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This paper presents trends and forces that shape 21 st century demand for higher-speed personal air transportation and outlines guidance developed by NASA in partnership with other federal and state government and industry partners, for Small Aircraft Transportation System (SATS) investment and partnership planning.
Estimated future energy cost savings associated with the development of cost-competitive solar thermal technologies (STT) are discussed. Analysis is restricted to STT in electric applications for 16 high-insolation/high-energy-price states. The fuel price scenarios and three 1990 STT system costs are considered, reflecting uncertainty over future fuel prices and STT cost projections. STT R&D is found to be unacceptably risky for private industry in the absence of federal support. Energy cost savings were projected to range from $0 to $10 billion (1990 values in 1981 dollars), dependng on the system cost and fuel price scenario. Normal R&D investment risks are accentuated because the Organization of Petroleum Exporting Countries (OPEC) cartel can artificially manipulate oil prices and undercut growth of alternative energy sources. Federal participation in STT R&D to help capture the potential benefits of developing cost-competitive STT was found to be in the national interest.
Estimated future energy cost savings associated with the development of cost-competitive solar thermal technologies (STT) are discussed. Analysis is restricted to STT in electric applications for 16 high-insolation/high-energy-price states. Three fuel price scenarios and three 1990 STT system costs are considered, reflecting uncertainty over future fuel prices and STT cost projections. Solar thermal technology research and development (R&D) is found to be unacceptably risky for private industry in the absence of federal support. Energy cost savings were projected to range from $0 to $10 billion (1990 values in 1981 dollars), depending on the system cost and fuel price scenario. Normal R&D investment risks are accentuated because the Organization of Petroleum Exporting Countries (OPEC) cartel can artificially manipulate oil prices and undercut growth of alternative energy sources. Federal participation in STT R&D to help capture the potential benefits of developing cost-competitive STT was found to be in the national interest. Analysis is also provided regarding two federal incentives currently in use: The Federal Business Energy Tax Credit and direct R&D funding.
The NASA Green Propulsion Working Group (GPWG) was tasked by the NASA Chemical Propulsion Subcapabilities Management (CPSM) with the development of this NASA Green Propulsion Technologies Development Roadmap, herein referred to as the Green Propulsion Roadmap, or simply the Roadmap, to provide guidance to NASA through the CPSM on green propulsion technology development. Other agencies or commercial partners may refer to this roadmap as well. It is envisioned that the synthesis of various Center-based activities and knowledge repositories will result in a cumulative knowledge gain, and will provide capabilities beyond the sum contribution of individual Centers. Ultimately, a well-defined roadmap of technology investment path, the enhanced coordination and alignment of activities among NASA Centers and other Federal Agencies, and a well-supported green propulsion community will facilitate the path towards the broader infusion of green propulsion technologies for science and human exploration missions, as well as a deeper understanding of the fundamental behaviors and characteristics of these systems that is on par with other historically used monopropellant propulsion systems, such as hydrazine.
Over the years, NASA has utilized several approaches towards transferring space technologies into the private sectors. Some of these approaches have been successful, others have had mixed results. The conventional approach usually involves identifying advanced NASA technologies and then searching for applications. Some approaches involve joint sponsorship, but mostly focus on technologies for space. The greatest success has occurred when market forces are used to determine technology initiatives. This paper describes an unconventional approach that was structured to drive out customer requirements for advanced technologies where NASA is also a customer on par with others. The approach used herein is best described as entrepreneurial deal-making. This approach is new and is working very well so far, but it is still too early, and the process is too immature, for quantitative evaluation of success. However, it is appropriate to share these experiences at this time in order to obtain feedback and improve our chances for success. In the needs identification stage, NASA is one of many users (customers), and in the subsequent development stage, NASA is one of many suppliers along with industry, academia, and other government organizations. This specific characteristic of the approach was a primary goal that was incorporated from inception. It was the viewpoint of the instigators (the authors) that if the activity was customer focused, it would: (1) have a higher probability for success since it will be driven by those who will reap the benefits; (2) be able to advocate and promote action if necessary, since it would be founded outside the federal government; (3) not be self-perpetuating; that is, if no common need could be found that had a reasonable return on investment, it would self-destruct; and (4) have increased stability from a broader base of support and not be dependent on NASA being the principal funding source. To date, the workshop activities have identified a collection of potential customers in NASA, other federal government, private industry, and academia who have common needs for advanced technologies.
Large cuts in defense spending cause serious repercussions throughout the American economy. One means to counter the negative effects of defense reductions is to redirect federal dollars to temporarily prop up defense industries and, over the longer-term, stimulate growth of new nondefense industries. The creation of non-defense products and industries by channeling ideas from public laboratories into the private sector manufacturing facilities, known as technology transfer, is being undertaken in a massive program that has high visibility, large amounts of money, and broad federal agency involvement. How effectively federal money can be directed toward stimulating the creation of non-defense products will define the strength of the economy, (i.e., tax base, employment level, trade balance, capital investments, etc.), over the next decade. Key functions of the tech transfer process are technology and market assessment, capital formation, manufacturing feasibility, sales and distribution, and business organization creation. Those, however, are not functions typically associated with the federal government. Is the government prepared to provide leadership in those areas? This paper suggests organic systems theory as a means to structure the public sector's actions to provide leadership in functional areas normally outside their scope of expertise. By applying new ideas in organization theory, can we design government action to efficiently and effectively transfer technologies?
