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This report describes a cost-benefit analysis of approaches for debris remediation, which is defined as any action taken to reduce the risks posed by orbital debris by moving, removing, or reusing it. A better understanding of the near-term costs and benefits of the different approaches to remediation can support decision-making about R&D investment and policy creation in this area.
These slides provide a high-level summary of a cost-benefit analysis of approaches for debris remediation, which is defined as any action taken to reduce the risks posed by orbital debris by moving, removing, or reusing it. A better understanding of the near-term costs and benefits of the different approaches to remediation can support decision-making about R&D investment and policy creation in this area.
Orbital debris poses a growing risk for spacecraft operations. This risk has most often been measured by proxies, like the number of debris or expected collisions, but few have attempted quantify the consequences of orbital debris or the costs and benefits of different methods to address the problem. This has made it difficult to assess the trade-offs and relative value among proposed actions for the mitigation, tracking, and remediation of debris. In March of 2023, the NASA Office of Technology, Policy, and Strategy (OTPS) took a step toward quantifying these relative values when we released Cost and Benefit Analysis of Orbital Debris Remediation. Since that time, OTPS has continued to build on this work. We have increased the fidelity of our risk model. For example, we added an ensemble of risk models that use varying assumptions of debris populations and lethality, included debris as small as 1mm, and incorporated atmospheric drag to naturally deorbit debris. We have also expanded our cost-benefit calculations to include action that mitigate and track debris, both large and small. The analysis has several important findings regarding the conditions under which debris remediation is more cost-effective than mitigation and tracking, the value of increased shielding of spacecraft and faster timelines for post-mission disposal, and how changes in the portfolio have interdependent effects. This presentation summarizes the body of work, with a particular focus on the risks and benefits to the global spacecraft population.
2023 Land Use Control (LUC) Inspections Report for John F. Kennedy Space Center (KSC), Florida. This letter report documents the quarterly LUC inspections the KSC Remediation Group conducts at Remediation Sites. No LUC findings occurred in 2023. A Corrective Action to address arsenic-impacted soil at the KSC Child Development Center was performed in July 2023. This letter report provides a summary and documents the field activities for that Corrective Action. Copies of the formal LUC Implementation Plans (LUCIPs) for 71 Remediation Sites at KSC are presented in this letter report. For the Remediation Sites that do not have formal LUCIPs, the report documents that informal LUCs that the Remediation Group has implemented at these sites.
Part of creating a successful solar industry is developing a capable workforce. It has been repeatedly shown that organizations and companies are more productive when they have diverse and inclusive cultures. The solar industry in the U.S. performs well in some aspects (non-white workforce, positive work environment) but drastically under-performs in many others. We discuss these metrics and how this impacts the renewable energy industry and the solar research community. We highlight some initial actions which are necessary to begin to remediate these deficiencies, such as demographic tracking, recruiting strategies, and mentoring. We also present the historical and ongoing efforts to improve the diversity and inclusion of the Photovoltaic Specialists Conference, particularly through the work of this year’s Diversity and Inclusion (D&I) oversight committee. This year’s D&I committee is implementing diversity tracking, a women’s lunch, a diversity lunch, childcare resources, pronouns on badges, gender-neutral restrooms, addressing accessibility issues, and publishing a diversity statement and code of conduct to the PVSC website.
Part of creating a successful solar industry is developing a capable workforce. It has been repeatedly shown that organizations and companies are more productive when they have diverse and inclusive cultures. The solar industry in the U.S. performs well in some aspects (non-white workforce, positive work environment) but drastically under-performs in many others. We discuss these metrics and how this impacts the renewable energy industry and the solar research community. We highlight some initial actions which are necessary to begin to remediate these deficiencies, such as demographic tracking, recruiting strategies, and mentoring. We also present the historical and ongoing efforts to improve the diversity and inclusion of the Photovoltaic Specialists Conference, particularly through the work of this year’s Diversity and Inclusion (D&I) oversight committee. This year’s D&I committee is implementing diversity tracking, a women’s lunch, a diversity lunch, childcare resources, pronouns on badges, gender-neutral restrooms, addressing accessibility issues, and publishing a diversity statement and code of conduct to the PVSC website.
