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NASA NTRS2002

Ronald E. McNair Graduate Student Researchers Program

According to the latest report by the National Science Foundation, only eighty-three (83) African-Americans received doctoral degrees in all engineering disciplines in 2000. North Carolina A&T State University (NC A&T) awarded Ph.D.s to 15 African-Americans, in only two engineering disciplines over the past 4 years. It clearly indicates that the partnership between NASA and NC A&T plays a significant role in producing minority engineering Ph.D.s, which this country needs to establish an ethnically diverse workforce to compete in a global economy. Many of these students would not have been able to study for their doctoral degrees without the Ronald E. McNair Graduate Research Fellowship Program.

Monroe, Joseph↗
NASA NTRS1990

NASA and Education

President Bush endorsed a package of six goals developed by the governors of the 50 states, among them making the United States first in the world in mathematics and science achievement. The crux of the technical manpower problem is that too few people in the workforce today have the skills required to function in a technologically advanced society. All over the U.S., government, industry and academic organizations, individually and in concert, at the national, state and local levels, are accelerating efforts to find remedies for the educational and training maladies that threaten America's scientific and technological future. NASA is among the leading education promoting organizations and the agency is expanding its effort. In May 1990, NASA and the Department of Energy concluded an agreement for a cooperative program directed at encouraging more U.S. students to pursue careers in science, engineering and mathematics, and at improving the instructional process in those areas at the precollege and university levels.

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NASA NTRS2002

The Impact of Trust on Organization Commitment

As the global economy continues to spawn competitive forces, organizations have sought to become more competitive by cutting costs, eliminating non-value added work, and using more automation. Jobs have become broader and more flexible leading to a leaner workforce with higher-level knowledge and skills and more responsibility for day-to-day decisions. More than ever, organizations depend on employees as the innovators and designers of products and processes and as a source of strategic advantage. Therefore employee commitment among knowledge workers is needed to maintain organizational viability. It would seem that stronger relationships due to greater dependency, involvement, and investment would develop between employers and high-technology workers resulting in more committed employees. However, the opposite has been evidenced as key knowledge workers are changing jobs frequently. This may be due to a perceived lack of commitment by management to its employees. The notion of exchange may dominate the development of organizational commitment whereby an individual decides what to give a firm (commitment, extra effort, better performance, etc.) based on what the firm gives them (e.g., trust and security). It is the relationship between an employee's organizational commitment and the responding level of trust in the organization that is examined in this paper. An experiment is described that will seek to identify this relationship. Preliminary results are expected to show a positive relationship whereby employee commitment is positively correlated with organizational trust.

Robinson, Kimberly↗
NASA NTRS2003

Glenn's Strategic Partnerships With HBCUs and OMUs

NASA senior management has identified the need to develop a strategy for increased contracting with the historically black colleges and universities (HBCUs) and other minority universities (OMUs). The benefits to the institutions, by partnering with NASA, include developing their industrial base via NASA-industry partnerships, strong competitive advantage in technology-based research opportunities, and improved research capabilities. NASA gains increased contributed value to the Agency missions and programs as well as potential future recruits from technology-trained students who also constitute a pool for the nation s workforce. This report documents synergistic links between Glenn Research Center research and technology programs and faculty expertise at HBCUs and OMUs. The links are derived, based on Glenn technologies in the various directorates, program offices, and project offices. Such links readily identify universities with faculty members who are knowledgeable or have backgrounds in the listed technologies for possible collaboration. Recommendations are made to use the links as opportunities for Glenn and NASA, as well as industry collaborators, to cultivate stronger partnerships with the universities. It is concluded that Glenn and its partners and collaborators can expect to mutually benefit from leveraging NASA s cutting-edge and challenging research and technologies; industry's high technology development, research and development facilities, system design capabilities and market awareness; and academia s expertise in basic research and relatively low overhead cost. Reduced cost, accelerated technology development, technology transfer, and infrastructure development constitute some of the derived benefits.

