cases, field centers have reported directly to the Administrator.

There are a number of organizational and environmental conditions that govern the selection of structural options. One is the degree to which a field center’s project activities can be closely identified with a single program office. When a field center has engaged in projects that are closely aligned with one program office it is easier and often more logical for that field center to report solely to the program office for both institutional and programmatic leadership. For example, during NASA’s Apollo program, the three flight centers were deemed to be more effectively supervised by the Office of Manned Space Flight because their primary focus was on manned space flight activities. However, when field centers have projects that are associated with more than one program office, direct supervision and control by one program office may cause confusion, particularly regarding the priorities of one project over another.

3

,

Direct supervision by one program office over a field center with multiple project and program responsibilities has been achieved by having the field center report to the program office for whom they perform the bulk of their program responsibilities. In general, despite having multiple program responsibilities, field centers have been able to trace a large share of their activities to a single Headquarters program office. Careful coordination and communication between those program offices utilizing a center’s resources have reduced the confusion and logistical problems that might arise as a result of these multiple program responsibilities.

At times, however, NASA management has enhanced the field centers’ ability to interact with top Headquarters management and encouraged their creative freedom by having them report directly to an institutional office, center operations group, or even directly to the Administrator. While the program offices continued to supply the general planning, management, and support for a program in this arrangement, the field centers reported to another Headquarters office for institutional leadership and resources. The issue of whom the field centers directly report to at Headquarters is a continuing organizational challenge for the Agency. The resolution of this issue has always focused on how to most effectively support the Agency’s field installations, the key to fulfilling NASA’s mission and goals.

Balance Between Functional and Program Offices

Functional offices are those offices that provide general NASA-wide coordination, assistance, and management direction over specific tasks and activities such as procurement, personnel, or facilities. NASA field center personnel performing these functional activities receive direction from the Headquarters functional office and the program office or field center organization in which they work. The proper balance between this matrix arrangement, dual reporting requirements, and the appropriate level of authority and influence a functional manager should have over program and project management, has also been an important issue in the Agency’s reorganization efforts.

NASA’s philosophy has been to give the program and project managers as much autonomy and decision-making authority as possible. Under this philosophy, the balance in the relationships between functional office specialists, generally located outside the reporting relationships of program and project managers, and Headquar- ters program offices, has always been critical. A balanced matrix structure would enable NASA’s program and project managers to control their particular programmatic effort with considerable freedom while providing the functional offices sufficient authority to coordinate and manage their functional counterparts located at the program and project levels. However, a matrix structure is generally more complex to manage than a simple hierarchical structure. It creates dual reporting lines and overlapping authority between program and functional offices and can cause confusion. Too much authority in the functional offices may reduce the essential technical freedom and flexibility of the program and project managers. Too little authority for the functional managers might also jeopardize the ability of a program or project to succeed. For example, safety is one functional area that, if left unattended, could reduce a program’s effectiveness or, more seriously, cause a loss of life. The facilities function is another critical activity in a center’s ability to perform its mission or be positioned to conduct future projects.

4

NASA’s reorganizations have been sensitive to these issues. Throughout the years, it has been considered more effective to place the majority of the functional activities under an Office of Administration, Management or Business AdGnistration. However, some functional activities, such as procurement or equal opportunity, have been considered more sensitive and generally have directly served the Administrator in a staff role.

Staff Office Evolution

Staff offices are those offices that directly support the Administrator and his Deputy generally in an administrative or non-programmatic area. Staff offices that have continuously supported the Administrator have been those with responsibility for maintaining ongoing relationships with organizations outside the Agency. These include the General Counsel’s office, the Office of Legislative Affairs, and the Office of External Relations. At times in the Agency’s history, the dissemination of NASA’s scientific and technical information has been managed at a similar level. Other offices that have played a consistent staff role have been financial management, audit and investigations, and those engaged in other external relations activities with the Department of Defense, the international community, or the Agency’s industrial clientele.

Each of NASA’s Administrators has arranged these staff functions differently, depending on individual executive needs. During NASA’s early history, the Admin- istrator’s staff consisted largely of offices that dealt with the legal and external affairs environment. During this period, the budgetary, financial, and resources activities were grouped under an office of Business Administration reporting directly to the Associate Administrator, the Agency’s early general manager. From 1967 tb 1974, most staff offices did not report directly to the Administrator, but rather reported through an Associate Deputy Administrator, an Associate Administrator for Organization and Management, or a Deputy Associate Administrator. Over the years, the requirements for staff offices have changed depending on the level and type of activities desired by the Administrator. For example, in 1984, the Office of Commercial Programs was created to encourage the commercial use of space by expanding opportunities for U.S. private sector investment in civil space and space-related activities; also, a Productivity Office was formed to establish NASA as a leader in the development and application of advanced technology and management practices which contribute to significant increases in both Agency and national productivity.

Planning and Policy Offices

When NASA was first established in 1958 there existed an Office of Program Planning and Evaluation that reported to the Associate Administrator. Later this office served as a staff office to the Administrator. In NASA’s early history, the policy and planning functions were more visible and formally structured. In the early 1960’s, NASA worked within a formal long-range planning process, but soon discarded the process as a resources management tool. The original Office of Program Planning and Evaluation was abolished in 1963 and relocated under an Assistant Administrator for Technology

5

Utilization and Policy Planning. With this reorganization, planning was principally performed by a Policy Planning Board made up of senior NASA officials from Headquarters and field centers, with the Board reporting to the Administrator and Deputy Administrator. The Board was assisted in this effort by the Technology Utilization and Policy Planning group. In 1964 and 1965, NASA utilized a Future Programs Task Group in addition to special studies and planning groups that functioned within the Manned Space Flight and Space Science Applications programs. In 1983, because of the emerging international policy impact of NASA programs, an Office of Associate Administrator for Policy was established.

While there have been Administrators who have had central planning groups to provide an integrated planning and policy focus, a great deal of Agency planning has originated at the field centers and within the program offices. Advanced planning groups have existed at the program level throughout the Agency’s history. The decentralized nature of NASA’s organization has not generally lent itself to integrated planning, but various groups have formally existed to fulfill this role and support the Administrator and his Deputy. In 1968, the Planning Steering Group and Planning Coordination Steering Group provided such integration. Between 1970 and 1972, when Dr. Wernher von Braun was the Deputy Associate Administrator for Planning, there existed the Office of Plans Integration, the Office of Long Range Plans, the Office of Analysis and Evaluation, and the Office of Policy. By 1974, this formal and centralized planning focus had been replaced and planning was once again organized within advisory groups, management councils, and at the program level.

The nature of the technology base developed and used by the Agency and the complexity of its research and engineering efforts have created an environment where NASA’s planning efforts are often predictions of where the state of the art will be at a particular time in a program’s history. Long-range plans, as they exist, require constant review and updating. In NASA’s history, long-range plans have been developed by offices created specifically for this purpose while intermediate and shorter-range planning have been accomplished more through the budget preparation process or within the program review and management activities. In support of these nearly continuous efforts, the Agency has utilized the knowledge and skills of outside groups, the university community, numerous study committees, task forces, and advisory panels to provide counsel on the Agency’s purpose and direction in achieving its programs and goals.

Business Administration to Office of Management

The Office of Business Administration was created in 1958 to accomplish the Agency’s primary financial management activities such as accounting and budgeting. This office, with a status equal to the Agency’s program offices, performed a number of functional management tasks such as procurement, personnel, security, and safety and reported to the Associate Administrator. At one time or another, the Office of Business Administration has included most of NASA’s functional activities and in 1958 the office included an Office of Programs. In 196 1, this program office function was relocated in a staff group of the Associate Administrator with the responsibility for management

6

reporting, resources programming, project review, and facilities coordination. During this period, and up until 1974 when the budgetary and financial management responsibilities of the Agency were placed in the NASA Comptroller’s office, the Office of Business Administration and its subsequent designation, the Office of Administra- tion, performed a much larger institutional and functional role than the traditional tasks associated with preparing and managing the budget.

In 1961, the Office of Business Administration was renamed the Office of Administration reporting directly to the Associate Administrator and performing functional tasks such as administrative services, procurement, supply, security, inspections, personnel, and management analyses. In 1967, the office was relocated under the newly formed Office of Organization and Management with the responsibility for integrating an Agency-wide system of resources management and budgeting. In 1974, the position of NASA Comptroller was created as a staff position to the Administrator, responsible for traditional budgeting, accounting, and financial management activities. At the time, personnel and health functions were reassigned to the Office of Organization and Management. In the 198 1-1982 reorganization, the remaining functional activities of facilities and equipment and supply management were also placed under the Office of Management.

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Chapter II

A NASA Organizational Chronology

1958

Under the management of Dr. T . Keith Glennan and Dr. Hugh L. Dryden, NASA officially began operations on October 1, 1958. As established, NASA absorbed programs, projects, personnel and installations from exisiting government organiza- tions; most prominently the National Advisory Committee for Aeronautics (NACA). The Agency’s earliest management challenges were the absorption of these activities, the initiation of large new programs in both aeronautics and space, and the preparation for the very large buildup of resources and people required for the development of a manned space flight program.

