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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.

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NASA NTRS2019

New York City Panel on Climate Change 2019 Report Chapter 5: Mapping Climate Risk

The mapping work of the NPCC is focused on illustrating spatial climate risk information to inform policy makers, stakeholders, and the public of the distribution of climate risk across the landscape of New York City. Flood risk, overall, has been the primary focus of climate risk, based on a variety of approaches including global climate models, semiempirical studies, literature surveys, expert opinion, and historic tide gauge and more recently, satellite observations of sea level rise. Maps of potential future flood extents are used to visualize coastal flooding extents at the neighborhood scale and to assess the progression of citywide flood risk throughout the 21st century. The NPCC maps were developed as a tool to illustrate our present understanding of the potential futures for which we need to prepare. This chapter reviews the background, methodology, and limitations of the NPCC3 (and NPCC2) mapping approach and features new citywide maps of mean sea level rise, monthly tidal flooding, and 100year return period flooding under a high end scenario of sea level rise. It concludes with a discussion of future mapping efforts and next steps that the NPCC could consider.

Patrick, Lesley↗
NASA NTRS2005

An Assessment of the Effectiveness of the AGATE Program Management Model

This report describes the collaborative program model chosen to implement an aeronautics research and technology program from 1994 through 2001: the Advanced General Aviation Transport Experiments (AGATE) Program. The Program had one primary objective: to improve the ability of the General Aviation industry to adopt technology as a solution to fulfill public benefit objectives. The primary objective of this report is to assess the program s ability to meet a combination of "effectiveness measures" from multiple stakeholders. The "effectiveness" of any model forms the foundation of legitimate questions for policy makers and professional federal managers. The participants rated AGATE as achieving its primary objectives and rating well on effectiveness in most areas, with high measures for relevance, cost, speed and public benefit, but lower measures for institutional fit and flexibility at dealing with the larger NASA organizational structure. This pattern mirrors private sector surveys and represents a tradeoff between the benefits of tailoring a program using partnering, versus the changes necessary within the institutional structure to support such tailoring.

Warner, Timothy P.↗
NASA NTRS2011

The Application of Lean Thinking Principles and Kaizen Practices for the Successful Development and Implementation of the Ares I-X Flight Test Rocket and Mission

On October 28, 2009 the Ares I-X flight test rocket launched from Kennedy Space Center and flew its suborbital trajectory as designed. The mission was successfully completed as data from the test, and associated development activities were analyzed, transferred to stakeholders, and well documented. Positive lessons learned from Ares I-X were that the application of lean thinking principles and kaizen practices are effective in streamlining development activities. Ares I-X, like other historical rocket development projects, was hampered by technical, cost, and schedule challenges and if not addressed boldly could have resulted in cancellation of the test. The mission management team conducted nine major meetings, referred to as lean events, across its elements to assess plans, procedures, processes, requirements, controls, culture, organization, use of resources, and anything that could be changed to optimize schedule or reduce risk. The preeminent aspect of the lean events was the focus on value added activities and the removal or at least reduction in non-value activities. Trained Lean Six Sigma facilitators assisted the Ares I-X developers in conducting the lean events. They indirectly helped formulate the mission s own unique methodology for assessing schedule. A core team was selected to lead the events and report to the mission manager. Each activity leveraged specialized participants to analyze the subject matter and its related processes and then recommended alternatives and solutions. Stakeholders were the event champions. They empowered and encouraged the team to succeed. The keys to success were thorough preparation, honest dialog, small groups, adherence to the Ares I-X ground rules, and accountability through disciplined reporting and tracking of actions. This lean event formula was game-changing as demonstrated by the success of Ares I-X. It is highly recommended as a management tool to help develop other complex systems efficiently. The key benefits for Ares I-X were obtaining unambiguous schedule margin, defining enabling options for risk reduction, and most importantly a stronger more unified team.