Kankam, M. David↗
NASA NTRS2003

How do we Remain Us in a Time of Change: Culture and Knowledge Management at NASA

This viewgraph representation presents an overview of findings of a NASA agency-wide Knowledge Management Team considering culture and knowledge management issues at the agency. Specific issues identified by the team include: (1) NASA must move from being a knowledge hoarding culture to a knowledge sharing culture; (2) NASA must move from being center focused to being Agency focused; (3) NASA must capture the knowledge of a departing workforce. Topics considered include: what must NASA know to remain NASA, what were previous forms of knowledge reproduction and how has technological innovations changed these systems, and what changes in funding and relationships between contractors and NASA affected knowledge reproduction.

Linde, Charlotte↗
NASA NTRS2003

Enhanced Large Solid Rocket Motor Understanding Through Performance Margin Testing: RSRM Five-Segment Engineering Test Motor (ETM-3)

The Five-Segment Engineering Test Motor (ETM-3) is an extended length reusable solid rocket motor (RSRM) intended to increase motor performance and internal environments above the current four-segment RSRM flight motor. The principal purpose of ETM-3 is to provide a test article for RSRM component margin testing. As the RSRM and Space Shuttle in general continue to age, replacing obsolete materials becomes an ever-increasing issue. Having a five-segment motor that provides environments in excess of normal opera- tion allows a mechanism to subject replacement materials to a more severe environment than experienced in flight. Additionally, ETM-3 offers a second design data point from which to develop and/or validate analytical models that currently have some level of empiricism associated with them. These enhanced models have the potential to further the understanding of RSRM motor performance and solid rocket motor (SRM) propulsion in general. Furthermore, these data could be leveraged to support a five-segment booster (FSB) development program should the Space Shuttle program choose to pursue this option for abort mode enhancements during the ascent phase. A tertiary goal of ETM-3 is to challenge both the ATK Thiokol Propulsion and NASA MSFC technical personnel through the design and analysis of a large solid rocket motor without the benefit of a well-established performance database such as the RSRM. The end result of this undertaking will be a more competent and experienced workforce for both organizations. Of particular interest are the motor design characteristics and the systems engineering approach used to conduct a complex yet successful large motor static test. These aspects of ETM-3 and more will be summarized.

Huppi, Hal↗
NASA NTRS2003

Institute for Advanced Education in Geospatial Sciences Educating the Next Generation of Scientists

The project, as stated earlier is sponsored by NASA and is located at the University of Mississippi in Oxford, MS. It has two principal investigators with one of them, Pam Lawhead, serving as the Director of the Institute. The goal of the project is to create fifty online courses in Remote Sensing over the five year life of the project. Each year ten courses are put out for bid and the best ten submissions are accepted. This request for proposals insures that the course creators are content experts. Equivalence of product drives the online hosting of the courses. That is, we want the online presentation and delivery of each course to be as multi-media intensive as is effective. The goal is not to replace existing courses but, to provide courses created by content experts to as many colleges and universities as possible. This effort to create and host online courses has as its final goal the creation of a very large college educated workforce prepared to use the vast stores of information gathers by NASA and other remote sensing industries to enhance life on this planet.

Lawhead, Pamela↗
NASA NTRS2002

U.S. Aerospace and Aviation Industry: A State-By-State Analysis

President George W. Bush and the Congress created the Commission on the Future of the United States Aerospace Industry to evaluate the current and future health of the industry as well as the challenges that lie ahead for the U.S. workforce and the economy. To accomplish our mission, we commissioned a study on the economic impact of the aerospace industry nationally and on a state-by-state basis, using the best available U.S. government data. This study sought to define the core of the aerospace industry. The resulting data represents that very core those jobs specifically tied to commercial and civilian aerospace. U.S. Aerospace and Aviation: A State-by-State Analysis examines the civilian and commercial aerospace and aviation industry by employment, wages, payroll, and establishments. The report found that the U.S. civilian and commercial aerospace and aviation industry employed over 2 million workers in 2001.