NASA’s first official organization chart emanated from organizational proposals made by the Ad Hoc Committee on NASA Organization chaired by Mr. Ira Abbott and an organizational study performed by the outside consulting firm of McKinsey and Company reporting to Dr. Glennan. Between these two working groups, a total of eight organization charts were proposed and discussed prior to the issuance of NASA’s first official organization chart on January 29, 1959.

The major structural components of NASA’s first organizational arrangement included the creation of an Associate Administrator position to serve as the general manager of all of the Agency’s internal operations. Staff offices included a General Counsel, an Office of Public Information, an Office of International Programs, an Assistant Administrator for Congressional Relations, and an Office of Program Planning and Evaluation to conduct long-range planning. T w o other organizational components were created by the Space Act of 1958, the National Aeronautics and Space Council and the Civilian-Military Liaison Committee.

NASA had two program offices, the Office of Aeronautical and Space Research and the Office of Space Flight Development. The primary administrative and functional office was the Office of Business Administration which not only included budgeting, accounting, and financial management activities, but also the areas of personnel, procurement and supply, technical information, security, and facilities management. A total of eight field installations, designated as either research or space project centers, reported through their respective program offices to the Associate Administrator. In addition to inheriting the existing research activities of NACA, NASA absorbed Project Vanguard from the Department of Defense, projects from the Advanced Research Projects Agency, and all of the non-military activities of the Jet Propulsion Laboratory.

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Dr. T. Keith Glennan January 29, 1959

NATIONAL AERONAUTICS AND SPACE ADMINISTRATION J

EXECUTIVE 0 I RECT I ON

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FIELD ACTIVITIES

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1959- 1960

In 1959, there were four organizational changes made to NASA’s initial organization chart and in 1960 three other changes were made. Early in 1959 the staff office of the Inventions and Contributions Board was added along with the Research Advisory Committees. A Program Coordination office was added to the Office of Space Flight Development to coordinate and review the office’s various flight activities. In December of 1959. several program office changes were made. Instead of one program office in the area of space flight, two program offices emerged, the Office of Space Flight Programs and the Office of Launch Vehicle Programs. The Office of Aeronautical and Space Research was changed to the Office of Advanced Research Programs. In addition, the Associate Administrator or general manager position focused more on NASA’s program offices, and the Office of Business Administration was clearly separated from the Office of the Administrator. Plans also began for the development of the Goddard Space Flight Center. NASA’s field installations continued to report through the program offices to the Associate Administrator.

In 1960, the Army Ballistic Missile Agency’s Development Operations Division was transferred to NASA and became the George C. Marshall Space Flight Center. The transfer included the Launch Operations Directorate which later became the John F. Kennedy Space Center.

Also, the Office of Life Sciences Programs was created in 1960 to increase NASA’s participation in basic biological, medical, and behavioral sciences research. In addition to these changes, an Office for United Nations Conference was established on an ad hoc basis to support the Administrator and Deputy Administrator’s participation in an international conference on the peaceful uses of outer space. NASA again contracted with McKinsey and Company to work with the Advisory Committee in Organization in performing an organizational analysis. The report generated by this study became known as the Kimpton Report named after the Committee’s Chairman, Lawrence Kimpton. The study’s conclusions and recommendations contributed to the 196 1 reorganization.

13

EXECUTIVE DIRECTION

PROGRAMING OPERATIONS

FIELD ACTIVITIES

L

NATIONAL AERONAUTICS AND SPACE ADMlPJlSTRATlON Dr. T. Keith Glennan May 1, 1959

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-trator. WI

1, 19S9 Due I

Structure. 6 k t e r i a l e 6 Aircraft *reti-

?robl.rr A s s t . Director i Richard V. Pbode

Office of Resoarch Grants .nd Cocrtrectr

RESEARCH CENTERS

c Mvencd technology h a i s c a n t Director -11 D. Sanderr L s i s t e n t Director

SPACE FLIGHT CENTERS

15

I

NATIONAL AERONAUTICS AND SPACE ADMINISTRATION 9

Dr. T. Keith Glennan December 29, 1959

I 1 I 1 1

I

T E CHMlUL

I ASST DIRECTOR i t I L A W C M o P L R A r 1 0 1 s ron I V A C A N C Y I

7

--

Data : D t C . a, 196B

NATIONAL AERONAUTICS AND SPACE ADMINISTRATION

DEPUTY - A B R M M HYATT C L A R R 1 RAND1 TECMNICM HOMER TLCMUUAL

ADMINISTRATIVE

Dr. T. Keith Glennan April 4, 1960

Y A h A b I Ut N I ANA. W I S I L HJORNEVIK M A W G E Mf NT

BOYD C MYERS

MILTON B AYES PLANNING 8 NEWtLL COOROlWTlW S A f t T I

OFFICE OF THE AOYlWlSTRATOR CIVILIAN- MILITARY LIAISON COMMlTTEf

WM MOLAMY (CMAlRMMl

U T l O u L AEnWALlTICS ADMINISTRATOR UO SPACE CCwClL ACTIN6 SECRETARY

T KLlTM GLENNAN DEPUT Y ADMINISTRATOR

MUCH L DRYDEN OfFlCE FOR wr.' WY U#)ERW000 lSEC I OIVlDZ BECKLER - ASSISTANTS CDMfERENCE

7 JOHN P MAGEN

I I I I 1 -I ----

FINAI(C1AL MANAGEYENT

AARON ROSENTHAL

PERSONWE L DIVISION

ROBERT J L l t K L E N >

TECWICAL INFORMATIW

DIVISION

BERTRAM A MULCAMY

I

ASSISTANTS RE LIABILITY

PROWAM ASSISTANTS MANAGE ME NT

NKHOLAS E WLOVIN

AUDIT S I V ' S O N

RAYMOND t INHORN 13 : -7

1

PROCUlf MEN1 sND SUPPLY DIVIS~ON

ERNEST W BRACKfTT

M I

SECURITY

-3 DlVlSlW

R O B E R T L MLL 2

L 1 I

m m 1 I 7 OfFlCt of LIFE OFFICE OF SPACE FLIGHT PROCRAMS O F f l U Of UIVANCED R f S f A R C M , PROGRAMS ASSISTANTS --l----m

P S S l OIRECTMI Ju Blot W N L E RING FOR L l F f SCIENCES

GRANTS 8 CWTRKTS

ASSI wttcim fOR LIFE XILNCES nEsEmcn CENTER f O I BIOSCIENCf

I 1 1 VACAMCY VACANCY 1

WESTErn O P E R A T l o l S W F U

t ASST DIRECTOR foa VtnuLEs MILTON w ROSEN ASST DIRECTOR

LAWCM ORRAT- SAMUEL SNYDER

FOR PROPULSION

ELLIOT MITCMELL

PPPL!€ATC)NS AND MANNED FLIGMT

NEWELL D YNDCRS

t A S S 1 DIRECTOR FOR SPACE FLICMT OPERATIONS E O W I O C. BUCKLEY

D. n W Y A T T

STRUCTURES AND OPCRATIYI PROBLEMS

RICMARD V RHOOE

ASST DIRECTOR FOR POVER PLANTS

EMERSON W CONLOW

-2 I I - AERODYNAMICS AN0 F L16MT MECMANICS

VACANCY

OFFUE OF RtSEARCM 6RAnTS AND UMTRICTS

LLOYD A WOOD

RESEARCM CENTER LAWLEY FIELD, Y

AUES RESEARCH E N T E R

MOT f E I T F IEL4 U L I F SMlTM J. WRAMCE

CENTER RESfARCM CENTER CLEVELAND, OHIO EDWARDS, CALIF

EDWAlo R SHARP PAUL f OIKLE

APPROVE 0:

AWINISTRATOII, NASA

19

1961

President Kennedy announced as a national goal a manned landing on the moon before the end of the decade. Mr. James E. Webb became NASA’s second Administrator. There were a number of organizational changes made in 1961. Three separate organization charts were created; one authorized by Dr. Glennan and two by Mr. Webb. The Glennan reorganization added responsibility for the Office of Program Analysis and Control and the Office of Reliability and Systems Analysis to the Associate Administrator. In addition, the Associate Adminisfrator created an Assistant Administrator for Programs and for Resources. These changes were made to strengthen the Associate Administrator’s role in controlling NASA’s overall program. In addition, a new program office was created, the Office of Technical Information and Educational Programs, to provide a higher focus to the Space Act’s requirement that NASA “provide for the widest practicable and appropriate dissemination of information concerning its activities.” The functional Office of Research Grants and Contracts was added to the Office of Business Administration.

