SEARCH · Search NASA

Results for “strategic goals”

Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.

SourceResearch connectionFrom yearThrough year

Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.

At least 37 records · Page 2

All sources NASA NTRS DOE OSTI

NASA NTRS2006

Airborne Precision Spacing: A Trajectory-based Approach to Improve Terminal Area Operations

Airborne Precision Spacing has been developed by the National Aeronautics and Space Administration (NASA) over the past seven years as an attempt to benefit from the capabilities of the flight deck to precisely space their aircraft relative to another aircraft. This development has leveraged decades of work on improving terminal area operations, especially the arrival phase. With APS operations, the air traffic controller instructs the participating aircraft to achieve an assigned inter-arrival spacing interval at the runway threshold, relative to another aircraft. The flight crew then uses airborne automation to manage the aircraft s speed to achieve the goal. The spacing tool is designed to keep the speed within acceptable operational limits, promote system-wide stability, and meet the assigned goal. This reallocation of tasks with the controller issuing strategic goals and the flight crew managing the tactical achievement of those goals has been shown to be feasible through simulation and flight test. A precision of plus or minus 2-3 seconds is generally achievable. Simulations of long strings of arriving traffic show no signs of instabilities or compression waves. Subject pilots have rated the workload to be similar to current-day operations and eye-tracking data substantiate this result. This paper will present a high-level review of research results over the past seven years from a variety of tests and experiments. The results will focus on the precision and accuracy achievable, flow stability and some major sources of uncertainty. The paper also includes a summary of the flight crew s procedures and interface and a brief concept overview.

Barmore, Bryan↗

NASA NTRS2008

Designing the Ares I Crew Launch Vehicle Upper Stage Element and Integrating the Stack at NASA's Marshall Space Flight Center

Fielding an integrated launch vehicle system entails many challenges, not the least of which is the fact that it has been over 30 years since the United States has developed a human-rated vehicle - the venerable Space Shuttle. Over time, whole generations of rocket scientists have passed through the aerospace community without the opportunity to perform such exacting, demanding, and rewarding work. However, with almost 50 years of experience leading the design, development, and end-to-end systems engineering and integration of complex launch vehicles, NASA's Marshall Space Flight Center offers the in-house talent - both junior- and senior-level personnel - to shape a new national asset to meet the requirements for safe, reliable, and affordable space exploration solutions.' These personnel are housed primarily in Marshall's Engineering Directorate and are matrixed into the programs and projects that reside at the rocket center. Fortunately, many Apollo era and Shuttle engineers, as well as those who gained valuable hands-on experience in the 1990s by conducting technology demonstrator projects such as the Delta-Clipper Experimental Advanced, X-33, X-34, and X-37, as well as the short-lived Orbital Space Plane, work closely with industry partners to advance the nation's strategic capability for human access to space. Currently, only three spacefaring nations have this distinction, including the United States, Russia, and, more recently, China. The U.S. National Space Policy of2006 directs that NASA provide the means to travel to space, and the NASA Appropriations Act of2005 provided the initial funding to begin in earnest to replace the Shuttle after the International Space Station construction is complete in 20 IO? These and other strategic goals and objectives are documented in NASA's 2006 Strategic Plan.3 In 2005, a team of NASA aerospace experts conducted the Exploration Systems Architecture Study, which recommended a two-vehicle approach to America's next space transportation system for missions to the International Space Station in the next decade and to explore the Moon and establish an outpost around the 2020 timeframe.4 Based on this extensive study, NASA selected the Ares I crew launch vehicle configuration and the heavy-lift Ares V cargo launch vehicle (fig 1). This paper will give an overview of NASA's approach to integrating the Ares I vehicle stack using capabilities and assets that are resident in Marshall's Engineering Directorate, working in partnership with other NASA Centers and the U.S. aerospace industry. It also will provide top-level details on the progress of the in-house design of the Ares I vehicle's upper stage element.

