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The Space Science Technology and Evaluation Facility (SSTEF) is funded through the Game Changing Development program. This presentation describes the SSTEF project, collaborations and partnerships, progress made in FY24 included qualification testing, and planned activities for FY25.
This presentation is outreach to encourage partnership availabilities with regard to NASA patented technologies.
The NASA Space Communications and Navigation (SCaN) Program is responsible for providing communication and navigation services to scientific and human space exploration missions. SCaN's current Space Network provides radio frequency (RF) relay services to near Earth space missions via Tracking and Data Relay Satellites (TDRS). SCaN plans to offer a new generation of relay services beginning in 2025, including the addition of optical communications capabilities and enhanced RF capabilities. The primary drivers behind the development of these next generation relay network services are to enhance communication and navigation services with significantly reduced development and operational costs. Several approaches being considered for implementation of these services are through government owned capabilities, through commercial service providers, or a combination of the two. One approach receiving a great deal of attention is the use of Public-Private Partnerships (PPP) to develop and provide capabilities or services. Utilizing Public-Private Partnerships allows NASA and commercial entities to share the investment, standards, and risks of developing and testing new or enhanced capabilities which can benefit both NASA and the commercial space communication industry. The capabilities developed under the PPP can then be used to support the growth of the commercial satellite communications industry while simultaneously being introduced into NASA operations to provide service to future NASA missions as part of the NASA Next Generation Architecture. Partnerships formed for this purpose can also serve as the basis for further NASA acquisition activities where government and industry can continue to share the cost, risk, and benefits of space communications capability development and operations. This objective is consistent with the 2010 National Space Policy stated principles: "The United States is committed to encouraging and facilitating the growth of a U.S. commercial space sector that supports U.S. needs, is globally competitive, and advances U.S. leadership in the generation of new markets and innovation-driven entrepreneurship." [1]NASA has conducted several internal studies as well as externally funded studies with industry to define the next generation space communication architecture. NASA has approached the commercial industry through a Request for Information (RFI) to define further the next generation architecture and has conducted numerous internal and external studies. The results are promising and are shaping the approach to utilize Public Private Partnership to achieve NASA's objectives while reducing costs. The commercial satellite industry has begun to deploy high performance, high throughput global satellite constellations which have the potential to provide communication services to NASA Missions. Commercial satellite manufacturers have advanced their processes to rapidly design, build, and deliver, reliable communication satellites using minimum government oversight. In this paper, we will 1) describe the NASA Next Generation Architecture, Concept of Operations (ConOps), and salient characteristics; 2) Discuss the rational of Public-Private Partnerships to achieve NASA’s next generation communication architecture; and 3) Summarize the preliminary analysis performed to date and describe the path forward.
The goal of this project was to provide an opportunity for high school students to participate in university-level research projects. In this case, students from Pinkerton Academy (Derry, New Hampshire) were invited to participate in efforts to catalog data from the COMPTEL experiment on NASA's Compton Gamma-Ray Observatory (CGRO). These activities were part of a senior level honors course at Pinkerton. Although the success of this particular program was rather limited, we feel that the general concept is a sound one. In principle, the concept of partnerships between local schools and university researchers is one that could be especially attractive to soft money researchers. Programs can be carefully designed to benefit both the students and the research program.
Electric aircraft propulsion (EAP) has become a major thrust in NASA’s aeronautics programs. The EAP is a NASA technology used to fulfill NASA’s role in its Sustainable Flight National Partnership, which has a goal of net-zero carbon emissions by 2050. Three of NASA’s four aeronautics programs have one or more projects that support EAP technology development and target technologies for wide body (> 10 megawatts) aircraft to urban air mobility (100s of kilowatts). The effort includes megawatt-scale flight demonstration, systems studies, electric machine and drive development, thermal management, and materials development. The Glenn Research Center (GRC) in Cleveland is intensely involved in much of this research. Specifically, GRC has material development groups working to develop materials that will help enable EAP. This presentation will focus on selected NASA megawatt-scale EAP technology efforts that span several NASA projects and programs and will highlight material development in this area.