The near-Earth space environment has been gradually polluted with orbital debris (OD) since the beginning of space activities 55 years ago. Although this problem has been known to the research community for decades, the public was, in general, unaware of the issue until the anti-satellite test conducted by China in 2007 and the collision between Cosmos 2251 and the operational Iridium 33 in 2009. The latter also underlined the potential of an ongoing collision cascade effect (the "Kessler Syndrome") in the low Earth orbit (LEO, the region below 2000 km altitude). Recent modeling results have indicated that mitigation measures commonly adopted by the international space community will be insufficient to stabilize the LEO debris population. To better limit the OD population increase, more aggressive actions must be considered. There are three options for OD environment remediation-removal of large/massive intact objects to address the root cause of the OD population growth problem, removal of ~5-mm-to-1 cm debris to mitigate the main mission-ending threats for the majority of operational spacecraft, and prevention of major debris-generating collisions as a temporary means to slow down the OD population increase. The technology, engineering, and cost challenges to carry out any of these three options are monumental. It will require innovative ideas, game-changing technologies, and major collaborations at the international level to address the OD problem and preserve the near-Earth environment for future generations.
An EMU water processing kit (Airlock Coolant Loop Recovery -- A/L CLR) was developed as a corrective action to Extravehicular Mobility Unit (EMU) coolant flow disruptions experienced on the International Space Station (ISS) in May of 2004 and thereafter. A conservative duty cycle and set of use parameters for A/L CLR use and component life were initially developed and implemented based on prior analysis results and analytical modeling. Several initiatives were undertaken to optimize the duty cycle and use parameters of the hardware. Examination of post-flight samples and EMU Coolant Loop hardware provided invaluable information on the performance of the A/L CLR and has allowed for an optimization of the process. The intent of this paper is to detail the evolution of the A/L CLR hardware, efforts to optimize the duty cycle and use parameters, and the final recommendations for implementation in the post-Shuttle retirement era.
Lockheed Martin made a smooth transition from RCRA Facility Investigation (RFI) at the National Aeronautics and Space Administrations'(NASA) Michoud Assembly Facility (MA-F) to its Corrective Measures Study (CMS) phase within the RCRA Corrective Action Process. We located trichloroethylene (TCE) contamination that resulted from the manufacture of the Apollo Program Saturn V rocket and the Space Shuttle External Tank, began the cleanup, and identified appropriate technologies for final remedies. This was accomplished by establishing a close working relationship with the state environmental regulatory agency through each step of the process, and resulted in receiving approvals for each of those steps. The agency has designated Lockheed Martin's management of the TCE-contamination at the MAF site as a model for other manufacturing sites in a similar situation. In February 1984, the Louisiana Department of Environmental Quality (LDEQ) issued a compliance order to begin the clean up of groundwater contaminated with TCE. In April 1984 Lockheed Martin began operating a groundwater recovery well to capture the TCE plume. The well not only removes contaminants, but also sustains an inward groundwater hydraulic gradient so that the potential offsite migration of the TCE plume is greatly diminished. This effort was successful, and for the agency to give orders and for a regulated industry to follow them is standard procedure, but this is a passive approach to solving environmental problems. The goal of the company thereafter was to take a leadership, proactive role and guide the MAF contamination clean up to its best conclusion at minimum time and lowest cost to NASA. To accomplish this goal, we have established a positive working relationship with LDEQ, involving them interactively in the implementation of advanced remedial activities at MAF as outlined in the following paragraphs.