Mr. Webb authorized two reorganizations in his first year as the Agency’s Admin- istrator. The first reorganization created the Office of Programs and renamed the Office of Business Administration the Office of Administration. Both offices reported to the Office of the Associate Administrator. The Office of Programs altered the relationship between the field centers and NASA Headquarters. Rather than the field centers reporting through the program offices for both program and institutional management, the field centers now reported and looked to NASA’s general management or Associate Administrator for their resources. While the field centers continued to receive program direction from their respective program offices, they no longer were subordinate to the program Associate Administrators. The Office of Programs had the responsibility for integrating NASA’s program planning, facilities coordination, management reporting, resources programming, and project reviews. The renamed Office of Business Administration maintained its functional responsibili- ties, but now it reported to the Associate Administrator rather than serving as a staff office to the Administrator.

Several major changes occurred during Mr. Webb’s second reorganization of 1961. The Agency’s four existing program offices, Advanced Research Programs, Space Flight Programs, Launch Vehicle Programs, and Life Sciences Programs were abolished arid four new program offices were established. These new offices were named Advanced Research and Technology, Space Sciences, Manned Space Flight, and Applications. In addition, an Agency-wide support office for Tracking and Data Acquisition was created. The program office of Technical Information and Educational Programs which had reported to the Associate Administrator was realigned with the Office of Public Information and became the Office of Public Affairs, a staff office to the

21

Administrator. The Office of Research Grants and Contracts, previously located in the Office of Business Administration, was placed in the Office of Space Sciences. The position of Chief Scientist appeared for the first time and was also placed in this program office. The Office of Congressional Relations became the Office of Legislative Affairs and the Secretariat function was renamed the Office of the Executive Assistant.

Other developments in 1961 included the decision to build the Manned Spacecraft Center in Houston, Texas. NASA also acquired an unused government manufacturing facility in Michoud, Louisiana and established a testing facility in Mississippi. Additionally, the Agency selected Cape Canaveral as its launch facilities for manned space flight. With these acquisitions, NASA now had plans for a manned spacecraft control center, as well as facilities for vehicle preparation, engine testing, and launching.

22

I

NATIONAL AERONAUTICS AND SPACE ADMINISTRATIOE; Dr. T. Keith Glennan January 17, 1961

I UASA . DO0 ADMINISTRATOR ' COORDIUATIUG BOARD LIAISOU COMMITTEE T KEITH GLEHNAN DEPUTY ADYIUISTRATOR I CHAIRMAN VACAUCY HUGH L ORYOEN 1 UATIONAL AEROUAUTICS ' 1 AND SPACE COUUCIL ACTING SECRETARY 1 JAVIDZ BECKLER CO-CHAIRYEU ASSISTANTS L - - - -1 UASA .HUGH L ORYDEU --

000. UERBERT F. YORK ,

OFFICE FOR U.N. ' I 9 JOHU P HAGEN ~ CONFERENCE - -2

1-111--1-q _ _

ADVlSrnY COMYITTEES

IUTERNATIOUAL PROGRAYS PLAHNIHG OFFICE AND DFPRO:*..Y EVALUATION -1 1- GENERAL COUNSEL IUFORYATIOU DIRECTOR 1 DIRECTOR (ACTIUGI DIRECTOa I JOHU A JOHNSON

A ~ R A U A M H Y A T T SHELBY THOYPSOU ARUOLD W FRUTKIN

IUVEHTIOHS AND COUTRIBUTDHS

BOARD

ASSOCIATE ADYINISTRATOR -1 ROBERT C S E A Y A U S

FOR PROGRAMS. WILLIAM A FLEYIUG

ASSISTANT ADYIUISTRATOR FOR RESOURCES.

J ALLEU CROCKER

ASSISTAUT AOYINISTRATCM

I REPORTS

DIRECTOR ALBERT P SEIPERT

DEPUTY WESLEY L UJORUEVIK

STAFF -1 r---- -L - --i r--- r - - 1 OFFICE OF AOVAHCED RESEARCH PROGRAMS 1 DIRECTOR I R A H DEPUTY A B B O T 1

I Y lLTON(1 A Y E S DIRECTOR

I

I OFFICE OF SPACE r ~- - - 1 FLIGHT PROGRAMS ASSISTAUT DIRECTOR

DIRECTOR sILVERsTEIu - FOR PROGRAY PLAUUIUG I -1 I ? I OFFICE OF LAUUCU VEUICLE PROGRAMS j DIRECTOR TECUUICAL

DOU R OSTRAUDER AND COOROIHATIOH D D WYATT I I

- ADMINISTRATIVE DEPUTY UOYER E UEWELL D E P U T Y . MILTOH w ROSEU 1 - - - J i CNARLES n. ROADYAU I

~ J

r-- -

I L - J --

-1

ASSISTAUT DIRECTOR ' ~ _ _ STRUCTURES

AND OPERATIUG PROBLEMS t

RICHARDV RHODE 1 -- - >

- 1 - -

r - ~~ --1 r 1 I I 1 I- 1

I ASSISTANT DIRECTOR ~ ~ ASSISTAUT DIRECTOR L I F E SCIENCES FOR VEHICLES OOUALD U. HEATOU , GRANTS A H 0 COUTRACTS

I 1 ASSISTAUT DIRECTOR

f 0 R

1 ALFRED U. YAY0

I ASSISTANT DIRECTOR FOR

MAHUEO FLIGHT P I OGR AYS t APPLICATIOH~ AND

WEWELL 0. SAUDERS ' I

I A S S I S T A ~ T DIRECTOR i

I

FOR SATELLITE h SOUNDING I 1 ROCKET PROGRAMS I

YORTOU STOLLER

ASSISTAUT DIRECTOR

PROPULS10U ELLIOT MITCHELL

FOR RAYMOND EIUHORU ~~

SUPPLY DIVISIOU

7 1

I

I L ' I ' ASSISTAUT DIRECTOR I

r POWER FOR PLANTS EYERSOU W . COULON I

I ASSISTAUT OlRECTOQ FOR

PLAUETARY PROGRAMS 4 LUUAR AND

1 E Y CORTRIGHT 1 I

t PERSOUMEL DIVISION ROBERT J. LACKLEU I { SECURITY MVISIOU R O I L R T L. BELL r 1

t Y*N*GEMCNT ANALYSIS JOHU D. DIVISION YOUUG ADMIUISTRATIVE SEIVICES DIVISIOU I STEPNEN 1. GRILL0 1

i i L AUGLEY , RESEARCU CEHTER LANGLEY FIELD. VA FLOYDL THOYPSOH '

AYES i RESEARCU CENTER MOFFETT FIELD. CALIF. I SMITH 1. D.FRANCE I

I

GODDARD SPACE FLlGUT CEUTER

H A R R Y 1. GOETT CREEUBELT. YO.

JET PROPULSIOU LAB. PASADENA, CALIF.

W. H. PlCKERlUG I I CAL. TECU. C O U T R A C T O R ) ~

-7 I--. - - APPROVEDa

T. KLITU GLEUNAU A D Y Y I S T I A T M . NASA r- ~- .---I - r i UASA LAUUCH I i OPERATIOUS

DIRECTORATE I ' CA?E CAUAVERAL. ! fLA. I KURT D E W S I

WESTERU OPERATIOUS OFFICE

SAUTA MOUICA. CALl f . . R O B E R T '1. UAMU I ! SPACF T A W I LEWIS I l RESEARCH CEUTER CLEVELAUD. OHIO I EDWARD R SHARP I 1 FLIGHT RESEARCH 1 EDWARDS CALIF I PAUL F BIKLE 1 CEUTER 1 WALLOPS WALLOPS ISLAND. V*. R. L. KRIEGER STATION I - - - - - GROUP - 1 LAUGLEY FIELD. VA b ROBERT R. GILRUTH 23

I-

. r

NATIONAL AERONAUTICS AND SPACE ADMINISTRATION James E Webb June I , 1961

W C K I W TU@ A D U Y S T R AT-

r-----

L r I I 1

I I I

-I -- W C . @S@ARCtl DC A D V A X I O CROCI- - ~ - i h D I R I C T W T I C W K A L ASSISTAUT

D I C W V L

ASSISTAUT D I I I C T O

U U U t D %?Ut I CLIGWT CROGR*u F I I

U a S R@S@ARC)I C L U T I R . r o C C I T T i C I I L D . CALW. I GOOOAR0 W A C 8 CLICWT C I U T I R O R # I I @ L T , rD. i