Lyles, Garry↗

NASA NTRS1992

Technology for libraries and information centers: A seminar in Greece, Portugal, and Turkey

Information technologies are evolving at a rapid pace in today's world. But the electronic technologies needed to transform today's libraries and information centers into electronic 'libraries without walls', where an end-user has instantaneous access to all the information needed from a desktop workstation, have not yet arrived. Even so, there are many technologies available today that can be applied in the library/information center environment to yield increased productivity. However, not all technologies are right for or successful in every environment. Mission, budget, infrastructure, client profiles, and staff skills are a few of the 'environmental' issues that must be considered when selecting and introducing new technologies into a particular information center. Key technologies used in libraries today are reviewed; it can be used as background for targeting technologies that could be successfully implemented in your own environment to further service goals. Before focusing on a selection of technologies, you must first focus on the strategic goal of your organization. The same technology is not right for every library/information center. An overview of technologies that are readily available and can be applied today is presented.

Cotter, Gladys A.↗

NASA NTRS2015

The Role and Evolution of NASA's Earth Science Data Systems

One of the three strategic goals of NASA is to Advance understanding of Earth and develop technologies to improve the quality of life on our home planet (NASA strategic plan 2014). NASA's Earth Science Data System (ESDS) Program directly supports this goal. NASA has been launching satellites for civilian Earth observations for over 40 years, and collecting data from various types of instruments. Especially since 1990, with the start of the Earth Observing System (EOS) Program, which was a part of the Mission to Planet Earth, the observations have been significantly more extensive in their volumes, variety and velocity. Frequent, global observations are made in support of Earth system science. An open data policy has been in effect since 1990, with no period of exclusive access and non-discriminatory access to data, free of charge. NASA currently holds nearly 10 petabytes of Earth science data including satellite, air-borne, and ground-based measurements and derived geophysical parameter products in digital form. Millions of users around the world are using NASA data for Earth science research and applications. In 2014, over a billion data files were downloaded by users from NASAs EOS Data and Information System (EOSDIS), a system with 12 Distributed Active Archive Centers (DAACs) across the U. S. As a core component of the ESDS Program, EOSDIS has been operating since 1994, and has been evolving continuously with advances in information technology. The ESDS Program influences as well as benefits from advances in Earth Science Informatics. The presentation will provide an overview of the role and evolution of NASAs ESDS Program.

Remote Sensing↗

NASA NTRS2000

Goals Analysis Procedure Guidelines for Applying the Goals Analysis Process

One of the key elements to successful project management is the establishment of the "right set of requirements", requirements that reflect the true customer needs and are consistent with the strategic goals and objectives of the participating organizations. A viable set of requirements implies that each individual requirement is a necessary element in satisfying the stated goals and that the entire set of requirements, taken as a whole, is sufficient to satisfy the stated goals. Unfortunately, it is the author's experience that during project formulation phases' many of the Systems Engineering customers do not conduct a rigorous analysis of the goals and objectives that drive the system requirements. As a result, the Systems Engineer is often provided with requirements that are vague, incomplete, and internally inconsistent. To complicate matters, most systems development methodologies assume that the customer provides unambiguous, comprehensive and concise requirements. This paper describes the specific steps of a Goals Analysis process applied by Systems Engineers at the NASA Langley Research Center during the formulation of requirements for research projects. The objective of Goals Analysis is to identify and explore all of the influencing factors that ultimately drive the system's requirements.

Motley, Albert E., III↗

NASA NTRS2018

Mega-Drivers to Inform NASA Space Technology Strategic Planning

The National Aeronautics and Space Administration (NASA) Space Technology Mission Directorate (STMD) has been developing a new Strategic Framework to guide investment prioritization and communication of STMD strategic goals to stakeholders. STMD’s analysis of global trends identified four overarching drivers which are anticipated to shape the needs of civilian space research for years to come. These Mega-Drivers form the foundation of the Strategic Framework. The Increasing Access Mega-Driver reflects the increase in the availability of launch options, more capable propulsion systems, access to planetary surfaces, and the introduction of new platforms to enable exploration, science, and commercial activities. Accelerating Pace of Discovery reflects the exploration of more remote and challenging destinations, drives increased demand for improved abilities to communicate and process large datasets. The Democratization of Space reflects the broadening participation in the space industry, from governments to private investors to citizens. Growing Utilization of Space reflects space market diversification and growth. This paper will further describe the observable trends that inform each of these Mega Drivers, as well as the interrelationships between them within STMD’s new Strategic Framework.