The Overarching Mission of NASA's Aeronautics Research Mission Directorate (ARMD) is: To advance U.S. technological leadership in aeronautics in partnership with industry, academia, and other government agencies that conduct aeronautics-related research. ARMD supports the Agency's goal of developing a balanced overall program of science, exploration, and aeronautics, and ARMD's research plans also directly support the National Aeronautics R&D Policy and accompanying Executive Order 131419.
During the 1970's and 80's, research has produced the technology that is seen in aircraft such as the LHX and future models. The technology is discussed that is reaching maturity and moving into the application stage of future programs. Technology is discussed in six major areas: advanced concepts, analysis techniques, structures, systems, simulation, and research and development facilities. The partnership of McDonnell Douglas Helicopter Co. and the government in developing these technologies is illustrated in several programs.
The mission readiness environment is where spacecraft and ground systems converge to form the entire as built flight system for the final phase of operationally-themed testing. For most space missions, this phase starts between nine to twelve months prior to the planned launch. In the mission readiness environment, the goal is to perform sufficient testing to exercise the flight teams and systems through all mission phases in order to demonstrate that all elements are ready to support. As part of the maturation process, a mission rehearsal program is introduced to focus on team processes within the final flight system, in a more realistic operational environment. The overall goal for a mission rehearsal program is to: 1) ensure all flight system elements are able to meet mission objectives as a cohesive team; 2) reduce the risk in space based operations due to deficiencies in people, processes, procedures, or systems; and 3) instill confidence in the teams that will execute these first time flight activities. A good rehearsal program ensures critical events are exercised, discovers team or flight system nuances whose impact were previously unknown, and provides a real-time environment in which to interact with the various teams and systems. For flight team members, the rehearsal program provides experience and training in the event of planned (or unplanned) flight contingencies. To preserve the essence for team based rehearsals, this paper will explore the important elements necessary for a successful rehearsal program, document differences driven by Earth Orbiting (Aqua, Aura, Suomi-National Polar-orbiting Partnership (NPP)) and Deep Space missions (New Horizons, Mars Atmosphere and Volatile EvolutioN (MAVEN)) and discuss common challenges to both mission types. In addition, large scale program considerations and enhancements or additional steps for developing a rehearsal program will also be considered. For NASA missions, the mission rehearsal phase is a key milestone for predicting and ensuring on-orbit success.
The NASA COTS (Commercial Orbital Transportation Services) Program was a very successful program that developed and demonstrated cost-effective development and acquisition of commercial cargo transportation services to the International Space Station (ISS). The COTS acquisition strategy utilized a newer model than normally accepted in traditional procurement practices. This new model used Space Act Agreements where NASA entered into partnerships with industry to jointly share cost, development and operational risks to demonstrate new capabilities for mutual benefit. This model proved to be very beneficial to both NASA and its industry partners as NASA saved significantly in development and operational costs while industry partners successfully expanded their market share of the global launch transportation business. The authors, who contributed to the development of the COTS model, would like to extend this model to a lunar commercial services program that will push development of technologies and capabilities that will serve a Mars architecture and lead to an economical and sustainable pathway to transporting humans to Mars. Over the past few decades, several architectures for the Moon and Mars have been proposed and studied but ultimately halted or not even started due to the projected costs significantly exceeding NASA's budgets. Therefore a new strategy is needed that will fit within NASA's projected budgets and takes advantage of the US commercial industry along with its creative and entrepreneurial attributes. The authors propose a new COTS-like program to enter into partnerships with industry to demonstrate cost-effective, cis-lunar commercial services, such as lunar transportation, lunar ISRU operations, and cis-lunar propellant depots that can enable an economical and sustainable Mars architecture. Similar to the original COTS program, the goals of the proposed program, being notionally referred to as Lunar Commercial Orbital Transfer Services (LCOTS) program will be to: 1) reduce development and operational costs by sharing costs with industry; 2) create new markets in cis-lunar space to further reduce operational costs; and 3) enable NASA to develop an affordable and economical exploration Mars architecture. The paper will describe a plan for a proposed LCOTS program, its potential impact to an eventual Mars architecture and its many benefits to NASA, commercial space industry and the US economy.