I- - L Y C L t T P I I L D , V L I "t%Y t 25

I 1 I 1

ADMINISTATOR JAYES E. WEBB

f DEPUTY ADMINISTATOR

I ONICTOR OC n c m c u

U L U A Y A. F L U Y G

m o u A u i

1 DIRECTOR OC

R L W I R C C ..OCRUYLI*C

D. D. W A T T . (ACT)

r NATIONAL AERONAUTICS AND SPACE ADMINISTRATION

7 James E. Webb

November 1, 1961

HUGH L. DRYDEN ASSISTANT TO TUL ADYNISTRATOR

FRANKLIN 1. CNILLICS ASSISTANT

ADYIYISTRITOR FOR ruaLic AFFAIRS

moen 1. COK

GENERAL COUNSEL GENERAL COUNSLL

EKCCUTIVE ASS.1

EKECUTIVC

1. C. YOU%

ARNOLD W. FRUTKIY DECUTY M R C CTDR JOHN A. mwxw YARWNW. ROawsoN

ASSISTANT wALTtu sonten

LCCISLATlW AFFAIRS

MRICTDR CAI& C. D U U I Y G

1 I 1 I I I I

r-- 1 I AUOCIATE ADWNISTRATOR 4 1 DCCUTY ROBERT ASSOCIATL C. SCu*NS A D I I Y I S T R A T O R JR. THOMAS C.DIKDY

&DATA A c O w u i m n MRLCIOR

L W Y D C . BUCKLEY M C U T Y DIRLCTOR

G E R U D Y. TRESZTMSKl

SECURITY L iNscecTIO*s

DIRECTOR MRLCTOR R O W I T L. #ELL

YANAGCYCYI ANALYSIS DIRECTOR mviyon mw D. YOUYG

(ACT)

I I I 1 I I

1 MA**tD OFFKE SCACE OF

C L l G N l DIRECTOR

D. BRAINCRD w ) u C S

I J

DIRCCTOR OF SYSTCYS

eNcmeeamc *ICW)LIS e. c W L D V Y D(REC1OR OF G R U T S L RESCARCM COMTRACTS 1-S L.K. W L L COYYTTLC CROGRAM REVIEW L RESOURCES YUAGEYENT DIRCCTOR OF PROGRAM REVIEW L RESOURCCS YANAGCYCYT DIRECTOR OF NUCLEAR S Y S T E Y I n*ROLO B. FlYGER

r I

MRECTOR OF DIRECTOR OF

uuncn VEUKLLI L W A R L C L U C T A R *

DONALDH. UEATW 1 '~~~~~~ C I O G R W S I

ORAY W. NICKS

DIRECTOR OF MRLCTOR OF

w A c c VE~ICLLS union a. UES

I AERONAUTICAL I RESfARCH 1 JOHN C. STACR

MRLCTOR OF DIRECTOR OF COWUYCATWS CUTURI

STSTLYS AWLICAT'IO(S

7 1 I 1 MRECTOR OF wbcc CRAFT

GEORGE Y LOW

OIRECTOR OF ELCCTROYICS L

CONTROL * L I C I T 1. KCLLEY

MRECTOR OF

POWER GENERATION IVACANTI

FROCULslOr~ AHO

KURZWEG 1

I I I I I 1 I t 1 1

I LANGLEY SPACECRAFT U " t D

RESEARCH CENTER CENTER

MRCCTOR OIRECTOR

GILRUTN FLOYD L. ROBERT 0.

WESTERN OPERATIONS

OFFKE MR€CTOR

ROSERTW.KWY I 27 FLIGHT

RESEARCH CENTER DIRECTOR

CODOAR0 SPACE FLIGHT CENTER

MARRT OIRCCTOR 1. u)CTT

WALLOPS STATION

DIRECTOR R. L. KRIEGLR

LA PROlULUW WRATORY

DlRtCTOR

RESEARCH CENTER MRECTOR

ABE YLVERSTEIN

1 962- 1 963

Four Deputy Associate Administrators were appointed in 1962. Two of the four were responsible for the field centers. Field centers were divided into two distinct groups, manned space flight and non-manned space flight. A Deputy Associate Administrator for Defense Affairs was also appointed to improve NASA’s overall relationship with the Department of Defense. The fourth Deputy Associate Administrator managed Industry Affairs. The Procurement Division was removed from the Office of Administration and placed in the Industry Affairs Office. However, Headquarters Procurement remained in the Office of Administration.

A larger reorganization effort occurred in 1963 which returned the institutional management and control of the centers to the program offices. This arrangement was similar to the organizational structure established in 1961. Responsibility for both program and institutional management of the field centers was placed in the program offices. The program office that field centers reported to was determined by the primary program activities the centers conducted. Also, the Office of Applications was merged with the Office of Space Sciences creating the Office for Space Sciences and Applications. The titles of the managers of these program offices changed from Directors to Associate Administrators. However, the manager of the Tracking and Data Acquisition office remained a Director and served as a staff arm to the Associate Administrator with responsibility for coordinating these support activities with the program Associate Administrators.

Two functions were added to the new Deputy Associate Administrator for Industry Affairs: the Reliability and Quality Assurance Division from the Office of Programs, and the Inventions and Contributions Board transferred from its staff position to the Administrator. The Office of Programs was also renamed the Office of Programming. Several changes were also made in the staff offices of the Administrator. The Office of Program Planning and Evaluation, in existence since 1958, was abolished. A Policy Planning Board consisting of senior NASA officials from Headquarters and the field centers was established. It received assistance in its planning and policy formulation activities from a new staff office, Technology Utilization and Policy Planning. A new staff office was created to act as liaison with the Space Science Board of the National Academy of Sciences. In addition, on November 29, 1963, President Johnson signed an Executive Order renaming the United States facilities at Cape Canaveral the John F. Kennedy Space Center. On December 20, 1963, Administrator James Webb redesignated NASA’s Launch Operations Center the John F. Kennedy Space Center, NASA.

29

I N W N T I O N S A N D CONTRIIUTIONS

BOARD

SPACf X l f N C E 8OARD Of U A T I O N N ACADEMY

Oi SCIENCES

OFFICE Of OFFICE OF INTERNATIONAL

PROGRAMS

ASSISTANT

MANACEMEN1 Df Vf LOPMENT

ADMINISTRATOS FOR PLkNS h PROGRAM EXE'UTIVE Of f IC fR

ASSISTANT ADMINISTRATCM FOR O f C l C f OF

OFf lCf Of L t G I S l A l l M

AFFAIRS EVALUATION

CENfRAL C O U N Y L P M L l C AFFAIRS

I I PROGRAM I DEVELOPMENT SCl fNI I f IC h

T f C H N I C N h I N f O R M A T I O N Sf RVlCL S INfORM*TlON

I 1

SCIENCL AND SPACE FLIGHT APPL I C A l l ON S SYSTEMS

COMMUNITY DEVELOPMENT

OFFICE OF - ADMINISTRATION I I

FINANCIAL MANAGEMENT AUDIT

I I ADM I NI STRATI VE PROCUREMENT

SERVICES 6 SUPPLY

I BIOSCIENCE PROGRAMS

1 PLANETARY LUNAR h

PROGRAMS

PACIFIC LAUNCH O P f U T I O N S

OFFICE

L a p o c . Colif. -

t I M A N N f D

S P A C f C U f l C f NTf R

n o d a l , I..-

b I I MI GODDAID

RfYARCH SPACE fLlGM1 CENER C f N T f I

m&n Fiold, Colil. Gmoblt. W.

I CENER

m&n Fiold, Colil

I J - 1 - 1 I MI RfYARCH I GODDAID I I SPACE fLlGM1 L A N G L f Y REYARCH CfNTfR

l+owton, Vo .

LEWIS If %ARCH

CfNTER

CI.".lad. Ohio

NATIONAL AERONAUTICS AND PACE ADMINISTRATION Dr. Hugh L. Dryden November 23, 1962

DfPUPI A S S X I A T E ADMINISTRATCW I DEPUPI ASSXIATE ADMINIITRATOP 1

OFFlCf Of r-l ?ROCRAMS I I SAFETY 6 HEALTH I I- SENIOR SClf NTIFIC OFFICE Of TRACKING RE PRE Y N1 A T I M h DATA ACQUISITION - AUSTRALIA C R O C R W I N G

NATIONAL PROGRAM

RQGRAM SUPPOR OPERATIONS h FACILITlfS

OfF lCf Of M A N N f D SPACE

f l l G M l

NASA RESEARCH OFFICE OF ADVANCf D RLYARCH A N D T I CM . ?ROCRAM

COORDINATION TECHNOLOGY COMMITTEES

SPACf SCIfNCES OFFICE OF STEERING SPACE SClENCf S

COMMITTEE

O f f l C f OF APPLICATIONS

1 APPLICATIONS

PROGRAM REVIEW h RESOURCES r-l MANAGEMENT I METEOROLCGICU SYSTEMS I CONTRACTS PROGRWS PRCGRAMS MANAGEMENT M A N AGE ME N

r I I I 1

I

PROCUSlON .ELfCIRONICS I BIOTECHNOLOGY 6 C O N T R O L 6 HUMAN I AND COW) G€NERATlON R f Sf ARCH ..

I

I APPLICATIONS I N W S R I A L I COMMUNICA- IIONS SY STE M S NORTMEASIERN

OPERATIONS [ OfFlCE 1 1 ~~~~~ 1 h n t o M a ; c o , COl,l. Combridp., MOM

Y A C f NUCLLAR ?RO?ULSlON

Of f lCE

Gor-t-n. Md

ACPUOVfD ADMINISTIATU, NASA

uau c. Y U W U L SPACE FLIGHT

CtNlfR

)*nkrllk, A b .