Grande, Melanie L.↗

NASA NTRS2018

Mega-Drivers to Inform NASA Space Technology Strategic Planning

Melanie L Grande↗

NASA NTRS2015

Space Resource Utilization: Near-Term Missions and Long-Term Plans for Human Exploration

NASA's Human Exploration Plans: A primary goal of all major space faring nations is to explore space: from the Earth with telescopes, with robotic probes and space telescopes, and with humans. For the US National Aeronautics and Space Administration (NASA), this pursuit is captured in three important strategic goals: 1. Ascertain the content, origin, and evolution of the solar system and the potential for life elsewhere, 2. Extend and sustain human activities across the solar system (especially the surface of Mars), and 3. Create innovative new space technologies for exploration, science, and economic future. While specific missions and destinations are still being discussed as to what comes first, it is imperative for NASA that it foster the development and implementation of new technologies and approaches that make space exploration affordable and sustainable. Critical to achieving affordable and sustainable human exploration beyond low Earth orbit (LEO) is the development of technologies and systems to identify, extract, and use resources in space instead of bringing everything from Earth. To reduce the development and implementation costs for space resource utilization, often called In Situ Resource Utilization (ISRU), it is imperative to work with terrestrial mining companies to spin-in/spin-off technologies and capabilities, and space mining companies to expand our economy beyond Earth orbit. In the last two years, NASA has focused on developing and implementing a sustainable human space exploration program with the ultimate goal of exploring the surface of Mars with humans. The plan involves developing technology and capability building blocks critical for sustained exploration starting with the Space Launch System (SLS) and Orion crew spacecraft and utilizing the International Space Station as a springboard into the solar system. The evolvable plan develops and expands human exploration in phases starting with missions that are reliant on Earth, to performing ever more challenging and longer duration missions in cis-lunar space and beyond, to eventually being independent from Earth. The goal is no longer just to reach a destination, but to enable people to work, learn, operate, and live safely beyond the Earth for extended periods of time, ultimately in ways that are more sustainable and even indefinite.

Sanders, Gerald B.↗

NASA NTRS2015

Space Resource Utilization: Near-Term Missions and Long-Term Plans for Human Exploration

A primary goal of all major space faring nations is to explore space: from the Earth with telescopes, with robotic probes and space telescopes, and with humans. For the US National Aeronautics and Space Administration (NASA), this pursuit is captured in three important strategic goals: 1. Ascertain the content, origin, and evolution of the solar system and the potential for life elsewhere, 2. Extend and sustain human activities across the solar system (especially the surface of Mars), and 3. Create innovative new space technologies for exploration, science, and economic future. While specific missions and destinations are still being discussed as to what comes first, it is imperative for NASA that it foster the development and implementation of new technologies and approaches that make space exploration affordable and sustainable. Critical to achieving affordable and sustainable human exploration beyond low Earth orbit (LEO) is the development of technologies and systems to identify, extract, and use resources in space instead of bringing everything from Earth. To reduce the development and implementation costs for space resource utilization, often called In Situ Resource Utilization (ISRU), it is imperative to work with terrestrial mining companies to spin-in/spin-off technologies and capabilities, and space mining companies to expand our economy beyond Earth orbit. In the last two years, NASA has focused on developing and implementing a sustainable human space exploration program with the ultimate goal of exploring the surface of Mars with humans. The plan involves developing technology and capability building blocks critical for sustained exploration starting with the Space Launch System (SLS) and Orion crew spacecraft and utilizing the International Space Station as a springboard into the solar system. The evolvable plan develops and expands human exploration in phases starting with missions that are reliant on Earth, to performing ever more challenging and longer duration missions in cis-lunar space and beyond, to eventually being independent from Earth. The goal is no longer just to reach a destination, but to enable people to work, learn, operate, and live safely beyond the Earth for extended periods of time, ultimately in ways that are more sustainable and even indefinite.