The National Additive Manufacturing Innovation Institute was launched in August 2012 as a result of President Obama's proposed need for a whole-of-government advanced manufacturing effort. Mission: To accelerate the adoption of additive manufacturing technologies to increase domestic manufacturing competitiveness. Funding: Five federal agencies - the Departments of Defense, Energy, and Commerce, the National Science Foundation, and NASA - jointly committed to invest $45 million.
Throughout its history, the U.S. Space Science technologies program has been enormously productive. Its accomplishments have rewritten the textbooks. But now, the economic environment has changed dramatically. The Nation's scientific and technological goals are being reexamined and redefined.And the social contract between the scientific community and the Federal Government is being rewritten. There is an expectation that the American public should receive more direct benefits from its investment in science and technology. This Strategic Plan reflects this new paradigm. It presents a carefully selected set of new scientific initiatives that build on past accomplishments to continue NASA's excellence in Space Science. At the same time, it responds to fiscal constraints by defining a new approach to planning, developing, and operating Space Science missions. In particular, investments in new technologies will permit major scientific advances to be made with smaller, more focused, and less costly missions. With the introduction of advanced technologies, smaller does not have to mean less capable. The focus on new technologies also provides and opportunity for the Space Science program to enhance its direct contribution to the country's economic base. At the same time, the program can build on public interest to strengthen its contributions to education and scientific literacy. With this plan we are taking the first steps toward shaping the Space Science program of the 21st century. In doing so, we face major challenges. It will be a very different program than might have been envisioned even a few years ago. But it will be a program that remains at the forefront of science, technology, and education. We intend to continue rewriting the textbooks.
The recording industry resembles the semiconductor industry in several aspects. Both are large (greater than $60 Billion/year revenues); both are considered critical technologies supporting national objectives; both are experiencing increased competition from foreign suppliers; they recognize significant opportunities for both technological and market growth in the decade to come; and both realize that a key to this future growth lies in alliances among industry, academia, and government. The semiconductor industry has made significant investments in alliances relating to manufacturing technologies (SEMATECH) and to joint long-term technology research centered in universities (SRC). The federal government has provided funding support of these efforts in recognition of the critical roles semiconductor technologies play in national interests. The recording industry is now also forming critical alliances, but has been slower in starting and in gaining broad recognition by government agencies and legislators that the industry needs federal support. Traditionally, the recording industry has been viewed as mature, stable, and, while critical to national interests, able to chart and fund its own course toward future national needs. That perception is fortunately changing.
Nowhere is the disconnect between needing to better communicate science and technology and the skills and techniques used for that communication more evident than in the Federal research enterprise. As Federal research budgets stagnate or decline, and despite public clamor for more and better scientific information, communication of basic research results continues to rank among the lowest agency priorities, mortgaged against traditional public-relations activities to polish an agency's image or control negative information flow to the press and public. Alone among the Federal agencies, NASA articulates in its strategic plan the need "...to advance and communicate scientific knowledge and understanding..." These words emphasize the reality that if new knowledge is generated but not communicated, only half the job has been done. This is a reflection of the transition of NASA from primarily an engineering organization used to help win the Cold War to a producer of new knowledge and technology in the National interest for the 21st century.
Projected 1986 sales are significantly reduced as a direct result of system price increases following from expiration of the Federal energy tax credits. There would be greatly reduced emphasis on domestic electric utility applications. Indirect effects arising from unrealized economies of scale and reduced private investment in PV research and development (R&D) and in production facilities could have a very large cumulative adverse impact on the U.S. PV industry. The industry forecasts as much as fourfold reduction in 1990 sales if tax credits expire, compared with what sales would be with the credits. Because the National Photovoltaics Program is explicitly structured as a government partnership, large changes in the motivation or funding of either partner can affect Program success profoundly. Reduced industry participation implies that such industry tasks as industrialization and new product development would slow or halt. Those research areas receiving heavy R&D support from private PV manufacturers would be adversely affected.