Askins, B. R.↗
NASA NTRS2011

The Application of Lean Thinking Principles and Kaizen Practices for the Successful Development and Implementation of the Ares I-X Flight Test Rocket and Mission

On October 28, 2009 the Ares I-X flight test rocket launched from Kennedy Space Center and flew its suborbital trajectory as designed. The mission was successfully completed as data from the test, and associated development activities were analyzed, transferred to stakeholders, and well documented. A positive lesson learned from Ares I-X was that the application of lean thinking principles and kaizen practices was very effective in streamlining development activities. Ares I-X, like other historical rocket development projects, was hampered by technical, cost, and schedule challenges and if not addressed boldly could have resulted in cancellation of the test. The mission management team conducted nine major meetings, referred to as lean events, across its elements to assess plans, procedures, processes, requirements, controls, culture, organization, use of resources, and anything that could be changed to optimize schedule or reduce risk. The preeminent aspect of the lean events was the focus on value added activities and the removal or at least reduction in non-value added activities. Trained Lean Six Sigma facilitators assisted the Ares I-X developers in conducting the lean events. They indirectly helped formulate the mission s own unique methodology for assessing schedule. A core team was selected to lead the events and report to the mission manager. Each activity leveraged specialized participants to analyze the subject matter and its related processes and then recommended alternatives and solutions. Stakeholders were the event champions. They empowered and encouraged the team to succeed. The keys to success were thorough preparation, honest dialog, small groups, adherence to the Ares I-X ground rules, and accountability through disciplined reporting and tracking of actions. This lean event formula was game-changing as demonstrated by Ares I-X. It is highly recommended as a management tool to help develop other complex systems efficiently. The key benefits for Ares I-X were obtaining unambiguous schedule margin, defining enabling options for risk reduction, and most importantly a stronger more unified team.

Askins, B. R.↗
NASA NTRSDate not supplied

From Here to There - Bird's Eye Perspective on Grant Lifecycle and Administration

“What gets measured gets done ”or “measure it to manage it”. The statements have become matter of fact. However, measurement (and even metrics) alone cannot fully communicate an organization’s story without the point of accountability. As a dynamic org, we must measure what is necessary, using the appropriate lenses to analyze the most relevant information that allows robust decision-making. A key function of Program Planning and Control (PP&C) is to assist HRP in the development of such strategy that ensures the proper execution of program research goals. With introspection of the Technical Officer role as defined by 2 CFR(i.e., Part 200, Part 1800)and subsequent governance under the NASA Grant and Cooperative Agreement Manual (GCAM), we’ve realized an obvious disconnect among Principal Investigator’s (PI),technical communication with the elements and some of the administrative/fiduciary requirements that should run parallel to the science work. This find has introduced new program risks as evidenced through incomplete deliverables or other less-than-successful requirements through the lifecycle for work we fund. One solution the Grants Technical Officer proposes is for PP&C to share in the communication with stakeholders of grants administration much earlier in the award process in attempt to reduce programmatic risks; particularly in data, reporting and performance management. As such, the planned IWS 2022 session will focus on(plenary) topics that include (1) definition of the grant lifecycle, (2) anatomy of a grant(NF1687 the award document), and (3)performance measurement/post-award monitoring. As HH&P pursues its strategic objectives to evolve the directorate into a data rich and knowledge rich organization, it has become increasingly important to develop the multiple levels of insight across the program to ensure data and other reporting(qualitative/quantitative), alongside proper administration. And the desired outcome is to make certain HRP meets/exceeds the accountability standard that our research information is received, maintained and accessible in posterity.

Lucy D Barnes-Moten↗
NASA NTRS2015

Why Don't They Just Give Us Money? Project Cost Estimating and Cost Reporting

Successful projects require an integrated approach to managing cost, schedule, and risk. This is especially true for complex, multi-year projects involving multiple organizations. To explore solutions and leverage valuable lessons learned, NASA's Virtual Project Management Challenge will kick off a three-part series examining some of the challenges faced by project and program managers when it comes to managing these important elements. In this first session of the series, we will look at cost management, with an emphasis on the critical roles of cost estimating and cost reporting. By taking a proactive approach to both of these activities, project managers can better control life cycle costs, maintain stakeholder confidence, and protect other current and future projects in the organization's portfolio. Speakers will be Doug Comstock, Director of NASA's Cost Analysis Division, Kristin Van Wychen, Senior Analyst in the GAO Acquisition and Sourcing Management Team, and Mary Beth Zimmerman, Branch Chief for NASA's Portfolio Analysis Branch, Strategic Investments Division. Moderator Ramien Pierre is from NASA's Academy for Program/Project and Engineering Leadership (APPEL).