Sanders, Gerald B.↗

NASA NTRS2010

Flight Team Development in Support of LCROSS - A Class D Mission

The LCROSS (Lunar Crater Observation and Sensing Satellite) project presented a number of challenges to the preparation for mission operations. A class D mission under NASA s risk tolerance scale, LCROSS was governed by a $79 million cost cap and a 29 month schedule from "authority to proceed" to flight readiness. LCROSS was NASA Ames Research Center s flagship mission in its return to spacecraft flight operations after many years of pursuing other strategic goals. As such, ARC needed to restore and update its mission support infrastructure, and in parallel, the LCROSS project had to newly define operational practices and to select and train a flight team combining experienced operators and staff from other arenas of ARC research. This paper describes the LCROSS flight team development process, which deeply involved team members in spacecraft and ground system design, implementation and test; leveraged collaborations with strategic partners; and conducted extensive testing and rehearsals that scaled in realism and complexity in coordination with ground system and spacecraft development. As a testament to the approach, LCROSS successfully met its full mission objectives, despite many in-flight challenges, with its impact on the lunar south pole on October 9, 2009.

Tompkins, Paul D.↗

NASA NTRSDate not supplied

Clothes Cleaning Research for Space Exploration

As the National Aeronautics and Space Administration (NASA) plans to establish a sustainable presence on the Moon to prepare for missions to Mars, there is an increased need to find effective and sustainable laundry solutions that are compatible with space travel and reduce the need for clothing resupply. Research and development to overcome resource constraints in space can lead to new products and practices on Earth. This paper describes a collaboration between NASA and Procter & Gamble (P&G) to advance their individual goals as well as provide additional benefits to humanity through more sustainable use of resources. In particular, the two organizations have been working together since August 2020 to advance state-of-the-art, environmentally friendly laundry solutions. Both traditional and novel approaches are being considered and held up against strict resource constraints that may exist in space missions or on Earth in the future. The results of this work are expected to contribute to NASA’s strategic goal of extending human presence deeper into space and to the Moon for sustainable long-term exploration and utilization. Likewise, the collaboration will advance one of P&G’s 2030 corporate sustainability goals by promoting water savings among its 5 billion consumers.

laundry↗

NASA NTRS2015

Implementing NASA's Capability-Driven Approach: Insight into NASA's Processes for Maturing Exploration Systems

NASA is engaged in transforming human spaceflight. The Agency is shifting from an exploration-based program with human activities focused on low Earth orbit (LEO) and targeted robotic missions in deep space to a more sustainable and integrated pioneering approach. Through pioneering, NASA seeks to address national goals to develop the capacity for people to work, learn, operate, live, and thrive safely beyond the Earth for extended periods of time. However, pioneering space involves more than the daunting technical challenges of transportation, maintaining health, and enabling crew productivity for long durations in remote, hostile, and alien environments. This shift also requires a change in operating processes for NASA. The Agency can no longer afford to engineer systems for specific missions and destinations and instead must focus on common capabilities that enable a range of destinations and missions. NASA has codified a capability driven approach, which provides flexible guidance for the development and maturation of common capabilities necessary for human pioneers beyond LEO. This approach has been included in NASA policy and is captured in the Agency's strategic goals. It is currently being implemented across NASA's centers and programs. Throughout 2014, NASA engaged in an Agency-wide process to define and refine exploration-related capabilities and associated gaps, focusing only on those that are critical for human exploration beyond LEO. NASA identified 12 common capabilities ranging from Environmental Control and Life Support Systems to Robotics, and established Agency-wide teams or working groups comprised of subject matter experts that are responsible for the maturation of these exploration capabilities. These teams, called the System Maturation Teams (SMTs) help formulate, guide and resolve performance gaps associated with the identified exploration capabilities. The SMTs are defining performance parameters and goals for each of the 12 capabilities, developing maturation plans and roadmaps for the identified performance gaps, specifying the interfaces between the various capabilities, and ensuring that the capabilities mature and integrate to enable future pioneering missions. By managing system development through the SMTs instead of traditional NASA programs and projects, the Agency is shifting from mission-driven development to a more flexible, capability-driven development. The process NASA uses to establish, integrate, prioritize, and manage the SMTs and associated capabilities is iterative. NASA relies on the Human Exploration and Operation Mission Directorate's SMT Integration Team within Advanced Exploration Systems to coordinate and facilitate the SMT process. The SMT Integration team conducts regular reviews and coordination meetings among the SMTs and has developed a number of tools to help the Agency implement capability driven processes. The SMT Integration team is uniquely positioned to help the Agency coordinate the SMTs and other processes that are making the capability-driven approach a reality. This paper will introduce the SMTs and the 12 key capabilities they represent. The role of the SMTs will be discussed with respect to Agency-wide processes to shift from mission-focused exploration to a capability-driven pioneering approach. Specific examples will be given to highlight systems development and testing within the SMTs. These examples will also show how NASA is using current investments in the International Space Station and future investments to develop and demonstrate capabilities. The paper will conclude by describing next steps and a process for soliciting feedback from the space exploration community to refine NASA's process for developing common exploration capabilities.