Geosyntec teamed with the National Aeronautics and Space Administration (NASA) to restore groundwater resources and protect sensitive aquatic habitats at Launch Complex 39B (LC39B), a National Historic Site located within the John F. Kennedy Space Center (KSC) on the east coast of Florida (Figure 1). The goal of this project was to remediate chlorinated volatile organic compound (CVOC) impacts in groundwater that had the potential to discharge to the sensitive habitat surrounding LC39B and to complete the remediation before NASA’s Artemis Program’s Space Launch System missions began. The Geosyntec NASA team met this goal by developing a robust Conceptual Site Model (CSM) using High Resolution Site Characterization (HRSC), using the CSM to design a multifaceted and highly specialized air sparge (AS) system to remediate the groundwater, and installing, operating, and optimizing the AS system to achieve the Corrective Action Objective (CAOs). The CAOs were achieved after only 2 years of AS system operation, which has significantly reduced the CVOC concentrations and mass present in the groundwater and mitigated the potential discharge of impacted groundwater to the surrounding sensitive aquatic habitat, all before the Artemis Program’s launches at LC39B.
Orbital debris may collide with crewed and robotic spacecraft, placing them at risk. The wide range of debris, from 9,000-kilogram rocket bodies to millions of millimeter-size debris, has led to a similarly wide range of proposed actions for addressing the risks posed by debris. However, the costs and benefits of these actions have historically been unknown. This is a challenge for decision makers who are choosing which actions to support through technology development or policy changes. NASA’s Office of Technology, Policy, and Strategy is addressing these technical and economic uncertainties by building a capability to (1) complete rigorous calculations of the net present value of each action, (2) identify an optimal portfolio of actions to reduce risk, and (3) quantitatively analyze policies related to space sustainability. This report describes our progress toward that capability and to solicit feedback from the space and economic communities. Our previous work(Colvin, Karcz, and Wusk. 2023), referred to here as Phase 1, assessed the costs and benefits of performing debris remediation on operationally relevant timescales. The current paper summarizes the work of Locke and Colvin (2024), which contains major updates to the risk model used in Phase 1 and expands the breadth of actions considered to include mitigating the creation of debris, improving the ability to track debris, and more methods for cleaning up existing debris. We demonstrate that our approach of measuring risks in dollars allows for the effectiveness of seemingly incommensurate actions to be compared and generates insights that other approaches to measuring risk have missed.
Orbital debris may collide with crewed and robotic spacecraft, placing them at risk. The wide range of debris, from 9,000-kilogram rocket bodies to millions of millimeter-size debris, has led to a similarly wide range of proposed actions for addressing the risks posed by debris. However, the costs and benefits of these actions have historically been unknown. This is a challenge for decision makers who are choosing which actions to support through technology development or policy changes. NASA’s Office of Technology, Policy, and Strategy is addressing these technical and economic uncertainties by building a capability to (1) complete rigorous calculations of the net present value of each action, (2) identify an optimal portfolio of actions to reduce risk, and (3) quantitatively analyze policies related to space sustainability. This report describes our progress toward that capability and to solicit feedback from the space and economic communities. Our previous work, referred to here as Phase 1, assessed the costs and benefits of performing debris remediation on operationally relevant timescales. The current analysis contains major updates to the risk model used in Phase 1 and expands the breadth of actions considered to include mitigating the creation of debris, improving the ability to track debris, and more methods for cleaning up existing debris. We demonstrate that our approach of measuring risks in dollars allows for the effectiveness of seemingly incommensurate actions to be compared and generates insights that other approaches to measuring risk have missed.