Comstock, Douglas A.↗
NASA NTRS2026

Reliability Models and Demonstration of a Fault-Tolerant Motor Concept for Vertical Takeoff and Landing Vehicles

This report documents the completion of the Revolutionary Vertical Lift Technology Project Annual Performance Indicator 24-3.2.4.1: “Apply and document reliability prediction for high reliability motor concept.” Two modeling tools were completed for calculation of reliability of fault-tolerant (FT) motors, and key FT operations of a modular FT motor were demonstrated experimentally. The two models are complementary tools for the stakeholder and user community. Both models employ Markov chain theory. The first model is a time-homogeneous Markov chain model, and the second is a time-inhomogeneous Markov-Weibull model. This report’s main sections are as follows: 1.0 Introduction, 2.0 Theory, 3.0 Motor Reliability Models, 4.0 Validation of FT Operation by Hardware Demonstration, and 5.0 Concluding Remarks. Novel contributions to the field include development of a modular FT motor concept for electrified vertical takeoff and landing (eVTOL) application, solution methods to solve the reliability calculations, development of figures of merit, and the introduction of “linked chains” to formulate a building-block approach for time-inhomogeneous Markov-Weibull modeling of motor reliability. Example case studies have been completed, and results are provided and discussed herein. A four-module FT motor concept was developed to a preliminary-design level of detail. This eVTOL FT motor concept was designed for galvanic, magnetic, and thermal isolation of stator winding faults. The reliability of the concept motor was calculated using a time-inhomogeneous Markov chain model. Employing average failure rate as a metric, 570 times greater reliability was achieved as compared to a baseline motor without fault tolerance. A demonstrator motor was built and tested. The testing demonstrated the key features of FT operation and validated the essential premises of the FT motor concepts presented herein. The experiments included successful demonstration of the feasibility of the following four key FT features: (1) terminal open-circuit operation, (2) thermal isolation after fault, (3) terminal short-circuit operation, and (4) internal short-circuit operation. These works indicate that FT modular motor drives offer promise for addressing the daunting reliability gap that electric aircraft propulsor drives are facing relative to the best conventional motor drive technology that is available today.

Electric Motor↗
NASA NTRS2021

Future Model-Based Systems Engineering Vision and Strategy Bridge for NASA

A vision for the future of model-based systems engineering (MBSE) at NASA in 2029 and a strategy bridge towards that future are presented. Strategic thinking and leading change concepts were used to analyze reports and presentations on global trends and visionary thinking about the future of systems and digital engineering. The context, strategic time horizon, stakeholders, strategic challenges, strategic advantages, driving forces, and opportunities were considered. The analysis resulted in a future vision of MBSE that shows what NASA systems engineers and digital machines will do to perform rapid, extraordinary, and unprecedented missions. The NASA systems engineer, in this future vision, works with a global project team in a virtual and collaborative environment, engineers the system, and uses digital approaches as the routine and default way of working. The digital machines provide data-driven and automated mission designs; have a backbone of program and project management, systems engineering, and product life-cycle management; and are a knowledge-sharing infrastructure. The NASA systems engineer and the systems engineering team are envisioned to use digital machines to plan and perform rapid exploration missions, develop a digital twin that lasts across the life cycle, and develop enduring and adaptable systems. NASA has an engineering enterprise and a life-cycle management framework that endure, adapt, and respond. A strategy bridge based on the Baldrige Criteria for Performance Excellence Framework and lessons learned from a recent MBSE initiative illuminates a way forward from today to this desired future. The bridge lays out a strategy for leaders and recommends investments of today for immediate benefits and for benefits in 2029.

model-based systems engineering, digital engineeri↗
NASA NTRS2009

Why the Moon?

In 2004, President George W. Bush proposed a new set of goals for NASA which have since been formalized by Congress as the revised United States Space Policy. A major goal is to return humans to the moon by 2020. This prompted a world-wide discussion about what our goals in space ought to be. In 2006 NASA surveyed potential stakeholders asking the question, "Why the Moon?" Responses were received from over 1000 entities including business, industry, academia, and 13 other space agencies. This presentation reports the responses to that questionnaire, as well as current plans for how the return to the moon will be accomplished.