WALLOCS Wollop STATION IJond, v o .

31

ASSISTANT DEPUTY ADMINISTRATOR

EXECUTIVE SECRnARY

I I EXECUTIVE OFFKER A

r

ASSOCIATE r I ADMINISTRATOR I

PACIFIC LAUNCH OPERATIONS OFFICE LCLMPOC, CALIFORNIA

t J

Source: Administrative History of NASA, 1958-1963, Robert L. Rosholt

P

ORGANIZATION EFFECTIVE NOVEMBER 1, 1963 NATIONAL AERONAUTICS AND SPACE ADMINISTRATION

I ----------- ADMINISTRATOR DEPUTY ADMINISTRATOR I i

IOARDOT I

I c --------- 1

SPACE SCIENCE I ?OLlCY NAT'L AC-Y I ? L A N N I N G

BOARD Of SCIENCES ' ASS'T ADMIN

ADMINISTRATOR

UTILIZATION AND POLICY PUNNING ARAUS

ASSISTANT ADMINISTRATOR

NIERNATIONAL

AS';ISTANT ADMlrJISTRATOR

W I S L A T N E AFFAIRS

MWTY ASSOCIATE

ADMINISTRATOR KM

DEFENSE AHAIRS

DEPUTY ASSOCIATE ADMINISTRATOR ADMINISTRATOR

INDUSTRY AFFAIRS I

D I M O I Of TRACKING A N D

ACQUISITION 1 DATA

ASSOCIATE ADMINISTRATOR

SPACE SCIENCES

APPLICATIONS

ASSOCIATE ADMINISTRATOR

FOR ADVANCED RESEARCH

AND TECHNOLOGY

ASSOCIATE ADMINISTRATOR

MANNED SPACE FLIGHT

I

MANNED SPACECRAFT CENTER a nousrw, EXAS I 1 JET PROPULSION LABORATORY (CONTRACIOI OPt?UTEDl PASADENA, CALIF AMES RESEARCH CENTER- M O F F C n FIELD, CALIF GODDARD SPACE FLIGHT CENTER GREENBELT, MD FLIGHT RESEARCH CENTER COWARDS, CALIF GEORGE C MARSHALL SPACE FLIGHT CENTER HUNTSVILLE, A U .

I I

WALLOP'S STATION WALLOPS ISIAND. VA. RESEARCH CENTER n m p r o u , VA

OPERATIONS CENTER COCOA MACH, FLORIDA

RESEARCH CENTER CLCVEUND, OHIO

33

1964-1 965

In 1964, the Office of the Administrator was created with both an Executive Officer and Executive Secretary to support increased activity by the Administrator and his Deputy in the daily operational affairs of the Agency. In addition, a Deputy Associate Administrator within the Office of the Associate Administrator was created to handle procurement matters and liaison activities with the General Accounting Office. In 1965, enhancements to the Administrator’s capacity to oversee operational matters continued with the addition of two staff offices; the Office of Management Development and the Office of Policy Planning. The Associate Administrator and his five Deputy Associate Administrators now served more of a supporting role in the Administrator’s management of the Agency. The Inventions and Contributions Board became a staff arm of the Office of Industry Affairs and the head of the Office of Tracking and Data Acquisitions was given Associate Administrator status.

35

A 3 NATIONAL AERONAUTICS AND SPACE ADMINISTRATION

o r f l c e 0 1 M A N A G t Y f

Of V t LOIMf N1

Dr. Hugh L. Dryden September 7, 1965

f XECUIIVE Off ICE R SECREIARY

O f f l C t Of

COUNSLL Gt N I R A L

0111c1 Of IN1t l N A l l O N A L

A I # A l l )

I --- I- ASSOCIATE ADMlNlSlRAlOR

I I I-'--

I 1 I ----_------

t - - - - - - - -- I I S ? A C f S C I f N C t

I N A I ' L 8 O A l D A C A O f M V Of 1 Of S C I I N C O

OfflCt 0 1 O l f l C t Of I E C H N O L O C Y UIILIIAIION Aff A l l S

I L - - - - - - - - -

O f l l C t Of ?OIlCV

P L A N N I N O

O l f l C t Of A D M I N I S I l A l l O N

office of I R A C I I N G A N D O A I A

ACOUISIIION

OfflCE of MANNED

SPACE fllGH1

OfflCE OF WACE SCIENCE I AND APPLICATIONS I

GOD0 AID SPACE fLlGHT C E N T E R

CI.mbrk. Md

PAClf lc LAUNCH OCERAIIONS OffKf

l u p w . COLI

I

JET PROPULSION LABORATORY

?orod.ne. C0l.l

KOWllAClOl O l 8 l A W D I

WALLOPS S I A I I O N

Wdbp8 h h d . VO

AOVANCED RESEARCH AND TCCHNOLOGY

AMES RESEARCH CENILR

A d e n 1 d d Cohl

I 1 A N CL CY

RESEARCH CENIER

Mwwc-. V.

I

-7- f LICHI RESEARCH

CENIER

I d - o d s C d J

LEWIS RESEARCH CENIER

Cl...bnd m.0

37

,

1966

The Associate Administrator, Dr. Robert Seamans, Jr. was appointed Deputy Administrator following the death of Dr. Hugh L. Dryden in 1965. The Associate Administrator position and the general manager concept was replaced by a stronger Office of the Administrator with an Associate Deputy Administrator and a Deputy Associate Administrator to support him. As a result, all the program and functional offices reported directly to the Office of the Administrator and, with the exception of the General Counsel, were managed by Assistant Administrators. Field centers continued to report to their respective program offices for program direction and institutional support. All offices that previously served as staff support to the Associate Administrator position were now staff offices to the Administrator. In addition, the Office of Tracking and Data Acquisition was removed as a staff arm to the Associate Administrator and given full program office status. The Office of Policy Planning was renamed the Office of Policy Analysis.

39

r GODDARD

SPACL FLIGHT CENTER GREENBELT MD

1 JET PROWLSON

UBORATORV ICONTRACTOR OPERATED,

PASADENA CALIF

a

a

NATIONAL AERONAUTICS AND SPACE 1 ADMINISTRATION Source: Managing NASA in the

Apollo ERA, Arnold S. Levine January 2, 1966

~

OFFICE OF THE ADMINISTRATOR

A D W N I T R A T O R DEPUTY ADMINISTRATOR

IAN0 ASSOCIATE ADMlNISTRATORi ASSOCUTE DEPUTY ADMINISTRATOR

EXECUTIVE I YCRETARV OERITY ADMINISTRATOR

R 1 - - -

SPACE SCIENCE 1 I BOARUOFNATL I I ACADEMVOf

SClE NCE S I L - - - J

OfFlCE OF INDUSTRY AFFAIRS

ASS'T ADMINISTRATOR

OfFlCE OF INTERNATONAL

AFFAIRS

ASS T ADMINISTRATOR

OFFICE OF LEGISIATNE

AFFAIRS

ASS7 ADMINUTFLATOR

COUlrSEL ADMINISTRATION

ASS 1 ADMINISTRATOR ASS T ADMINISTRATOR GENERAL COUNSEL

I I 1 I

OFFICE OF MANAGEMENT Df VE LOPMEN T

ASS'T ADMINISTRATOR

OFFICE O f

ANALYSIS

ASS T ADMINISTRATOR

WESTERN OPERATIONS

OFFICE W T A MONICA CALIF

OFFICE OF WIOGRAMMINC

ASS T ADMINISTRATOR UTKUATON

ASS T ADMINISTRATOR ASS T ADMIN6TRATOR

L I

1 1 I OFFICE OF

SPACE SCIENCE AND APPLICAT)

1967-1968

1967 was a turbulent year for the Agency. NASA experienced budget reductions, criticism of its personnel management by the Civil Service Commission, and a General Accounting Office investigation of its support services contracting practices. The Gemini program was completed, but tragedy struck the beginning of the Apollo program. On January 27, the first three man Apollo crew died on the launch pad when a fire swept through the Apollo spacecraft. The Apollo 204 Review Board chaired by the Director of Langley Research Center, Floyd Thompson, failed to pinpoint the exact source of ignition, but did identify a number of engineering and design defects in the spacecraft. In August 1967, Congress established the Aerospace Safety Advisory Panel to review safety studies and operations plans and advise the Administrator with respect to the hazards of proposed or existing facilities.

Numerous organizational changes were made in 1967 and 1968. One month prior to the Apollo fire, a management task force chaired by Harold Finger was established to perform a NASA organizational analysis. As a result of this study, an Office of Organization and Management was formed and Mr. Finger was selected as its first Associate Administrator. A number of the functional responsibilities once performed by staff offices to the Administrator were relocated into this new office. Those staff offices transferred were the offices of Administration, Industry Affairs, Special Contracts Negotiation and Review, Technology Utilization, and University Affairs, each managed by an Assistant Administrator. The Office of Administration was responsible for performing budgetary and financial management activities, reviews, audits, and inspections, Headquarters administration, and providing an Agency-wide focus for resources management.