Williams-Byrd, Julie↗

NASA NTRS2010

Evaluation of the NASA Arc Jet Capabilities to Support Mission Requirements

NASA accomplishes its strategic goals through human and robotic exploration missions. Many of these missions require launching and landing or returning spacecraft with human or return samples through Earth's and other planetary atmospheres. Spacecraft entering an atmosphere are subjected to extreme aerothermal loads. Protecting against these extreme loads is a critical element of spacecraft design. The safety and success of the planned mission is a prime concern for the Agency, and risk mitigation requires the knowledgeable use of thermal protection systems to successfully withstand the high-energy states imposed on the vehicle. Arc jets provide ground-based testing for development and flight validation of re-entry vehicle thermal protection materials and are a critical capability and core competency of NASA. The Agency's primary hypersonic thermal testing capability resides at the Ames Research Center and the Johnson Space Center and was developed and built in the 1960s and 1970s. This capability was critical to the success of Apollo, Shuttle, Pioneer, Galileo, Mars Pathfinder, and Orion. But the capability and the infrastructure are beyond their design lives. The complexes urgently need strategic attention and investment to meet the future needs of the Agency. The Office of Chief Engineer (OCE) chartered the Arc Jet Evaluation Working Group (AJEWG), a team of experienced individuals from across the Nation, to capture perspectives and requirements from the arc jet user community and from the community that operates and maintains this capability and capacity. This report offers the AJEWG's findings and conclusions that are intended to inform the discussion surrounding potential strategic technical and investment strategies. The AJEWG was directed to employ a 30-year Agency-level view so that near-term issues did not cloud the findings and conclusions and did not dominate or limit any of the strategic options.

Calomino, Anthony↗

NASA NTRS2007

From ESAS to Ares: A Chronology

Throughout my career, I have observed many launch vehicle efforts come and go. Although it may appear on the surface that those were dead-end streets, the knowledge we gained through them actually informs the work in progress. Following the tragic loss of the Space Shuttle Columbia's crew, the administration took the Columbia Accident Investigation Board's findings to heart and united the Agency behind the Vision for Space Exploration, with clear goals and objectives, including fielding a new generation of safe, reliable, and affordable space transportation. The genesis of the Ares I Crew Launch Vehicle and Ares V Cargo Launch Vehicle activities now under way by a nationwide Government and industry team was the confirmation of the current NASA Administrator in April 2005. Shortly thereafter, he commissioned a team of aerospace experts to conduct the Exploration Systems Architecture Study (ESAS), which gave shape to launch vehicles that will empower America's resurgence in scientific discovery through human and robotic space exploration. In October 2005, I was asked to lead this effort, building the team and forming the partnerships that will, in turn, build America's next human-rated space transportation system. In November 2006, the Ares I team began conducting the System Requirements Review milestone, just 1 year after its formation. We are gaining momentum toward the first test flight of the integrated vehicle system in 2009, just a few short years away. The Agency is now poised to deliver on the commitment this nation has made to advance our interests in space. In its inaugural year, the Ares team has conducted the first human-rated launch vehicle major milestone in over 30 years. Using the Exploration Systems Architecture Study recommendations as a starting point, the vehicle designs have been evolved to best meet customer and stakeholder requirements to fulfill the strategic goals outlined in the Vision for Space Exploration.

