Preparation for Science, Technology & Education Growth 2023 - 2033 (Blatt, 2022)
Figure 1
“The Performance Management Framework” (Poister et al., 2015, p. 7)
Figure 2
“Table 4: NASA’s Mission Directorates, Program Themes, and Centers” (Blanchard, 2006, p. 26)
Figure 3
Global Government Spending (2021 – 2024) (Pietrzak, 2025, p. 10)
Figure 2 depicts NASA education programs at the bottom of their list of priorities. This serves as a public indication of an area needing further development. A Space Foundation-sponsored mentorship program, which pairs experienced space professionals to mentor students and the next generation of space leaders to advance STEM education and workforce development throughout the global space community, is an area of expertise that many think is out of reach. Considering that the DEI areas within the United States government have been closed, those responsibilities have been redirected to companies to manage internally. Also, a program could be created using a model of SMART goals, namely, Specific (mentor-mentee matching in STEM fields), Measurable (measuring participation or engagement), Achievable (making use of networking collaboration already present and/or create new pairing off NPOs with NGOs), Relevant (connected to education and workforce development), and Time-bound (have a pilot within 12 months). This approach encourages social reform to activate career paths in space and/or engineering and enhance diversity in the workforce. According to Torpey (2025), the Bureau of Labor Statistics identified in ‘Chart 1’ that scientific, technology, and research industries are at the top with expected exponential growth up to 2033. Therefore, the mastery of education will be needed to fulfill the research aspect to continue innovative development.
Furthermore, a performance enhancement plan for NASA and the Space Foundation as referred to by Poister et al. (2015, p. 7) and SMART objectives, is Outcome-Based Budgeting or Strategic Budgeting for STEM education and outreach initiatives (e.g., Figure 1, Figure 2 & Figure 3). This entails providing funding to programs that demonstrate progress toward measurable goals for desired social change (i.e., increasing diversity within the STEM workforce and enhancing the science literacy of the public) (Blanchard, 2006; Blatt, 2022). SMART objectives for this strategy are to increase underrepresented group participation in NASA internships by 20% over 2 years, track participation measures annually, collaborate with schools and non-profits on outreach initiatives, align with NASA’s DEIA strategy, and realize progress towards DEIA objectives at the end of each fiscal year (Blatt, 2022).
Performance Measures
Poister et al. (2015) and Ivanov (2025) suggest that success can be monitored through KPI monitoring via annual reports, surveys, and program evaluations. For instance, the NASA Pathways Internship Program might measure the percentage of interns who transition to full-time STEM employment. Simultaneously, the Space Foundation may evaluate the impact of its Leadership Academy on STEM literacy in underprivileged communities through partnerships with other locally/regionally located NPOs and NGOs, thereby helping others worldwide.
Key Performance Indicators (KPIs) (Ivanov, 2025; Poister et al., 2015):
Participation: Quantity and proportion of underrepresented youth in the NASA- and Space Foundation-funded STEM programs.
Retention: The percentage of students who persist in STEM careers or post-secondary education.
Community Outreach: Number of outreach events conducted and participants from undeserved communities, and partnerships established with schools and the nonprofit sector.
Program Satisfaction: Surveys that calculate participant satisfaction and perceived value of STEM programs.
Outcomes: Percentage of students working in STEM job sectors within 1 year of graduation.
Needing further insight? Please refer to the following blog => https://j2rrinc.org/blog/assessing-resource-development-trends-for-2025
References
Blanchard, L. A. (2006). Performance budgeting: How NASA and SBA link costs and performance. IBM Center for the Business of Government. https://www.businessofgovernment.org/sites/default/files/BlanchardReport.pdf
Blatt, J. (2022, May 18). Advancing diversity, equity, inclusion, and accessibility in competed space mission leadership at NASA will require extensive efforts along entire career pathways, says new report [News Release]. National Academy of Sciences. https://www.nationalacademies.org/news/2022/05/advancing-diversity-equity-inclusion-and-accessibility-in-competed-space-mission-leadership-at-nasa-will-require-extensive-efforts-along-entire-career-pathways-says-new-report
Ivanov, D. (2025). When is the supply chain resilient? Customer and operational perspectives. International Journal of Production Research, 63(15), pp. 5512-5527. https://doi.org/10.1080/00207543.2025.2454331
Pietrzak, M. (2025). Economic and social aspects of the space sector development based on the modified structure-conduct-performance framework. World, 6(2), 79. https://doi.org/10.3390/world6020079
Poister, T. H., Aristigueta, M. P., & Hall, J. L. (2015). Managing and measuring performance in public and nonprofit organizations: An integrated approach (2nd ed.). Jossey-Bass. https://bookshelf.vitalsource.com/reader/books/9781118958551/epubcfi/6/8[%3Bvnd.vst.idref%3Dffirs03]!/4/2/6/22/1:12[%E2%80%93dc%2C23]
Torpey, E. (2025, February). The fastest growing industry sector, 2023-33: Professional, scientific, and technical services. Bureau of Labor Statistics. https://www.bls.gov/careeroutlook/2025/article/fastest-growing-industry-sector.htm