The Administrator further reduced his direct span of control by placing the Office of DOD and Interagency Affairs, International Affairs, Legislative Affairs, and Public Affairs directly under the control of the Associate Deputy Administrator. These offices were also managed by Assistant Administrators. The General Counsel and Office of Management Development remained as staff offices and were joined by a Personnel Management Review Committee, the Aerospace Safety Advisory Panel, an Executive Secretariat, and an Office of Special Assistants and Consultants. Liaison relationships with the National Academies for Sciences, Engineering, and Public Administration also appeared in the organizational structure. Field centers continued t o report t o their respective program Associate Administrators.

43

OFFICE OF OFFICE OF OFFICE OC OFFICE OF MAWWED SPACE SCIENCE TRACKWG AND ADVANCED RESEARCH

AND TECHNOLOGY

MSOCLATE ADMINISTRATOR

SPACE F W H T AND AIIUCATK)NS DATA A C 0 U I I T Y ) N

ASSOCIATE A D M I W T R A T O R ASSOCUTE ADMINISTRATOFI lrSSOClATE ADMINISTRATOR . i

MANNED S P A C E C M CENTER

HOVSTOCI. TEX.

+ A

0

\ NATIONAL AERONAUTICS AND SPACE ADMINISTRATION Source: Managing NASA in the

Apollo ERA, Arnold S. Levine March 15. 1967

D

&, ANALVSLS ASST ADMINISTRATOR

4

OFFICE OF O(IOI I IKATK)N

AND MANAOEYENT

ASSOCUTE ADWINISTRATOFI i

1

E X E C U T M

STAFF ASSTS

CONSVLTANTS

OFFICE OF

AND ANALYSIS

A S 1 ADM(NIsTRATM

EXECUTIVE SEC RE T ARLP. T

EXECUTIVE SECRETARY

1

I I I 1 1 1 I I OFFICE OF

ASSIT A D M H I S T R A T M

OFFICE OF TECHNOCOGV UTILIZATION

OFFICE OF

ASST ADMINISTRATOR

NDUSTRY

ASSIT ADMNISTRATM COUNSEL

Ass7 ADMHISTRATM GENERAL COUNSEL

I

1

1 1

CEORGCC MARSMALL SPACE FLIGHT CENTER I HUNTSVILLE. UA. 1 I (CONTRACTOR OPERATED) I PASACXU CAUF. SPACE FLIGHT CENTER GREENBCLT. MO RESEARCH CENTER MOIfETT FIELD. CALIF.

1 7 u ) H N F KENNEDV SPACE CENTER

KENNEDY SPACE CENTER, FLA I U N G L E V #SEARCH CENTER I HAMPTON. V I . WALLOPS STATION WALLOPS S W D . V A

45

ADMINISTRATOR

EXECUTNE OFFICER

OFFICE OF AOMINISTRATION

ASS T ADMINISTRATOR

OFFICE OF OFFKE OF TECHNOLOGY UNIVERSITY UTILIZATION AFFAIRS

OFFICE OF SPECIAL CONTRACTS

NEGOTIATION b REVEW

ASS T ADMINISTRATOR

OFFICE OF INDUSTRY AFFAIRS

ASS T ADMINISTRATOR ASS 1 ADMINISTQA !LR ASS T ADMINISTRATOR

I GEORGE C MARSHALL SPACE FLIGHT CENTER

HUNTSVILLE ALA.

i A

I 1 MANNED

SPACECRAFT CENTER HOUSTON TEX.

I GOODARD

SPACE FLIGHT CENTER GREENBELT. MD.

1 JET LABORATORY PROWLSON

ICONTRACTOR OPERATEDI PASADENA. CALIF.

JOHN F KENNEDY SPACE CENTER

KENNEDY SPACE CENTER F U

i

P

NATIONAL AERONAUTICS AND SPACE ADMINISTRATION May I , 1968 Source: Managing NASA in the Apollo ERA, Arnold S. Levine

rn ADMINISTRATOR L I I I I

-1 I I

,J

r I I L

- NAT'L

ACADEMES

~ SCENCES ~ ENGINEERING - W 0 L l C ADMIN - - -

1 I PERSONNEL OFFICE OF MANAGEMENT DEVELOPMENT

A S S 7 ADMINISTRATOR

MRQSPACE SAFETY

ADVISORY MANAGEMENT

REVYW COMMITTEE I SECRETARIAT EXECUTIVE SECRETARY ADMINISTRATOR ASSISTANTS COUNSEL CONSULTANTS GENERAL COUNSEL

L J

I

I I I I f 1

OFFICE OF PROGRAM PLANS

AND ANALYSIS

ASS'T ADMINISTRATOR ASS'T AOMINISTRATOR

1 * OFFICE OF

ORGANIZATION A N D MANAGEMENT

ASSOCIATE ADMINISTRATOR

L 1 I

I I I I 4

ASSOCIATE O E P U N

ADMINISTRATOR

OFFKE OF

INTERAGENCY AFFAIRS

ASS'T ADMINISTRATOR

OFFICE OF INTERNATIONAL AFFAIRS

ASS'T ADMINISTRATOR

LEGISLATIVE AFFAIRS AFFAIRS

ASS T ADMINISTRATOR ASS T ADMINISTRATOR 1 1 1 1 1 I--

OFFICE OF ADVANCED RESEARCH

A N D TECHNOLOGY

OFFICE OF TRACKING A N D

D A T A ACOUISITION

OFFICE OF M A N N E D

SPACE FLIGHT

ASSOCIATE ADMINISTRATOR I I ASSOCIATE ADMINISTRATOR I I ASSOCIATE ADMINISTRATOR

RESEARCH CENTER MOFFETT FIELD. CALIF. EDWARDS, U U F .

RESEARCH CENTER

WALLOPS STATION WALLOPS ISLAND. VA. RESEARCH CENTER

CLEVEUND. OHIO RESEARCH CENTER

HAMPTON. VA.

ELECTRONICS RESEARCH CENTER r-l CAMBRIDGE. MASS.

47

1970-1971

With the landing of Apollo on the moon, July 20, 1969, NASA and the country achieved its goal of a manned landing on the moon by the end of the decade. NASA flew six more missions to the moon, but with the achievement of Apollo 11 and the appointment of Dr. James C. Fletcher as the Agency’s Administrator, the reorganizations that occurred in the 1970-1971 period primarily focused on planning for the future. In 1960, task groups had been established to study the feasibility of a manned space station and the development of a Space Shuttle. In addition, Dr. Wernher von Braun was brought to Headquarters to become the Deputy Associate Administrator for Planning. Still placed under an Associate Administrator as a staff office for the Administrator, planning took on a greater emphasis. Under Deputy Associate Administrator von Braun were the offices of Analysis and Evaluation, Plans and Integration, and Long Range Plans.

All other organizational components remained the same. Functional offices were placed either under the Office of Organization and Management or the Associate Deputy Administrator. Staff offices to the Administrator remained unchanged, while field centers continued to report to their primary program office for program direction and institutional support. The Associate Administrator position remained in a reduced staff role with responsibility for the Offices of Policy, and the Office of Program Plans and Analysis. This reorganization further simplified the structure of the Administrator’s office by having only four program offices and two functional groups reporting.

49

L I

ADMINISTRATOR D E P U T Y A D M I N I S T R A T O R

EXECUTIVE OFFICER -I----- 1

I I

OFFICE OF GENERAL

A S S O C I A T E A D M I N I S T R A T O R 1

OFFICE OF POLICY

DEPUTY ASSOCIATE ADMINISTRATOR (PLANNING)

NATIONAL AERONAUTICS AND SPACE ADMINISTRATJON Dr. Thomas 0. Paine May I , I970

I I I

i NATIONAL ACADEMIES i

!