This paper examines the financing of U.S. public airports in a turbulent era of change, and projects toward the future. It begins by briefly outlining historical patterns that have changed the industry, and airport facilities in particular. It then develops basic principles of public finance as applied to public infrastructure, followed by the applicable principles of management. Following that, the current airport financing system is analyzed and contrasted with a socially optimal financing system. A concluding section suggests policy reforms and their likely benefits. The principles of finance and management discussed here are elementary. However, their implications are radical for U.S. airport policy. There is a great deal of room to improve the allocation of aviation infrastructure resources. The application of these basic principles makes it evident that in many cases, current practice is wasteful, environmentally unsound, overly costly, and inequitable. Future investments in public aviation capital will continue to be wasteful until more efficient pricing systems are instituted. Thus, problem in the U.S. is not one of insufficient investment in airport infrastructure, but investment in the wrong types of infrastructure. In the U.S., the vast majority of publically-owned airports are owned by local governments. Thus, while the federal government bad a great deal of influence in financing airports, ultimately these are local decisions. The same is true with many other public infrastructure issues. Katz and Herman (1997) report that in 1995, U.S. net public capital stock equaled almost $4.6 trillion, 72% of which ($3.9 trillion) was owned by state and local governments, most of it in buildings, highways, Streets, sewer systems, and water supply facilities. Thus, public infrastructure finance is fundamentally a local government issue, with implications for federal and state governments in the design of their aid programs.
Federal funding of technological research and development is discussed with regard to the procedures for an economic analysis with the goals of (1) determining when the public sector should invest in a research and development program, (2) evaluating the likelihood of private sector participation in terms of public sector participation, and (3) considering the major factors in the formulation of a research and development program in terms of defining initiatives. Public sector investments are evaluated, noting procedures for determining whether benefits exceed costs. The role of the public sector research and development planning is described, considering the procedure for private sector implementation decisions and a methodology for evaluating the possibility of private sector commercialization. The economic value of the public sector research and development program is presented with attention given to a specific case of NASA-sponsored research and development aimed toward the commercialization of new public communications services.
In order to accommodate the rapid growth in commercial aviation throughout the remainder of this century, the Federal Aviation Administration (FAA) is faced with a formidable challenge to upgrade and/or modernize the National Airspace System (NAS) without compromising safety or efficiency. A recurring theme in both the Aviation System Capital Investment Plan (CIP), which has replaced the NAS Plan, and the new FAA Plan for Research, Engineering, and Development (RE&D) rely on the application of new technologies and a greater use of automation. Identifying the high-level functional and system impacts of such modernization efforts on future civil transport operational requirements, particularly in terms of cockpit functionality and information transfer, was the primary objective of this project. The FAA planning documents for the NAS of the 2005 era and beyond were surveyed; major aircraft functional capabilities and system components required for such an operating environment were identified. A hierarchical structured analysis of the information processing and flows emanating from such functional/system components were conducted and the results documented in graphical form depicting the relationships between functions and systems.
Over the past two decades, risk management and risk analysis have emerged throughout the business community in the United States (US) as prominent planning and development strategies used to mitigate risk of failure and ensure a high return on investment (ROI) for business endeavors (financial and otherwise). They are generic tools that can be applied to any business regardless of the sector (i.e., government, university, private) and have been used by the Federal government in the form of institutional practices aimed at maximizing the probability of success in business activities. One US Federal agency that incorporates risk management and analysis techniques into business and/or engineering activities is the National Aeronautics and Space Administration (NASA). The present work is a discussion on mission, spacecraft and instrument design (as well as technology development) and the role of risk management, analysis and mitigation as a fundamental tool in the design process.
Concerns over the aging of the U.S. aerospace industrial base led DOD to introduce first its Technology Modernization (Tech Mod) Program, and more recently the Industrial Modernization Incentive Program (IMIP). These incentives include productivity shared savings rewards, contractor investment protection to allow for amortization of plant and equipment, and subcontractor/vendor participation. The purpose here is to review DOD IMIP and to evaluate whether a similar program is feasible for NASA and other non-DOD agencies. The IMIP methodology is of interest to industrial engineers because it provides a structured, disciplined approach to identifying productivity improvement opportunities and documenting their expected benefit. However, it is shown that more research on predicting and validating cost avoidance is needed.
Many factors have been reviewed in an attempt to seek criteria for the establishment of regions or nations as potential customers for space communication systems. These include economic measures, demographic distributions, topographic variations, physical size, national dispersion, telephones available, investment credit viability, and the general level of technology within the population. A major consideration is the fact that essentially all nations are subject to significant financial constraints. Consequently, some form of national investment priorities becomes necessary, and these priorities are generally perceived differently according to the factors mentioned above and also according to the personalities and interests of each nation's decision makers.
The objective of SATS is to reduce gridlock at hubs, reduce travel times, allow for personal control over travel, and anticipate demand shifts resulting from a migration from suburbs to rural places. The technology is presently available and economical to produce SATS aircraft. The public issue centers on the airports. SATS is a federal program, and many airports in the U.S. are under the control of local governments. The scope of the objective will require thousands of airports in rural and suburban areas to modify their infrastructure and increase their investment. Researchers at the University of Nebraska at Omaha (UNO), and others at other institutions, have prepared reports surveying the relevant issues of implementing SATS. Our UNO team focused on the issues of policy implementation, economic development, management, and finance specific to Nebraska. We are finding that these issues are similar to those in other states in our region and other rural states. This paper discusses how this investment might be financed.