Gaier, James R.↗
NASA NTRSDate not supplied

Navigation Sensor Technology Assessment Capability for Data-Driven Systems Analysis

The capability to assess the mission performance of novel navigation technologies from a systems-level approach and to provide quantitative results is crucial. With growing interest and innovations from NASA’s commercial partners, data-driven results that quantify the technological impact will guide research developments and facilitate stakeholder decision-making while requiring less time and resources. This paper presents a method to evaluate various sensor combinations and their impact on the overall system performance using an existing six degrees-of-freedom, physics-based engineering simulation for a government reference lunar lander as a testbed. Selected navigation technologies over various technology readiness levels, including Inertial Measurement Units, Navigation Doppler Lidar, and radar altimeter-radar velocimeter, were studied in this paper. Results using this testbed to perform sensitivity studies and to provide quantitative assessments are reported. One key finding is that there are diminishing returns for reducing sensor errors. The most influential sensor parameter to landing success are vehicle configuration and mission dependent. Results from this method could be used by stakeholders to make data-driven systems-based decisions and by technology developers as guidance for the specific parameter improvements that will have the most significant impact on mission success. This capability could be further used to assess alternative scenarios should one type of technology become unavailable or to re-assess initial assumptions and identify appropriate requirements from a system perspective.

Esther Lee↗
NASA NTRS2007

Joint Test Report For Validation of Alternatives to Aliphatic Isocyanate Polyurethanes

National Aeronautics and Space Administration (NASA) and Air Force Space Command (AFSPC) have similar missions and therefore similar facilities and structures in similar environments. The standard practice for protecting metallic substrates in atmospheric environments is the application of an applied coating system. The most common topcoats used in coating systems are polyurethanes that contain isocyanates. Isocyanates are classified as potential human carcinogens and are known to cause cancer in animals. The primary objective of this effort was to demonstrate and validate alternatives to aliphatic isocyanate polyurethanes resulting in one or more isocyanate-free coatings qualified for use at AFSPC and NASA installations participating in this project. This joint Test Report (JTR) documents the results of the laboratory and field testing as well as any test modifications made during the execution of the testing. The technical stakeholders agreed upon test procedure modifications documented in this document. This JTR is made available as a reference for future pollution prevention endeavors by other NASA centers, the Department of Defense and commercial users to minimize duplication of effort. All coating system candidates were tested using approved NASA and AFSPC standard coating systems as experimental controls. This study looked at eight alternative coating systems and two control coating systems and was divided into Phase I Screening Tests, Phase II Tests, and Field Testing. The Phase I Screening Tests were preliminary tests performed on all the selected candidate coating systems. Candidate coating systems that did not meet the acceptance criteria of the screening tests were eliminated from further testing. Phase I Screening Tests included: Ease of Application, Surface Appearance, Dry-To-Touch (Sanding), Accelerated Storage Stability, Pot Life (Viscosity), Cure Time (Solvent Rubs), Cleanability, Knife Test, Tensile (pull-off) Adhesion, and X-Cut Adhesion by Wet Tape After a review of the Phase I test results, four of the alternative coating systems showed substandard performance in relation to the Control Systems and were eliminated from the Phase II testing. Due to the interest of stakeholders and time constraints, however, all eight alternatives were subjected to the following Phase II tests, along with field testing at Stennis Space Center (SSC), Mississippi: Hypergol Compatibility, Liquid Oxygen Compatibility, 18-Month Marine Exposure (Gloss Retention, Color Retention, Blistering, Visual Corrosion, Creepage from Scribe, Heat Adhesion), and Field Exposure (6- and 12-month Evaluation for Coating Condition, Color Retention, Gloss Retention). The remaining four alternative coating systems determined to be the best viable alternatives were carried on to Phase II testing that included: Removability, Repairability, Abrasion Resistance, Gravelometer, Fungus Resistance, Accelerated Weathering, Mandrel Bend Flexibility, and Cyclic Corrosion Resistance. Of the systems that continued to Phase II, three (3) alternative coating systems meet the performance requirements as identified by stakeholders. Two (2) other systems, that were not included in Phase II testing, performed well enough on the 18-Month Marine Exposure, the primary requirement for NASA technical standard NASA-STD-5008, Protective Coating of Carbon Steel, Stainless Steel, and Aluminum on Launch Structures, Facilities, and Ground Support Equipment, that they were also considered to be successful candidates. In total, five (5) alternative coating systems were approved for inclusion in the NASA-STD- 5008 Qualified Products List (QPL). The standard is intended to provide a common framework for consistent practices across NASA and is often used by other entities. The standard's QPL does not connote endorsement of the products by NASA, but lists those products that have been tested and meet the requirements as specified.