PERSONNEL OFFICE OF AEROSPACE

MANAGEMENT I I - SCIENCES ENGINEERING I SAFETY MANAGEMENT DEVELOPMENT ADVISORY REVIEW I PANEL COMMITTEE I + PUBLIC ADMIN

EXECUTIVE SECRETARIAT

~~~

1 ASSISTANT ADMINISTRATOR GENERAL COUNSEL FOR PLANNING 1 ASSISTANT ADMINISTRATOR

OFFICE OF ORGANIZATION

AND MANAGEMENT

ASSOCIATE DEPUTY

ADMINISTRATOR

1 oF&\E:F I 1 OFFICE OF I I OFFICEOF I 1 o ~ ~ ~ I ~ F 1 INTERNATIONAL LEGISLATIVE AFFAIRS AFFAIRS AFFAIRS INTERAGENCY AFFAIRS

ASST ADMINISTRATOR ASST ADMINISTRATOR ASST ADMINISTRATOR ASST ADMINISTRATOR

ADMINISTRATION TECHNOLOGY UNIVERSITY UTILIZATION

ASST ADMINISTRATOR ASST ADMINISTRATOR ASST ADMINISTRATOR ASST ADMINISTRATOR 1 I 1 1 1 1 1 1

OFFICE OF MANNED 1 SPACE FLIGHT OFFICE OF TRACKING AND DATA ACQUISITION OFFICE OF ADVANCED RESEARCH AND TECHNOLOGY OFFICE OF SPACE SCIENCE AND APPLICATIONS

I ASSOCIATE ADMINISTRATOR I I ASSOCIATE ADMINISTRATOR I I ASSOCIATE ADMINISTRATOR I I ASSOCIATE ADMINISTRATOR 1 C I I

RESEARCH CENTER

MOFFETT FIELD CALIF

FLIGHT RESEARCH CENTER

EDWARDS CALIF

SPACE FLIGHT CENTER SPACECRAFT CENTER

HUNTSVILLE ALA HOUSTON TEX

SPACE FLIGHT CENTER

GREENBELT MD CONTRACTOR OPERATED PASADENA CALIF

WALLOPS STATION

WALLOPS ISLAND VA

I I JOHN F . KENNEDY SPACE CENTER I - 1 LANGLEY RESEARCH CENTER I HAMPTON VA I LEWIS CENTER RESEARCH I KENNEDY SPACE CENTER. I FLA 1 I CLEVELAND OHIO I

RESEARCH CENTER

CAMBRIDGE MASS

51

1972

Several organizational changes were made in the functional and staff office groups. While the two functional groups managed by the Office of Organization and Management and the Associate Deputy Administrator continued to report to the Administrator, rearrangements were made within functional specialties. Only two offices instead of four reported to the Organization and Management Associate Administrator. Technology Utilization was merged with Industry Affairs and the Office of University Affairs was placed in a staff role with the Office of Policy reporting to the Associate Administrator. The Associate Deputy Administrator retained three of the four offices and Assistant Administrators. The Office of Public Affairs was removed as a functional component and was placed with the staff offices reporting directly to the Administrator and his Deputy.

The Office of the Administrator continued to be supported by the General Counsel, an Associate Administrator for Planning and the Office of Management Development. The Aerospace Safety Advisory Panel, the Personnel Management Review Committee, the Executive Secretariat, and the liaisons with professional societies remained unchanged. Field centers continued to report to the program Associate Administrators, but a reorganization split the Office of Space Sciences and Applications into two program offices, Space Science and Applications. The Office of Space Science retained the responsibility for managing the Goddard Space Flight Center, Jet Propulsion Laboratory, and the Wallops Station. Also, the Office of Advanced Research and Technology was renamed and organized as the Office of Aeronautics and Space Technology .

53

----

1 I I I

V I I D D I D I I EXECUTIVE OFFICER

OFFICE OF ORGANIZATION

AND MANAGEMENT

A

I OFFICE OF ADMINISTRATION I

OFFICE OF ASSOCIATE ADMINISTRATOR OFFICE OF POLICY AND

PUBLIC AFFAIRS DEPUTY ASSOCIATE ADMINISTRATOR UNIVERSITY

OFFICE OF GENERAL COUNSEL

AFFAIRS

ASST ADMINISTRATOR 1 1 ASST ADMINISTRATOR (PLANNING) GENERAL COUNSEL

ASST ADMINISTRATOR

----- L ----- ~ I NATIONAL ACADEMIES I

1 I

I * PUBLIC ADMlN I . L _ _ _ _ _ _ _ _ _ J PERSONNEL _ - -____-___ OFFICE OF AEROSPACE

SAFETY MANAGEMENT SCIENCES MANAGEMENT

SECRETARIAT DEVELOPMENT

EXECUTIVE

ADVISORY REVIEW ENGINEERING 1 I ASSISTANT ADMINISTRATOR PANEL COMMITTEE

OFFICE OF INDUSTRY AFFAIRS 8

TECH. UTILIZATION

I 1 h I OFFICE OF

MANNED SPACE FLIGHT

GEORGE C . MARSHALL SPACE FLIGHT CENTER

HUNTSVILLE. ALA

I OFFICE OF I SPACE SCIENCE ASSOCIATE ADMINISTRATOR

HOUSTON TEX GREENBELT MD

JOHN F. KENNEDY I1 SPACE CENTER I I KENNEDY SPACE CENTER FLA

I JET PROPULSION

LABORATORY

CONTRACTOR OPERATED PASADENA. CALIF

ASSOCIATE DEPUTY

ADMINISTRATOR

OFFICE OF OFFICE OF

AFFAIRS

D O D & 1 1 OFFICEOF INTERAGENCY INTERNATIONAL AFFAIRS I I LEGISLATIVE AFFAIRS

ASST ADMINISTRATOR ASST ADMINISTRATOR

OFFICE O F I APPLICATIONS ASSOCIATE ADMINISTRATOR

-a-

OFFICE OF TRACKING AND

DATA ACQUISITION

OFFICE OF ADVANCED AND TECHNOLOGY RESEARCH

ASSOCIATE ADMINISTRATOR

FLIGHT RESEARCH CENTER

1

1 RESEARCH LANGLEY CENTER

I HAMPTON VA

LEWIS RESEARCH RESEARCH CENTER

MOFFETT FIELD CALlf CLEVELAND OHIO

55

1973- 1974

A major reorganization of the Agency was implemented during the Spring of 1974. Several important changes were made in the way NASA managed its field centers and program offices. In addition, many of the functional offices, once under an '4ssociate Administrator for Organization and Management or the Associate Deputy Administra- tor, were relocated as staff offices to the Administrator. This change reduced the activities of the Office of Organization and Management and placed it in a staff role to the Administrator with direct line responsibility for only the Office of Procurement. The budgeting and financial management activities of the Office of Administration were placed in the newly created Office of NASA Comptroller. An office of planning or policy analysis no longer existed; nor did the staff offices of Management Development or the Personnel Management Review Committee. The General Counsel and the Office of Public Affairs continued as staff offices and were joined by the Offices of DOD and Interagency Affairs, Equal Opportunity Programs, International Affairs, and Special Projects.

The two most significant organizational changes were the alignment of all the program offices under the Office of the Associate Administrator and all of the field centers under an Associate Administrator for Center Operations. No longer did the field centers report to the program Associate Administrators for both their institutional and program management direction and control. The new Associate Administrator for Center Operations included an Office of Institutional Management to provide an Agency-wide institutional management focus. Included in this new organization was a Director of Headquarters Administration.

With this reorganization, program Associate Administrators lost their direct reporting line to the Office of the Administrator. All the program offices now reported to the Office of the Associate Administrator which included a new Energy Programs Office, the Office of Industry Affairs and Technology Utilization and the Office of University Affairs. This reorganization left nine staff offices, and a large program and institutional management office reporting to the Administrator. The Associate Deputy Administra- tor was relocated into the Office of the Administrator. The Administrator continued his role with the Aerospace Safety Advisory Panel and the liaison relationships with the National Academies.

57

.

Dr. James C. Fletcher July22, 1974

NATIONAL AERONAUTICS AND SPACE ADMINISTRATION

ADMINISTRATOR DEPUTY ADMINISTRATOR

ASSOCIATE DEPUTY ADMINISTRATOR EXECUTIVE OFFICER

I-------- ' NAT'L i I ACADEMIES I I I OFFICE OF ORGANIZATION A N D MANAGEMENT I AEROSPACE SAFETY ADVISORY

PANEL

COMPTROLLER I SCIENCE I I * ENGINEERING I I _ _ _ _ _ _ _ J PUBLIC ADM i ASSOCIATE ADMINISTRATOR I GENERAL COUNSEL I I 1 NASA COMPTROLLER I

I 1 OFFICE OF 1 LEGISLATIVE I 1 PUBLIC I 1 SPECIAL I

AFFAIRS AFFAIRS PROJECTS

OFFICE OF OFFICE OF INTERNATIONAL OFFICE OF

OPPORTUNITY AFFAIRS PROCUREMENT INTERAGENCY AFFAIRS PROGRAMS u m u ASST ADMINISTRATOR ASST ADMINISTRATOR ASST ADMINISTRATOR I ASST. ADMINISTRATOR^ IAST ADMINISTRATOR I I ASST ADMINISTRATOR I I ASST. ADMINISTRATOR^ OFFICE OF ASSOCIATE