This Air Sparge (AS) System Construction Completion, Performance Monitoring, and Long-Term Monitoring (LTM) Report presents activities conducted at the Paint and Oil Locker (POL) (Solid Waste Management Unit [SWMU] 067) and Supply Warehouse #3 (SW3) (SWMU 088) sites located at the Kennedy Space Center (KSC), Florida. Activities include implementation and Year 1 (Quarters [Q] 1 through 4) and Q5 operation, maintenance, and monitoring (OM&M) activities and performance monitoring results for the AS Interim Measure (IM) in the POL Southern Treatment Area, LTM results for the POL Northern Area and SW3, and supplemental direct push technology (DPT) sampling at both sites to support the LTM and performance monitoring programs. The timeframe for activities included in this report extends from August 2019 to August 2022. The scope for these sites currently includes two main components, which are documented within this report: (1) LTM at SW3 and POL Northern Area where an AS system began operation at these sites in May 2009 and June 2013, respectively, and subsequently turned off for both sites in March 2018 (during the previous reporting period); and (2) Active AS operations and performance monitoring in the POL Southern Treatment Area where an AS system was installed and began operation in 2021. The AS IM in the POL Southern Treatment Area was implemented between 2019 and 2021 to treat a chlorinated solvent groundwater plume that resulted from historic operations supporting the National Aeronautics and Space Administration’s (NASA) Space Program. The objective of the AS IM is to remediate groundwater within the treatment zone to support transition to monitored natural attenuation (MNA). The overall Corrective Action objective is to reduce concentrations of trichloroethene (TCE), cis-1,2-dichloroethene (cDCE), trans-1,2- dichloroethene (tDCE), and vinyl chloride (VC) present in groundwater to levels below their respective State of Florida Groundwater Cleanup Target Levels (GCTLs). The AS IM was installed in the POL Southern Treatment Area to target the high concentration plume (HCP), which includes a source zone (SZ) area where TCE was found to exceed 11,000 micrograms per liter (µg/L), and extend to a depth of 30 feet below land surface (bls).
NASA's intricate network, encompassing the Near Space Network (NSN) and Deep Space Network (DSN), plays a pivotal role in supporting an array of space missions. These range from those in Low Earth Orbit (LEO) and Geosynchronous Orbit (GEO), to the more distant Cislunar and Deep Space endeavors. To manage the vast communications needs, we utilize multiple ground stations globally, coupled with the Tracking and Data Relay Satellite System (TDRSS). The Mission Engagement Working Group (MEWG), within the Commercialization, Innovation, and Synergies (CIS) division, stands as the primary gateway for all Space Communications and Network (SCaN) communication and navigation requests. This includes not only NASA's internal missions but also extends to other governmental agencies and commercial sector endeavors. How does the MEWG Process Work? - Initial Contact : Clients initiate their interaction with the NSN by submitting their service requirements through a dedicated online portal. - Preliminary Assessment by MEWG: Upon submission, MEWG embarks on a primary screening of the request. This involves evaluating the client's identity and the foundational concept of their mission. - Detailed Analysis by the NSN Team: Parallelly, the NSN team conducts a comprehensive review of the service request. This often necessitates additional clarification from the requester, ensuring that the final assessment is both thorough and accurate. - Coordination & Streamlining: MEWG's overarching objective is to effectively log, classify, orchestrate, and guarantee that pertinent actions are delegated based on initial client interactions. Acting as the central hub for these primary contacts, MEWG ensures that each request is sufficiently detailed for an in-depth evaluation. - Feedback & Remediation: If a request is deemed unsuitable or lacking, MEWG doesn't merely reject it. Instead, the team discerns the reasons for the inadequacy and suggests potential rectification strategies. This approach ensures that feedback delivered to clients is precise, prompt, constructive, and actionable. Conclusion: This plenary presentation will detail the efforts of the MEWG resulting in a greatly streamlined and refined onboarding process for space communication Direct-To-Earth (DTE) and Space Relay (SR) support requests. By centralizing the preliminary interactions and assessments, we've reduced the complexity for clients, ensuring they engage with a singular, efficient, and responsive point of contact. This initiative, we believe, fortifies NASA's commitment to fostering effective and synergistic collaborations with its partners.