The NASA Nebraska Space Grant Consortium (NSGC) continues to recognize the necessity of increasing the quantity and quality of highly skilled graduates and faculty involved with NASA. Through NASA Workforce Development funds awarded in 2002, NSGC spearheaded customer- focused workforce training and higher education, industry and community partnerships that are significantly impacting the state s workforce in the science, technology, engineering, and mathematics (STEM) competencies. NSGC proposes to build upon these accomplishments to meet the steadily increasing demand for STEM skills and to safeguard minority representation in these disciplines. A wide range of workforce development activities target NASA s need to establish stronger connections among higher education, industry, and community organizations. Participation in the National Student Satellite Program (NSSP), Community Internship Program, and Nebraska Science and Technology Recruitment Fair will extend the pipeline of employees benefiting NASA as well as Nebraska. The diversity component of this proposal catapults from the exceptional reputation NSGC has built by delivering geospatial science experiences to Nebraska s Native Americans. For 6 years, NSGC has fostered and sustained partnerships with the 2 tribal colleges and 4 reservation school districts in Nebraska to foster aeronautics education and outreach. This program, the Nebraska Native American Outreach Program (NNAOP), has grown to incorporate more than educational institutions and is now a partnership among tribal community leaders, academia, tribal schools, and industry. The content focus has broadened from aeronautics in the school systems to aerospace technology and earth science applications in tribal community decision-making and workforce training on the reservations. To date, participants include faculty and staff at 4 Nebraska tribal schools, 2 tribal colleges, approximately 1,000 Native American youth, and over 1,200 community members. This Native American Initiative of the NSGC addresses Nebraska workforce development and serves as a model to others. Following a structured evaluation process, NSGC proposes to sustain delivery of the training funded by NASA in 2002 to tribal entities through partnerships linking academic programs and industry leaders.
The National Cancer Institute and the Department of Energy strategic partnership applies advanced computing and predictive machine learning and deep learning models to automate the capture of information from unstructured clinical text for inclusion in cancer registries. Applications include extraction of key data elements from pathology reports, determination of whether a pathology or radiology report is related to cancer, extraction of relevant biomarker information, and identification of recurrence. With the growing complexity of cancer diagnosis and treatment, capturing essential information with purely manual methods is increasingly difficult. These new methods for applying advanced computational capabilities to automate data extraction represent an opportunity to close critical information gaps and create a nimble, flexible platform on which new information sources, such as genomics, can be added. This will ultimately provide a deeper understanding of the drivers of cancer and outcomes in the population and increase the timeliness of reporting. These advances will enable better understanding of how real-world patients are treated and the outcomes associated with those treatments in the context of our complex medical and social environment.
The Slender Hypersonic Aerothermodynamic Research Program (SHARP) was initiated by NASA Ames, and executed in partnership with Sandia National Laboratory and the US Air Force, to demonstrate sharp, passive leading edge designs for hypersonic vehicles, incorporating new ultra-high temperature ceramics (UHTC's). These new ceramic composites have been undergoing development, characterization and ground testing at NASA Ames for the last nine years. This paper will describe the background, flight objectives, design and pertinent flight results of SHARP, and some of the potential implications for future hypersonic vehicle designs.
This viewgraph presentation describes a general overview of Dryden Flight Research Center. Strategic partnerships, Dryden's mission activity, exploration systems and aeronautics research programs are also described.
In response to the 2018 White House Space Policy Directive-1 to lead an innovative and sustainable lunar exploration, and to the Vice President’s March 2019 direction to do so by 2024, NASA is working to establish humanity's presence on and around the Moon by: 1) sending payloads to its surface, 2) assembling the Gateway outpost in orbit, and 3) conducting the first human lunar landings since 1972. NASA’s Artemis program is implementing a multi-faceted and coordinated agency-wide approach with a focus on the lunar South Pole. The Artemis missions will demonstrate new technologies, capabilities and business approaches needed for future exploration, including Mars. Assessing options to accelerate development of systems, NASA is utilizing public-private engagements to develop and demonstrate capabilities that meet the agency’s human space exploration objectives while stimulating the commercial space industry. Utilizing efforts across mission directorates, the Artemis effort will benefit from programs such as the Science Mission Directorate’s Commercial Lunar Payloads Services program and the Space Technology Mission Directorate’s Tipping Point partnerships for Moon and Mars technologies. This paper will discuss the strategic landscape for NASA's exploration campaign, the agency's approach to accessing the lunar surface with an affordable human-rated landing system, current status and role of U.S. industry, and future plans.