Lewis, Pattie↗
NASA NTRS2020

Integration Test and Evaluation (IT&E) Flight Test Series 6 Live Virtual Constructive - Distributed Environment (LVC-DE) Test Report

The goals of the Unmanned Aircraft Systems (UAS) Integration in the National Airspace System (NAS) (also UAS-NAS) Project are to reduce the barriers for UAS access and its integration into the NAS. The UAS-NAS project and industry stakeholders conducted a series of flight tests integrating technologies from the Modeling & Simulation (M&S), Human Systems Integration (HSI), and Communication and Control (C2), and Integration, Test & Evaluation (IT&E) research areas. The last of the flight test series, Flight Test Series 6 (FT6) was conducted in late 2019 and focused on evaluating the interaction of the airborne non-cooperative surveillance system and the Detect and Avoid (DAA) technology. The DAA system generated conflict alert and guidance for pilots using a Research Ground Control System (RGCS) to avoid intruder aircraft. The conflict alerting and guidance information was presented on the RGCS’s display using symbology developed by the human factors team. The objective of FT6 was to investigate the interoperability of Low Size, Weight, and Power (Low SWaP) sensors with the DAA alerting, guidance, and display requirements. To support this goal, the distributed test environments (DTE) were developed at Ames Research Center (ARC) and Armstrong Flight Research Center (AFRC) and securely linked over a Virtual Private Network (VPN). These environments took advantage of existing Live Virtual Constructive (LVC) technologies to support research observation at both Centers with the insertion of live UAS and manned intruder aircraft into a simulated NAS environment with Air Traffic Control (ATC) and constructive manned aircraft. The experiment was distributed between AFRC flight operations and research facilities and the Distributed Simulation Research Laboratory (DSRL) and Software Development Laboratory (SDL) in building N243 at ARC. The Air Traffic Controller and pseudo pilots operated from the DSRL and SDL, respectively, using the Multi-Aircraft Control System (MACS). The test subject and researchers operated from the Research Ground Control Station (RGCS) at AFRC using the Vigilant Spirit Control Station (VSCS) and associated DAA software and displays. Flight Operation for the unmanned aircraft (UA) and manned intruder traffic was conducted at AFRC. Virtual traffic was managed by ARC. Voice distribution was accomplished using a combination of disparate communication systems at ARC and AFRC. The purpose of this document is to record the development, design, and execution of activities in support of the FT6 efforts from the perspective of the ARC IT&E team. Furthermore, the Armstrong IT&E team has published a thorough FT6 Test Report, with emphasis on flight test support, facilities and vehicle development; this report complements the Armstrong report. Analysis of collected FT6 data will be conducted and reported by the M&S and HSI teams and will be published in separate reports.

UAS-NAS↗
NASA NTRS2009

Aviation Safety Issues Database

The aviation safety issues database was instrumental in the refinement and substantiation of the National Aviation Safety Strategic Plan (NASSP). The issues database is a comprehensive set of issues from an extremely broad base of aviation functions, personnel, and vehicle categories, both nationally and internationally. Several aviation safety stakeholders such as the Commercial Aviation Safety Team (CAST) have already used the database. This broader interest was the genesis to making the database publically accessible and writing this report.

Morello, Samuel A.↗
NASA NTRSDate not supplied

Applying NASA-STD-7009 Standard for Models and Simulations to Surrogate and Other Statistical Models

NASA-STD-7009A, Standard for Models and Simulations, contains a worthy and insightfully-crafted credibility assessment. That set of metrics is intended to accumulate and communicate information that can be critical for users and their customers in evaluating findings due to a model or simulation. Was the model designed for the present use? Is it validated in the domain it’s being applied to? And so on. The standard was originally focused on physics-based models, but it can be applied more generally. It can – and should – be applied to high-impact statistical models, including surrogate models based on larger models and sims and regression models based directly on data. A key issue with many of such models is their relative simplicity compared to most M&S despite their use in high-risk engineering decisions. This report will make a case for using this Standard for a wider class of models, and how it might actually add value in excess of its cost for not only stakeholders, but modelers themselves. A rough example showing compliance for a statistical model is included.

