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Functions within the Office of the Director

Office of the Chief Technologist (Peter Hughes)

The Office of the Chief Technologist (OCT) is the primary point of contact for advanced-technology development at the Goddard Space Flight Center. We manage the Center's internal technology investments and assist with long-range planning, making sure that the Center's R&D investments are well integrated, strategic, and opportunity driven. Our principal responsibility is managing the Internal Research and Development (IRAD) Program, which is designed to fund technologies or capabilities that give the Center a competitive advantage in future mission and instrument opportunities. These investments are focused in technological areas that satisfy Goddard's Lines of Business. The GSFC OCT also manages the interface to the NASA Headquarters' Office of the Chief Technologist, and related program elements awarded to GSFC. Finally, the OCT provides strategic and programmatic leadership for the NASA Center Innovation Fund (CIF), Space Technology Fellowships/Grants, SBIR/STTR, and technology commercialization programs across the Center.

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Government and Community Relations (Phillina Tookes)

The Government and Community Relations Manager is the Senior Advisor to Center Management on issues affected by legislative action at the Local, State or Federal level and government programs and policies of significant interest to the public, Congress and other public officials. The Manager plans and implements Outreach Activities to gain support for NASA and GSFC's missions, educates and inform stakeholders and policy makers on current and future roles, missions and other Agency activities of interest, and keeps stakeholders and policy makers informed of developments, changes, or issues of interest to them and their constituents.

Diversity and Inclusion (Dan Krieger)

It is the policy of NASA's GSFC to develop and maintain a vital and effective workforce by involving employees in the creation of a work environment conducive to their best performance according to the Center's values and goals. Our objective is to foster an organizational climate where employee diversity and mutual respect are catalysts for creativity and team effectiveness.

Diversity includes a number of important human characteristics that affect an individual's values and opportunities and perceptions of self and others at work. These characteristics include, but are not limited to age, ethnicity, gender, ability, race, sexual orientation, religion, and family status.

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Alternative Dispute Resolution Program (Dan Krieger)

The redesigned Alternative Dispute Resolution (ADR) Program offers GSFC civil servants a new way to resolve general workplace disputes as well as grievances and EEO Complaints. ADR is a term used to describe a series of processes or techniques that employ a neutral third party to help individuals in conflict reach a positive solution. ADR processes are designed to help people resolve conflict at the earliest stage, before they turn into grievances, personnel actions and complaints. ADR does not replace the formal dispute resolution processes, but rather offers employees an opportunity to resolve workplace issues early before they escalate. GSFC ADR focuses on three main goals: (1) to help employees resolve workplace disputes more effectively and efficiently through the use of ADR processes like mediation and facilitation, (2) to help participants in ADR to improve their working relationship(s) and (3) to offer conflict management training. Mediation, one of the more popular ADR processes, offers participants a confidential, voluntary, and timely process for resolving their issues and concerns. In addition, participants have a right to representation in mediation, e.g. union representation, attorney etc. The ADR Program encourages employees at all levels to try to resolve differences between/among themselves first. ADR is available to an employee who is experiencing conflict with a co-worker, or with a supervisor, and may be requested whether or not a complaint, grievance, or personnel action has been initiated over the matter. Employees maintain the right to pursue those more formal avenues as long as they meet the required timeframes.

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Ombudsman Program

The Ombudsman Program was established in 2005 in response to a recommendation of the Columbia Accident Investigation Board, to provide the NASA workforce (civil servants and on-site contractors) an informal, independent, confidential and neutral channel to raise significant issues and concerns they perceive could impact safety, organizational performance, or mission success without fear of retribution. The Ombudsman assists the visitor in accessing appropriate formal systems, offices, and processes, such as the OIG, EEO, ADR, unions, EAP, and OHCM for labor relations, disciplinary, and grievance issues.

The Ombudsman offers a confidential, independent, neutral, and willing ear to help get your concern addressed. In doing so, the Ombudsman is a skilled listener who will help you identify available options and consider the pros and cons of exercising these options. The Ombudsman does not replace existing channels for raising concerns. Rather the Ombudsman Program provides a first stop, meet and discuss opportunity, without any required, specific forward step.

Each Center has an Ombudsman and Alternate Ombudsman. At GSFC, these persons operate as an equal partnership. They are: + Go to Web Site

Anti-Harassment Program (Gale Fleming)

Goddard's Anti-Harassment Coordinator administers a program established by NASA with two main goals: (1) facilitating management's knowledge of any possible harassing conduct and (2) prompt and effective establishment of facts and action regarding prevention and correction of harassing conduct. Primary responsibility rests with first level supervisors, not implicated in allegations, who are required to work closely with the Anti-Harassment Coordinator and representatives from the Office of Chief Counsel, the Equal Opportunity Programs Office, and the Office of Human Capital Management to address possible harassing conduct. The Anti-Harassment Coordinator is responsible for ensuring the elements of the program are fully implemented for each situation of which management becomes aware. The program entails an initial review to determine if interim corrective actions are necessary, and if so are taken, when allegations are made; whether a fact-finder should be appointed to investigate, or other means used, for establishing the facts underlying each allegation; and, if determined to involve harassing conduct as defined in NASA policy, establishing and implementing final corrective actions. No corrective action which involves the harassee may be taken without the harassee's consent.

Office of the Chief Knowledge Officer (Ed Rogers)

The Office of the Chief Knowledge Officer (OCKO) is responsible for assuring that the Center operates as a learning organization. It is responsible for policy and guidance on Lessons Learned, Knowledge Management and Learning Practices. The OCKO provides the Center with knowledge management services and support facilitating the application of knowledge and enhancing Goddard's development as a learning organization.

The role of the OCKO is to design, develop and deploy meaningful learning activities that augment individual learning, sharing and collaboration. The focus of OCKO initiatives is local learning practices that benefit NASA personnel in tangible ways through enlarging the understanding of how NASA works, presenting case studies that make for effective learning across multiple projects, facilitating reflective learning from current experiences and sharing acquired knowledge with Goddard, NASA and the public. One of the office's primary activities is the Road to Mission Success (RTMS) workshop series, which gives upcoming Goddard leaders an integrated perspective on mission success, from procurement and administration to science and mission operations. The office also conducts Knowledge Sharing Workshops, which provide discussion forums on relevant topics or recently launched Goddard missions. The OCKO has produced a number of case studies to enhance participants' learning in the Road to Mission Success workshop series and other Knowledge Sharing Workshops. The cases are also available for use in NASA wide and other center training. Finally, the OCKO developed the Pause & Learn (PaL) process as a facilitated team meeting for reflective learning. PaLs are often used to informally transfer individual lessons about a specific project event within a rich context of discussion.

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Business Management Office - Code 100.1 (Gale Fleming)

The Business Management Office provides resources and administrative support to the Office of the Director and all of its associated staff offices. All directorate resources personnel are located within this office as is the directorate Administrative Officer. The Director's Office, as well as each staff office, is assigned a Business Manager/Resources Analyst who provides all budget development and budget execution support to that office. This office is headed up by the Chief Operations Officer who reports directly to the Associate Director and ensures that all business support for the directorate is sufficiently supported. This office also includes the GEWA (Goddard Employee Welfare Association) Business Manager who oversees all business related matters associated with GEWA.