The Joint Polar Satellite System (JPSS) Program Office is the supporting organization for the Suomi National Polar Orbiting Partnership (S-NPP) and JPSS-1 satellites. S-NPP carries the following sensors: VIIRS, CrIS, ATMS, OMPS, and CERES with instruments that ultimately produce over 25 data products that cover the Earths weather, oceans, and atmosphere. A team of scientists and engineers from all over the United States document, monitor and fix errors in operational software code or documentation with the algorithm change process (ACP) to ensure the success of the S-NPP and JPSS 1 missions by maintaining quality and accuracy of the data products the scientific community relies on. This poster will outline the programs algorithm change process (ACP), identify the various users and scientific applications of our operational data products and highlight changes that have been made to the ACP to accommodate operating system upgrades to the JPSS programs Interface Data Processing Segment (IDPS), so that the program is ready for the transition to the 2017 JPSS-1 satellite mission and beyond.
A tradition of leveraging the re-use of components to help manage costs has evolved in the development of complex system. This tradition continues on in the Joint Polar Satellite System (JPSS) Program with the cloning of the Suomi National Polar-orbiting Partnership (NPP) satellite for the JPSS-1 mission, including the instrument complement. One benefit of re-use on a mission is the availability of existing simulation assets from the systems that were previously built. An issue arises in the continual shift of technology over a long mission, or multi-mission, lifecycle. As the missions mature, the requirements for the observatory simulations evolve. The challenge in this environment becomes re-using the existing components in that ever-changing landscape. To meet this challenge, the system must: establish an operational architecture that minimizes impacts on the implementation of individual components, consolidate the satisfaction of new high-impact requirements into system-level infrastructure, and build in a long-term view of system adaptation that spans the full lifecycle of the simulation system. The Flight Vehicle Test Suite (FVTS) within the JPSS Program is defining and executing this approach to ensure a robust simulation capability for the JPSS multi-mission environment
In an effort to reduce the incidence of childhood obesity, the National Aeronautics and Space Administration (NASA), capitalizing on the theme of human spaceflight developed two educational outreach programs for children ages 8-12. To motivate young "fit explorers," the Train Like an Astronaut National (TLA) program and the Mission X: Train Like an Astronaut International Fitness Challenge (MX) were created. Based on the astronauts' physical training, these programs consist of activities developed by educators and experts in the areas of space life sciences and fitness. These Activities address components of physical fitness. The educational content hopes to promote students to pursue careers in science, technology, engineering, and math (STEM) fields. At the national level, in partnership with First Lady Michelle Obama's Let?s Move! Initiative, the TLA program consists of 10 physical and 2 educational activities. The program encourages families, schools, and communities to work collaboratively in order to reinforce in children and their families the importance of healthy lifestyle habits In contrast, the MX challenge is a cooperative outreach program involving numerous space agencies and other international partner institutions. During the six-week period, teams of students from around the world are challenged to improve their physical fitness and collectively accumulate points by completing 18 core activities. During the 2011 pilot year, a t otal of 137 teams and more than 4,000 students from 12 countries participated in the event. MX will be implemented within 24 countries during the 2012 challenge. It is projected that 7,000 children will "train like an astronaut".
Throughout 2005 and beyond, NASA will be faced with great challenges and even greater opportunities. Following a period of reevaluation, reinvention, and transformation, we will move rapidly forward to leverage new partnerships, approaches, and technologies that will enhance the way we do business. NASA's Scientific and Technical Information (STI) Program, which functions under the auspices of the Agency's Chief Information Officer (CIO), is an integral part of NASA's future. The program supports the Agency's missions to communicate scientific knowledge and understanding and to help transfer NASA's research and development (R&D) information to the aerospace and academic communities and to the public. The STI Program helps ensure that the Agency will remain at the leading edge of R&D by quickly and efficiently capturing and sharing NASA and worldwide STI to use for problem solving, awareness, and knowledge management and transfer.