ADMINISTRATOR FOR CENTER OPERATIONS

OFFICE OF ASSOCIATE

ADMINISTRATOR

INSTITUTIONAL MANAGEMENT I OFFICEOF I HEADQUARTERS ADMINISTRATION I OFFICEOF I OFFICE OF ENERGY PROGRAMS UNIVERSITY -INDUSTRY AFFAIRS & TECH. ULTlLlZATlON 1 I 1 I

ASST ADMINISTRATOR DIRECTOR I I ASST ADMINISTRATOR ASST ADMINISTRATOR

I OFFICE OF 1 APPLICATIONS NATIONAL SPACE TECHNOLOGY LABORATORIES OFFICE OF AERONAUTICS AND SPACE

TECHNOLOGY

ASSOCIATE ADMINISTRATOR

PASADENA OFFICE

PASADENA, CALIF - ASSOCIATE ADMINISTRATOR GEORGE C. PROPULSION JET MARSHALL 1 SP:ZN!FgHT I 1 LABORATORY I GODDARD SPACE FLIGHT CENTER

GREENBELT MD

OFFICE OF o~~~~~ I I TRACKING

AND DATA ACQUISITION

OFFICE OF

SPACE MANNED FLIGHT 1 1 SCIENCE RESEARCH CENTER MOFFETT FIELD, CALIF ~MOFFETT FIELD, CALIF 1 I HUNTSVILLE, ALA 1 1 PASADENA. CALIF 1

I I ASSOCIATE ADMINISTRATOR ASSOCIATE ADMINISTRATOR ASSOCIATE ADMINISTRATOR .

I 1 I I 1 JOHN F.

KENNEDY SPACECENTER

KENNEDY SPACE CENTER, FLA

LANGLEY RESEARCH

CENTER

WALLOPS FLIGHT

CENTER

WALLOPS ISLAND, VA

WALLOPS FLIGHT

CENTER

WALLOPS ISLAND, VA

SPACECENTER

CLEVELAND. OHIO HOUSTON, TEX HAMPTON. VA. U 59

1976- 1977

NASA continued to utilize Associate Administrators to manage the program offices and the field centers. However, with the initial plans for the development of a Space Shuttle approved, the Agency reorganized the Manned Space Flight program and redefined its relationship in the organizational structure. Renamed the Office of Space Flight, it was removed from the Associate Administrator’s office and reported directly to the Administrator. The responsibility for maintaining the space flight centers, however, remained with the Associate Administrator for Center Operations.

Several changes were also made in the type and number of staff offices reporting to the Administrator’s office. An Office of External Affairs was created that included the former offices of Public Affairs and Industry Affairs and Technology Utilization, which had been a functional office under the Associate Administrator. The Office of Legislative Affairs remained intact, but played a liaison role with the new Office of External Affairs. The offices of Inspections and Management Audits were added as staff offices and a new position was created for a Chief Engineer. The staff offices of the Comptroller, General Counsel, DOD and Interagency Affairs, Equal Opportunity Programs, International Affairs, and Special Projects continued. The Office of Organization and Management was abolished and the Office of Procurement was relocated as a separate staff office. The Aerospace Safety Advisory Panel and the National Academies’ liaison roles remained.

Changes in the Associate Administrator office responsible for managing the program offices included the removal of the Industry Affairs and Technology Utilization Office and its placement in the new staff Office of External Affairs. An Office of Planning and Program Integration to review long-term plans for utilizing the Space Shuttle was added along with a Program Assurance group. The University program remained. The Associate Administrator for Center Operations continued to manage the field centers, including those primarily active in space flight. The Office of Institutional Management and Headquarters Administration remained and two offices, Personnel Programs and Systems Management, were added.

61

Dr. James C. Fletcher February 9, 1976 NATIONAL AERONAUTICS AND SPACE ADMINISTRATION

ADMINISTRATOR DEPUTY ADMINISTRATOR

ASSOCIATE DEPUTY ADMINISTRATOR EXECUTIVE OFFICER

EXTERNAL AFFAIRS

I 1

I

I I

I NAT'L ACADEMIES I I * SCIENCE I PUSLIC ADMlN I SAFETY ADVISORY - ENGINEERING NASAiCOMPTROLLER COUNSEL UTtLIZATION ! I .--------*

I ' I OFFICE OF DOD

AFFAIRS

PROJECTS INSPECTIONS

AFFAIRS 8 INTERAGENCY DDn~Pd..c

I

OPPORTUNITY AFFAIRS AUDITS PROJECTS INSPECTIONS PROGRAMS 8 INTERAGENCY AFFAIRS

ASSOCIATE ADMINISTRATOR

FOR CENTER OPERATIONS

ASSOCIATE ADMINISTRATOR

ASSOCIATE ADMINISTRATOR

I 1

I INSTITUTIONAL PERSONNEL MANAGEMENT

SYSTEMS MANAGEMENT

PROGRAM UNIVERSITY ASSURANCE AFFAIRS PROGRAMS AND PROGRAM

INTEGRATION

77 NATIONAL Fi HEADQUARTERS Fl 1 TECHNOLOGIES LABORATORIES I SPACE I AERONAUTICS AND SPACE

TECHNOLOGY

GEORGE C MARSH ALL

SPACE CENTER FLIGHT

JET PROPULSION LABORATORY

SPACE FLIGHT RESEARCH CENTER RESEARCH CENTER

CENTER

TRACKING AND DATA

ACQUISITION

SPACE SCIENCE 1 JOHNF 1 1 LANGLEY 1 1 LEWIS 1 1 LYNDONB

RESEARCH JOHNSON SPACECENTER CENTER CENTER SPACECENTER

RESEARCH KENNEDY WALLOPS

FLIGHT CENTER

63

1978

In 1978, the Agency underwent another reorganization that realigned the management responsibilities for the program offices and field centers. Instead of program offices reporting to one Associate Administrator and the field centers through another Associate Administrator for Center Operations, both groups now reported directly to the Administrator. In addition, two program offices were renamed. The Office of Applications became the Office for Space and Terrestrial Applications, and the Office of Space Flight was renamed the Office for Space Transportation Systems.

Changes in the staff structure of the Administrator’s office were the addition of an Assistant for Special Projects located directly within the Administrator’s office. A Chief Scientist position was added and the Offices of Public Affairs and International Affairs took on a redefined staff advisory role, along with the Aerospace Safety Advisory Panel. The liaison relationships with the National Academies were no longer represented in the NASA structure. Staff offices that remained were the newly named Office of External Relations headed by an Associate Administrator, Legislative Affairs, the General Counsel. Comptroller, Procurement, and Equal Opportunity Programs. Staff offices that were removed included Industry Affairs and Technology Utilization, DOD and Interagency Affairs, and the offices for Inspections and Management Audits. Two new staff offices were created, the Office of Inspector General mandated by Congress and an Associate Administrator for Management Operations.

65

NATIONAL AERONAUTICS AND SPACE ADMINISTRATION

I I I I JET

GEORGE C GODDARD DRYDEh AWES

ADMINISTRATOR

DEPUTY ADMINISTRATOR

I I I I

ASSOCIATE DEPUTY ADMINISTRATOR

ASSISTANT FOR SPECIAL PROJECTS EXECUTIVE OFFICER

FLIGHT

CENTER

RESEARCH CENTER

DIRECTOR

EQUAL OPPORTUNITY

PROGRAMS

LYNDON B WALLOPS PIA' , ( AL FLIGHT SpaLL JOHNSON

SPACE

LANGLEY LEWIS RESEARCH RESEARCH SPACE

PROPULSION LABORATORIES

MARSHALL SPACE FLIGHT

CENTER

SPACE FLIGHT

LEGISLATIVE AFFAIRS

PROCUREMENT

CENTER TF -*lO,OGIES

INSPECTOR GENERAL

CENTER

GENERAL COUNSEL COMPTROLLER Lr_l

ASSOCIATE ADMINISTRATOR

FOR AERONAUTICS

AND SPACE TECHNOLOGY

ASSOCIATE ADMINISTRATOR

FOR SPACE

SCIENCE

ADMINISTRATOR ASSOCIATE

FOR SPACE AND

TERRESTRIAL APPLICATIONS

CHIEF ENGINEER

STAFF A D V l ? O S I I I I I I I AEROSPACE I I ~~ .

I SAFETY I i DIRECTOR OF PUBLIC I i 4DVISORY i AFFAIRS I ' PANEL I DIRECTOR OF INTERNATIONAL I I I AFFAIRS I

ASSOCIATE ADMINISTRATOR

MANAGEMENT OPERATIONS

I ADMIN:TtATOR ASSOCIATE I I RELATIONS EXTERNAL

ASSOCIATE ADMINISTRATOR

FOR SPACE

TRANSPORTATION SYSTEMS

1 ASSOClAlE I ADMINISTRATOR

FOR SPACE I TRACKING SYSTEMS a DATA I

Dr. Robert A. Frosch October 18, 1978

67

1980

Program offices and field centers continued to report directly to the Administrator. The structure of the staff offices remained the same with the exception of the addition of a Director for Small and Disadvantaged Business Utilization. The one major organiza- tional change made was the break up of the Office for Space Transportation Systems into an Office for Space Transportation Systems and an Office for Space Transportation Operations. This change divided responsibilities between Shuttle develo