NASA's intricate network, encompassing the Near Space Network (NSN) and Deep Space Network (DSN), plays a pivotal role in supporting an array of space missions. These range from those in Low Earth Orbit (LEO) and Geosynchronous Orbit (GEO), to the more distant Cislunar and Deep Space endeavors. To manage the vast communications needs, we utilize multiple ground stations globally, coupled with the Tracking and Data Relay Satellite System (TDRSS). The Mission Engagement Working Group (MEWG), within the Commercialization, Innovation, and Synergies (CIS) division, stands as the primary gateway for all Space Communications and Network (SCaN) communication and navigation requests. This includes not only NASA's internal missions but also extends to other governmental agencies and commercial sector endeavors. How does the MEWG Process Work? - Initial Contact : Clients initiate their interaction with the NSN by submitting their service requirements through a dedicated online portal. - Preliminary Assessment by MEWG: Upon submission, MEWG embarks on a primary screening of the request. This involves evaluating the client's identity and the foundational concept of their mission. - Detailed Analysis by the NSN Team: Parallelly, the NSN team conducts a comprehensive review of the service request. This often necessitates additional clarification from the requester, ensuring that the final assessment is both thorough and accurate. - Coordination & Streamlining: MEWG's overarching objective is to effectively log, classify, orchestrate, and guarantee that pertinent actions are delegated based on initial client interactions. Acting as the central hub for these primary contacts, MEWG ensures that each request is sufficiently detailed for an in-depth evaluation. - Feedback & Remediation: If a request is deemed unsuitable or lacking, MEWG doesn't merely reject it. Instead, the team discerns the reasons for the inadequacy and suggests potential rectification strategies. This approach ensures that feedback delivered to clients is precise, prompt, constructive, and actionable. Conclusion: This plenary presentation will detail the efforts of the MEWG resulting in a greatly streamlined and refined onboarding process for space communication Direct-To-Earth (DTE) and Space Relay (SR) support requests. By centralizing the preliminary interactions and assessments, we've reduced the complexity for clients, ensuring they engage with a singular, efficient, and responsive point of contact. This initiative, we believe, fortifies NASA's commitment to fostering effective and synergistic collaborations with its partners.
Presentation accompanying the technical report with the same name. The abstract for the report and the full study is repeated below. Orbital debris may collide with crewed and robotic spacecraft, placing them at risk. The wide range of debris, from 9,000-kilogram rocket bodies to millions of millimeter-size debris, has led to a similarly wide range of proposed actions for addressing the risks posed by debris. However, the costs and benefits of these actions have historically been unknown. This is a challenge for decision makers who are choosing which actions to support through technology development or policy changes. NASA’s Office of Technology, Policy, and Strategy is addressing these technical and economic uncertainties by building a capability to (1) complete rigorous calculations of the net present value of each action, (2) identify an optimal portfolio of actions to reduce risk, and (3) quantitatively analyze policies related to space sustainability. This report describes our progress toward that capability and to solicit feedback from the space and economic communities. Our previous work, referred to here as Phase 1, assessed the costs and benefits of performing debris remediation on operationally relevant timescales. The current analysis contains major updates to the risk model used in Phase 1 and expands the breadth of actions considered to include mitigating the creation of debris, improving the ability to track debris, and more methods for cleaning up existing debris. We demonstrate that our approach of measuring risks in dollars allows for the effectiveness of seemingly incommensurate actions to be compared and generates insights that other approaches to measuring risk have missed.