K L Johnson↗
NASA NTRS2006

Working Group Reports and Presentations: Mars Settlement and Society

The long-term implications of space exploration must be considered early in the process. With this in mind, the Mars Settlement and Society Group focused on five key areas: Philosophical Framework, Community Infrastructure and Government, Creating Stakeholders, Human Subsystems, and Habitat Design. The team proposes long and short term goals to support getting to and then staying long-term on Mars. All objectives shared the theme that they should engage, inspire, and educate the public with the intent of fostering stakeholders in the exploration of Mars. The objectives of long-term settlement on Mars should not neglect group dynamics, issues of reproduction, and a strong philosophical framework for the establishment of a society.

McKay, Chris↗
NASA NTRSDate not supplied

Growing the success of Small Satellite missions through community learning

The successful utilization of small satellites for scientific missions relies on continual infusion of technology innovations, creative approaches, and new capabilities, all of which advance at a very rapid pace. Achieving these advancements requires open and efficient exchange of results, experiences, and ideas. Community learning is particularly challenging in this fast-growing community involving an increasingly diverse set of players from all sectors: industry, academia, government, and the public at large. Building and cultivating a community of practices around small satellite technology development and mission implementation are key objectives for NASA’s Small Spacecraft Systems Virtual Institute (S3VI). The institute has developed and provides access to a large collection of products, tools, and activities to advance clear communications and coordination regarding small spacecraft undertakings across NASA, to provide mission enabling information to the smallsat research community, to engage with stakeholders in industry, government, academia and the general public, and to support the overall small spacecraft community. New and updated offerings by the S3VI include: The2021 NASA State of the Art Report of Small Spacecraft Technology, the Small Spacecraft Reliability Initiative Knowledge Base, and the “MISSION ACCOMPLISHED”webinar series. These and other institute products will help scientists and engineers planning future missions answer pertinent questions, such as: What is the state of the art of small spacecraft technology that can be used?What are some best practices that other experts and teams can recommend? What did previous missions accomplish? What lessons could be learned from previous missions? What flight-proven parts are available? What emerging technologies could be taken advantage of? A status will be presented on S3VI activities facilitating community learning within the small satellite science community through the collection, sharing, and exchange of experiences with small satellite mission development and execution across all NASA mission areas.

Moretto Jorgensen, T↗
NASA NTRSDate not supplied

Growing the Success of Small Satellite Missions Through Community Learning

The successful utilization of small satellites for scientific missions relies on continual infusion of technology innovations, creative approaches, and new capabilities, all of which advance at a very rapid pace. Achieving these advancements requires open and efficient exchange of results, experiences, and ideas. Community learning is particularly challenging in this fast-growing community involving an increasingly diverse set of players from all sectors: industry, academia, government, and the public at large. Building and cultivating a community of practices around small satellite technology development and mission implementation are key objectives for NASA’s Small Spacecraft Systems Virtual Institute (S3VI). The institute has developed and provides access to a large collection of products, tools, and activities to advance clear communications and coordination regarding small spacecraft undertakings across NASA, to provide mission enabling information to the smallsat research community, to engage with stakeholders in industry, government, academia and the general public, and to support the overall small spacecraft community. New and updated offerings by the S3VI include: The2021 NASA State of the Art Report of Small Spacecraft Technology, the Small Spacecraft Reliability Initiative Knowledge Base, and the “MISSION ACCOMPLISHED” webinar series. These and other institute products will help scientists and engineers planning future missions answer pertinent questions, such as: What is the state of the art of small spacecraft technology that can be used? What are some best practices that other experts and teams can recommend? What did previous missions accomplish? What lessons could be learned from previous missions? What flight-proven parts are available? What emerging technologies could be taken advantage of? A status will be presented on S3VI activities facilitating community learning within the small satellite science community through the collection, sharing, and exchange of experiences with small satellite mission development and execution across all NASA mission areas.

Small Satellite↗
NASA NTRS1995

Evaluation metrics of educational programs for teachers

A system for evaluating the teacher programs and services in the Education Services Branch was developed. The primary stakeholder was interested in determining the worth or usefulness of these services to educators. Therefore, two instruments were developed to collect the data. One questionnaire was administered. Data was collected, analyzed and reported. The other questionnaire was pilot tested and will be administered to teachers during the school year.

Mitchell, Gwendolyn D.↗