STATES (UNITED STATES)↗
NASA NTRS2004

Spatial Information Technology Center at Fulton-Montgomery Community College

The Spatial Information Technology Center (SITC) at Fulton-Montgomery Community College (FMCC) continued to fulfill its mission and charter by successfully completing its third year of operations under Congressional funding and NASA sponsorship. Third year operations (01 Oct 02 - 30 Sep 03) have been funded and conducted utilizing two authorized Research Grants NAG 13-00043 (via a one-year no-cost extension expiring Sep 03) and NAG 13-02053 (one-year no-cost extension expiring Sep 04). Drawdowns and reporting of fiscal activities for SlTC operations continues to pass through the Institute for the Application of Geo-spatial Technology (IAGT) at Cayuga Community College in Auburn, New York. Fiscal activity of the Center is reported quarterly via SF 272 to IAGT, thus this report contains only a budgetary overview and forecast of future expenditures for the remaining funds of NAG 13 - 02053. Funds from NAG 13 - 00043 were exhausted during the fourth quarter of fiscal year FY02 - 03, which necessitated initial draw down of NAG 13 - 02053. The IAGT receives no compensation for administrative costs as authorized and approved by NASA in each award budget. This report also includes the necessary addendums for each NAG award, as required by federal guidelines, though no reportable activities took place within this report period. Attached are the signed Report of New Technology/lnventions and a Final Property Report identifying qualifying equipment purchased by the Center. As an academic, economic and workforce development oriented program, the Center has made significant strides in bringing the technology, knowledge and applications of the spatial information technology field to the region it serves. Through the mission of the Center, the region's educational, economic development and work force communities have become increasingly educated to the benefits of spatial (Geospatial) technology, particularly in the region's K-12 arena. SlTC continues to positively affect the region's education, employment and economic development, while expanding its services and operations designed to be customer driven, growing infrastructure and affecting systemic change.

Flinton, Michael E.↗
NASA NTRS2004

The Vision for Space Exploration

With last year's budget, NASA released a new Strategic Plan outlining a new approach to space exploration using a 'building block' strategy to explore scientifically valuable destinations across our solar system. At the same time that we released the Strategic Plan, our Nation and the NASA family also suffered the loss of the seven brave astronauts aboard the Space Shuttle Columbia. The report of the Columbia Accident Investigation Board emphasized the need for a clearer direction from which to drive NASA's human exploration agenda. On January 14, 2004, the President articulated a new vision for space exploration. You hold in your hands a new, bolder framework for exploring our solar system that builds upon the policy that was announced by the President after months of careful deliberations within the Administration. This plan does not undertake exploration merely for the sake of adventure, however exciting that may be, but seeks answers to profound scientific and philosophical questions, responds to recent discoveries, will put in place revolutionary technologies and capabilities for the future, and will genuinely inspire our Nation, the world, and the next generation. Our aim is to explore in a sustainable, affordable, and flexible manner. We believe the principles and roadmap set down in this document will stand the test of time. Its details will be subject to revision and expansion as new discoveries are made, new technologies are applied, and new challenges are met and overcome. This plan is guided by the Administration's new space exploration policy, 'A Renewed Spirit of Discovery: The President's Vision for U.S. Space Exploration,' a copy of which is provided on the following pages. NASA is releasing this plan simultaneously with NASA's FY 2005 Budget Justification. This plan is fiscally responsible, consistent with the Administration s goal of cutting the budget deficit in half within the next five years. I cannot overstate how much NASA will change in the coming years as this plan is implemented. I also cannot overstate how profound the rewards will be on this new course. With the support of Congress, the science community, the NASA civil and contractor workforce, and most importantly, the American public, we will embark on this very exciting future. When Christopher Columbus made his voyages across the Atlantic in the 15th and 16th centuries, his ships carried the inscription 'Following the light of the sun, we left the Old World.' I look forward to joining you as we follow the light of the planets and the stars into the new worlds of the 21st century.