This Implementation Work Plan (IWP) for expansion of the Air Sparging (AS) system at Launch Complex 39B (LC39B), presents the design and coordination specifics to expand the existing AS Interim Measure (IM) at LC39B located at Kennedy Space Center (KSC), Florida. The existing AS system at LC39B was installed in 2017 and included 279 AS wells. LC39B has been designated as Solid Waste Management Unit (SWMU) 009 under the KSC Resource Conservation and Recovery Act (RCRA) Corrective Action Program. Expansion of the AS IM will include installation of an additional five AS wells to depths of approximately 13 and 17 feet below land surface (bls) to remediate contaminated groundwater identified northwest of the launch pad, near the liquid oxygen (LOX) tank. The expansion will target concentrations of cis-1,2-dichloroethene (cDCE) and vinyl chloride (VC) greater than Florida Department of Environmental Protection (FDEP) Natural Attenuation Default Concentrations (NADCs) that were identified during direct push technology (DPT) sampling events between 2019-2022 in shallow intervals between 8 and 16 feet bls. The objective for this expansion is to remediate contaminated groundwater within the treatment zone to below NADCs to support transition to monitored natural attenuation (MNA) through a long-term monitoring (LTM) program. This expansion will treat approximately 0.07-acres of residual groundwater contamination. The IWP design for this expansion will utilize the existing AS system trailer that is already onsite and operating. The five new AS expansion wells will be integrated into the existing Zone Z4 distribution manifold to deliver compressed air to the new AS wells. To deliver airflow, three existing lateral lines will be split in the field at a lateral split junction point (using 2-way or 3-way splits). Each split lateral will supply air to AS wells at the same depth interval to minimize preferential pathways. The trenching layout for the new AS wells was developed to minimize ground disturbance due to the amount of utilities in the area. One new monitoring well will also be installed and added to LC39B’s performance monitoring program to evaluate the effectiveness of the AS system expansion. This well will be sampled on a semi-annual basis for volatile organic compounds, with results evaluated to determine if system adjustments may be required. The main components of this IWP were presented to the KSC Remediation Team (KSCRT) at the October 2022 Meeting (Meeting 2210-M05). DPT delineation data from the LOX area were also presented, which included some inferred boundaries due to physical restrictions of the LOX tank and associated concrete pad and infrastructure. Planned monitoring well sampling in this area will help determine if back-diffusion may be occurring from beneath the pad. Additionally, based on potential petroleum odors and staining identified at two DPT locations during the January 2022 DPT event in the 10-16 feet bls range, a KSCRT action item was assigned during the October 2022 meeting to collect soil samples for petroleum compounds if similar odors or staining are identified during IM implementation. Construction completion and performance monitoring will be incorporated into LC39B’s groundwater monitoring reports, which are currently submitted on an annual basis to FDEP to document operation and maintenance activities and results from the AS IM.
This Operations, Maintenance, and Monitoring Report documents groundwater interim measure activities from March 30, 2019 through December 31, 2019 at the Area South of K7-516 site located at Kennedy Space Center (KSC), Florida. An air sparge (AS) system consisting of 16 AS wells was installed along the Barge Canal in 2012 to be protective of the Outstanding Florida Waters (OFW). The AS system was expanded in 2015 by installing 40 AS wells to remediate the hot spot (HS) area. Additional expansion activities were performed in 2018 through the installation of eight additional AS wells along the Barge Canal. Currently 24 OFW and 40 HS AS wells are in operation. This report includes performance monitoring events for the OFW and HS areas, along with an annual Interim Groundwater Monitoring (IGWM) event in the Western Area. The 516S site has been designated Solid Waste Management Unit 100 under KSC’s Resource Conservation and Recovery Act Corrective Action program. This document was prepared by Tetra Tech, Inc., for the National Aeronautics and Space Administration under Indefinite Delivery Indefinite Quantity Contract 80KSC019D0011/80KSC019F0068. The OFW and HS AS systems are meeting the performance criteria and IM objectives of preventing contaminant migration and remediating groundwater within the treatment zone. Team consensus was reached to continue operation of the combined OFW and HS AS systems (Meeting Minute 2002-M02, Decisions 2002-D06, D09 and D04). Team consensus was also reached to continue semi-annual OFW performance monitoring and annual monitoring for the IGWM Western Area for the same wells sampled during 2019 events. In the eastern area, MW13, MW14, and MW15 will be reduced from semi-annual to annual frequency. For the HS Area, team consensus was reached to continue the current annual/biennial monitoring program (Meeting Minute 2002-M02, Decisions 2002-D02, D03, D05, D07 and D08).