Cook, Stephen A.↗

NASA NTRS2004

The International Global Network of Geodetic Fiducial Stations

Scientific need and technological opportunity require that we move toward implementing a global network of geodetic fiducial stations which feature co-located SLR, VLBI, GNSS, and DORIS instrumentation. Earth science of the next decade will require more accurate global change measurements of sea level topography, sea level change, polar ice mass balance, hydrological and atmospheric mass flux. and topographic deformation, real time mm scale navigation and precision time transfer on a global scale. These scientific requirements have been translated into a goal of mm scale annual stability for the terrestrial reference frame, earth orientation parameters, as well as the orbit and clock determinations tbr the GNSS systems. To meet these challenges, the four geodetic observing systems must be more tightly integrated in technology, location, and analysis. NASA strongly supports the objectives of the IGGOS initiative vis NASA's National Geodetic Observatory and INDIGO programs. The Global networks of GNSS, SLR. and VLBI observatories are for the most part poorly suited for these new demands. These important geodetic networks have evolved with little planning yet these systems are providing essential measurements to a wide swath of society. New signal structures in the GPS and the developing Galileo GNSS will soon require replacement of the GNSS receivers. The SLR network is poorly distributed globally, requires labor intensive observations and analysis, and for the most part relies upon antiquated technology. The VLBI observatories utilize large radio telescopes in remote regions that are poorly distributed globally. Co-location of these networks is sparse and co-location errors contribute significantly to the observing error spectrum. Increasing use of the S and X band by commercial and other government services will also contribute to increased observational errors. The time is upon us for an international effort to develop an optimized global geodetic fiducial network of twelve or more integrated automated geodetic observatories that will provide in near real time high density mea.surements of Earth orientation, geodetic positioning, and GNSS system monitoring. The strategic goal for the optimized global fiducial network should be efficient autonomous operation, real time data streaming to analysis centers with an integrated near real time analysis capability for all four observing systems. These goals are achievable in the next decade given the dramatic technological improvements in all geodetic systems. For VLBI, the BKG TIGO might be viewed as a preliminary prototype of technology for fundamental stations. Mark 5, PC-VSI. e-VLBI broadband development efforts are laying the groundwork to reduce the aperture of the VLBI antennas and to allow for precision mm level co-location of observing systems. Operating costs and enhanced accuracy would accrue from the elimination of hydrogen maser clocks using double differencing, GNSS time transfer technology, GHz broadband recording, real time analysis, and mm wavelength VLBI observations. A global geodetic fiducial network will not be realizable without international efforts and the support of the four services.

LaBrecque, John↗

NASA NTRS2012

NASA Human Health and Performance Strategy

In May 2007, what was then the Space Life Sciences Directorate, issued the 2007 Space Life Sciences Strategy for Human Space Exploration. In January 2012, leadership and key directorate personnel were once again brought together to assess the current and expected future environment against its 2007 Strategy and the Agency and Johnson Space Center goals and strategies. The result was a refined vision and mission, and revised goals, objectives, and strategies. One of the first changes implemented was to rename the directorate from Space Life Sciences to Human Health and Performance to better reflect our vision and mission. The most significant change in the directorate from 2007 to the present is the integration of the Human Research Program and Crew Health and Safety activities. Subsequently, the Human Health and Performance Directorate underwent a reorganization to achieve enhanced integration of research and development with operations to better support human spaceflight and International Space Station utilization. These changes also enable a more effective and efficient approach to human system risk mitigation. Since 2007, we have also made significant advances in external collaboration and implementation of new business models within the directorate and the Agency, and through two newly established virtual centers, the NASA Human Health and Performance Center and the Center of Excellence for Collaborative Innovation. Our 2012 Strategy builds upon these successes to address the Agency s increased emphasis on societal relevance and being a leader in research and development and innovative business and communications practices. The 2012 Human Health and Performance Vision is to lead the world in human health and performance innovations for life in space and on Earth. Our mission is to enable optimization of human health and performance throughout all phases of spaceflight. All HHPD functions are ultimately aimed at achieving this mission. Our activities enable mission success, optimizing human health and productivity in space before, during, and after the actual spaceflight experience of our crews, and include support for ground-based functions. Many of our spaceflight innovations also provide solutions for terrestrial challenges, thereby enhancing life on Earth. Our strategic goals are aimed at leading human exploration and ISS utilization, leading human health and performance internationally, excelling in management and advancement of innovations in health and human system integration, and expanding relevance to life on Earth and creating enduring support and enthusiasm for space exploration.