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NASA NTRS2002

Aerospace Safety Advisory Panel

This report presents the results of the Aerospace Safety Advisory Panel (ASAP) activities during 2002. The format of the report has been modified to capture a long-term perspective. Section II is new and highlights the Panel's view of NASA's safety progress during the year. Section III contains the pivotal safety issues facing NASA in the coming year. Section IV includes the program area findings and recommendations. The Panel has been asked by the Administrator to perform several special studies this year, and the resulting white papers appear in Appendix C. The year has been filled with significant achievements for NASA in both successful Space Shuttle operations and International Space Station (ISS) construction. Throughout the year, safety has been first and foremost in spite of many changes throughout the Agency. The relocation of the Orbiter Major Modifications (OMMs) from California to Kennedy Space Center (KSC) appears very successful. The transition of responsibilities for program management of the Space Shuttle and ISS programs from Johnson Space Center (JSC) to NASA Headquarters went smoothly. The decision to extend the life of the Space Shuttle as the primary NASA vehicle for access to space is viewed by the Panel as a prudent one. With the appropriate investments in safety improvements, in maintenance, in preserving appropriate inventories of spare parts, and in infrastructure, the Space Shuttle can provide safe and reliable support for the ISS for the foreseeable future. Indications of an aging Space Shuttle fleet occurred on more than one occasion this year. Several flaws went undetected in the early prelaunch tests and inspections. In all but one case, the problems were found prior to launch. These incidents were all handled properly and with safety as the guiding principle. Indeed, launches were postponed until the problems were fully understood and mitigating action could be taken. These incidents do, however, indicate the need to analyze the Space Shuttle certification criteria closely. Based on this analysis, NASA can determine the need to receritfy the vehicles and to incorporate more stringent inspections throughout the process to minimize launch schedule impact. A highly skilled and experience workforce will be increasingly important for safe and reliable operations as the Space Shuttle vehicles and infrastructure continue to age.

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NASA NTRS2004

Johnson Space Center's Role in a Sustainable Future

NASA scientists and many others are contributing to the growing knowledge of our Earth and its ecosystems. Satellites measure sea level rise, and changes in vegetation and air pollutants that travel between countries and continents. The U.S. federal government seeks to be a leader in environmental sustainability efforts through various Executive Orders and policies that save energy, reduce waste, and encourage less reliance on oil as an energy source. NASA, as an agency that is by nature focused on the future, has much to contribute to these efforts. The NASA mission is 'To understand and protect our home planet, to explore the universe and search for life, to inspire the next generation of explorers as only NASA can.' Pollution prevention, affirmative procurement and sustainable design are all programs that are under way at NASA. But more can be done. By sharing ideas and learning from other organizations as well as from the talented workforce we are a part of, JSC can improve its sustainability performance and spread the benefits to our community.

Ewert, Michael K.↗
NASA NTRS1998

Research and Technology 1997

NASA Lewis Research Center is responsible for developing and transferring critical technologies that address national priorities in aeropropulsion and space applications in partnership with U.S. industries, universities, and Government institutions. As NASA s designated Lead Center for Aeropropulsion, our role is to develop, verify, and transfer aeropropulsion technologies to U.S. industry. As NASA s designated Center of Excellence in Turbomachinery, our role is to develop new and innovative turbomachinery technology to improve the reliability, performance, efficiency and affordability, capacity, and environmental compatibility of future aerospace vehicles. We also maintain a science and technology development role in aeropropulsion, communications, space power and onboard propulsion, and microgravity fluid physics and combustion. We are committed to enabling non-aerospace U.S. industries to benefit directly from the technologies developed through our programs to maximize the benefit to the Nation and the return on each taxpayer s investment. In addition, we are aggressively pursuing continuous improvement in our management and business practices and striving for diversity in our workforce as together we push the edge of technology in space and aeronautics. The Lewis Research Center is a unique facility located in an important geographical area, the southwest corner of Cleveland, Ohio. Situated on 350 acres of land adjacent to the Cleveland Hopkins International Airport, Lewis comprises more than 140 buildings that include 24 major facilities and over 500 specialized research and test facilities. Additional facilities are located at Plum Brook Station, which is about 50 miles west of Cleveland. Over 3700 people staff Lewis, including civil service employees and support service contractors. Over half of them are scientists and engineers, who plan, conduct or oversee, and report on our research tasks and projects. They are assisted by technical specialists, skilled workers, and an administrative staff. Our end product is knowledge. This report is designed to help us make this knowledge fully available to potential users the aircraft engine industry, the energy industry, the automotive industry, the aerospace industry, and others. It is organized so that a broad cross section of the community can readily use it. Each article begins with a short introductory paragraph that should prove to be a valuable tool for the layperson. These articles summarize the progress made during the year in various technical areas and portray the technical and administrative support associated with Lewis technology programs. We hope that the information is useful to all. If additional information is desired, readers are encouraged to contact the researchers identified in the articles and to visit Lewis on the World Wide Web (http://www.lerc.nasa.gov/). This document is available on the World Wide Web (http://www.lerc.nasa.gov/WWW/RT).

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NASA NTRS2004

Spatial Information Technology Center at Fulton-Montgomery Community College

The Spatial Information Technology Center (SITC) at Fulton-Montgomery Community College (FMCC) continued to fulfill its mission and charter by successfully completing its fourth year of operations under Congressional funding and NASA sponsorship. Fourth year operations (01 Oct 03 - 30 Sep 04) have been funded and conducted utilizing an authorized Research Grant NAG 13-02053 (via a one-year no-cost extension expiring Sep 04). Drawdown and reporting of fiscal activities for SITC operations passes through the Institute for the Application of Geo-spatial Technology (IAGT) at Cayuga Community College in Auburn, New York. Fiscal activity of the Center is reported quarterly via SF 272 to IAGT, this report contains an overview and expenditures for the remaining funds of NAG 13-02053. NAG 13-02053, slated for operating costs for the fiscal year FY02-03, received a one-year no-cost extension. SITC also received permission to use remaining funds for salaries and benefits through December 31,2004. The IAGT receives no compensation for administrative costs. This report includes addendums for the NAG award as required by federal guidelines. Attached are the signed Report of New Technology/Inventions and a Final Property Report. As an academic, economic, and workforce development program, the Center has made significant strides in bringing the technology, knowledge and applications of the spatial information technology field to the region it serves. Through the mission of the Center, the region's communities have become increasingly aware of the benefits of Geospatial technology, particularly in the region s K-12 arena. SITC continues to positively affect the region's education, employment and economic development, while expanding its services and operations.

Source record↗
NASA NTRS2004

The Electrical Engineering Profession at NASA

Presentation given at the opening ceremony of the Centre of Vocational Excellence in Birmingham, England on October 7, 2004. Presentation highlights examples of work performed by Electrical Engineers at the NASA Glenn Research Center and highlights the demographics of the NASA workforce. Presentation is intended to be inspirational in nature.

Emerson, Dawn↗
NASA NTRS2004

Nebraska NativeGEM (Geospatial Extension Model)

This proposal, Nebraska NativeGEM (Geospatial Extension Model) features a unique diversity component stemming from the exceptional reputation NNSGC has built by delivering geospatial science experiences to Nebraska s Native Americans. For 7 years, NNSGC has partner4 with the 2 tribal colleges and 4 reservation school districts in Nebraska to form the Nebraska Native American Outreach Program (NNAOP), a partnership among tribal community leaders, academia, tribal schools, and industry reaching close to 1,OOO Native American youth, over 1,200 community members (Lehrer & Zendajas, 2001).NativeGEM addresses all three key components of Cooperative State Research, Education, and Extension Service (CSREES) goals for advancing decision support, education, and workforce development through the GES. The existing long term commitments that the NNSGC and the GES have in these areas allow for the pursuit of a broad range of activities. NativeGEM builds upon these existing successful programs and collaborations. Outcomes and metrics for each proposed project are detailed in the Approach section of this document.

Bowen, Brent↗
NASA NTRS2005

Atmospheric/Space Environment Support Lessons Learned Regarding Aerospace Vehicle Design and Operations

In modern government and aerospace industry institutions the necessity of controlling current year costs often leads to high mobility in the technical workforce, "one-deep" technical capabilities, and minimal mentoring for young engineers. Thus, formal recording, use, and teaching of lessons learned are especially important in the maintenance and improvement of current knowledge and development of new technologies, regardless of the discipline area. Within the NASA Technical Standards Program Website http://standards.nasa.gov there is a menu item entitled "Lessons Learned/Best Practices". It contains links to a large number of engineering and technical disciplines related data sets that contain a wealth of lessons learned information based on past experiences. This paper has provided a small sample of lessons learned relative to the atmospheric and space environment. There are many more whose subsequent applications have improved our knowledge of the atmosphere and space environment, and the application of this knowledge to the engineering and operations for a variety of aerospace programs.

Vaughan, William W.↗