Davis, Jeffrey R.↗

NASA NTRS2012

NASA Human Health and Performance Strategy

In May 2007, what was then the Space Life Sciences Directorate, issued the 2007 Space Life Sciences Strategy for Human Space Exploration. In January 2012, leadership and key directorate personnel were once again brought together to assess the current and expected future environment against its 2007 Strategy and the Agency and Johnson Space Center goals and strategies. The result was a refined vision and mission, and revised goals, objectives, and strategies. One of the first changes implemented was to rename the directorate from Space Life Sciences to Human Health and Performance to better reflect our vision and mission. The most significant change in the directorate from 2007 to the present is the integration of the Human Research Program and Crew Health and Safety activities. Subsequently, the Human Health and Performance Directorate underwent a reorganization to achieve enhanced integration of research and development with operations to better support human spaceflight and International Space Station utilization. These changes also enable a more effective and efficient approach to human system risk mitigation. Since 2007, we have also made significant advances in external collaboration and implementation of new business models within the directorate and the Agency, and through two newly established virtual centers, the NASA Human Health and Performance Center and the Center of Excellence for Collaborative Innovation. Our 2012 Strategy builds upon these successes to address the Agency's increased emphasis on societal relevance and being a leader in research and development and innovative business and communications practices. The 2012 Human Health and Performance Vision is to lead the world in human health and performance innovations for life in space and on Earth. Our mission is to enable optimization of human health and performance throughout all phases of spaceflight. All HH&P functions are ultimately aimed at achieving this mission. Our activities enable mission success, optimizing human health and productivity in space before, during, and after the actual spaceflight experience of our crews, and include support for ground-‐ based functions. Many of our spaceflight innovations also provide solutions for terrestrial challenges, thereby enhancing life on Earth. Our strategic goals are aimed at leading human exploration and ISS utilization, leading human health and performance internationally, excelling in management and advancement of innovations in health and human system integration, and expanding relevance to life on Earth and creating enduring support and enthusiasm for space exploration.

Davis, Jeffrey R.↗

NASA NTRS2002

Estimation of High-Frequency Earth-Space Radio Wave Signals via Ground-Based Polarimetric Radar Observations

Expanding human presence in space, and enabling the commercialization of this frontier, is part of the strategic goals for NASA's Human Exploration and Development of Space (HEDS) enterprise. Future near-Earth and planetary missions will support the use of high-frequency Earth-space communication systems. Additionally, increased commercial demand on low-frequency Earth-space links in the S- and C-band spectra have led to increased interest in the use of higher frequencies in regions like Ku and Ka-band. Attenuation of high-frequency signals, due to a precipitating medium, can be quite severe and can cause considerable disruptions in a communications link that traverses such a medium. Previously, ground radar measurements were made along the Earth-space path and compared to satellite beacon data that was transmitted to a ground station. In this paper, quantitative estimation of the attenuation along the propagation path is made via inter-comparisons of radar data taken from the Tropical Rainfall Measuring Mission (TRMM) Precipitation Radar (PR) and ground-based polarimetric radar observations. Theoretical relationships between the expected specific attenuation (k) of spaceborne measurements with ground-based measurements of reflectivity (Zh) and differential propagation phase shift (Kdp) are developed for various hydrometeors that could be present along the propagation path, which are used to estimate the two-way path-integrated attenuation (PIA) on the PR return echo. Resolution volume matching and alignment of the radar systems is performed, and a direct comparison of PR return echo with ground radar attenuation estimates is made directly on a beam-by-beam basis. The technique is validated using data collected from the TExas and Florida UNderflights (TEFLUN-B) experiment and the TRMM large Biosphere-Atmosphere experiment in Amazonia (LBA) campaign. Attenuation estimation derived from this method can be used for strategiC planning of communication systems for future HEDS missions.

Bolen, Steve↗