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The primary responsibilities of the NCAR component of this project are the following: (1) Acting as liaison with the international ocean modeling community; and (2) Developing standardized algorithms to compute desired ocean model products, and providing template source code for these algorithms in widely used global ocean models.
The NASA Short-term Prediction Research and Transition (SPoRT) Center seeks to accelerate the infusion of NASA Earth Science Enterprise (ESE) observations, data assimilation and modeling research into NWS forecast operations and decision-making. To meet long-term program expectations, it is not sufficient simply to give forecasters sophisticated workstations or new forecast products without fully assessing the ways in which they will be utilized. Close communication must be established between the research and operational communities so that developers have a complete understanding of user needs. In turn, forecasters must obtain a more comprehensive knowledge of the modeling and sensing tools available to them. A major goal of the SPoRT Program is to develop metrics and conduct assessment studies with NWS forecasters to evaluate the impacts and benefits of ESE experimental products on forecast skill. At a glance the task seems relatively straightforward. However, performing assessment of experimental products in an operational environment is demanding. Given the tremendous time constraints placed on NWS forecasters, it is imperative that forecaster input be obtained in a concise unobtrusive manor. Great care must also be taken to ensure that forecasters understand their participation will eventually benefit them and WFO operations in general. Two requirements of the assessment plan developed under the SPoRT activity are that it 1) Can be implemented within the WFO environment; and 2) Provide tangible results for BOTH the research and operational communities. Supplemental numerical quantitative precipitation forecasts (QPF) were chosen as the first experimental SPoRT product to be evaluated during a Pilot Assessment Program conducted 1 May 2003 within the Huntsville AL National Weather Service Forecast Office. Forecast time periods were broken up into six- hour bins ranging from zero to twenty-four hours. Data were made available for display in AWIPS on an operational basis so they could be efficiently incorporated into the forecast process. The methodology used to assess the value of experimental QPFs compared to available operational products is best described as a three-tier approach involving both forecasters and research scientists. Tier-one is a web-based survey completed by duty forecasters on the aviation and public desks. The survey compiles information on how the experimental product was used in the forecast decision making process. Up to 6 responses per twenty-four hours can be compiled during a precipitation event. Tier-two consists of an event post mortem and experimental product assessment performed daily by the NASA/NWS Liaison. Tier-three is a detailed breakdown/analysis of specific events targeted by either the NWS SO0 or SPoRT team members. The task is performed by both NWS and NASA research scientists and may be conducted once every couple of months. The findings from the Pilot Assessment Program will be reported at the meeting.
This Fifth Annual Report summarizes work performed by the Smithsonian Astrophysical Observatory (SAO) for NASA Goddard Space Flight Center (GSFC) under Cooperative Agreement NCC5-368. The Agreement is entitled 'Constellation X-ray Mission Study and Support.' This report covers the period from October 1, 2002 through September 30,2003. The report summarizes the main areas of SAO activity. Most of the work has been done jointly with personnel from GSFC and Marshall Space Flight Center (MSFC). We describe SAO participation in these efforts. In spite of the work being mainly a level of effort, a significant amount of work was accomplished. Under the Agreement, SAO performed work in eight major areas of activity. These areas related to: 1) Constellation X-ray Mission Facility Definition Team and Study Management; 2) Science Support; 3) Spectroscopy X-ray Telescope (SXT); 4) Systems Engineering; 5) Travel in Support of the Work Effort; 6) In-house Management and Coordination; 7) Technical Readiness and Implementation Plan (TRIP) Report and Follow-up; 8) Industry Liaison and Study Preparation.
Through the active transfer of technology, the National Aeronautics and Space Administration (NASA) Technology Utilization (TU) Program assists private companies, associations, and government agencies to make effective use of NASA's technological resources to improve U.S. economic competitiveness and to provide societal benefit. Aerospace technology from areas such as digital image processing, space medicine and biology, microelectronics, optics and electrooptics, and ultrasonic imaging have found many secondary applications in medicine. Examples of technology spinoffs are briefly discussed to illustrate the benefits realized through adaptation of aerospace technology to solve health care problems. Successful implementation of new technologies increasingly requires the collaboration of industry, universities, and government, and the TU Program serves as the liaison to establish such collaborations with NASA. NASA technology is an important resource to support the development of new medical products and techniques that will further advance the quality of health care available in the U.S. and worldwide.
This document is the final report of the work of the Office of the Lead Scientist (OLS) of the U.S. Weather Research Program (USWRP) and for Coordination of the World Weather Research Program (WWRP). The proposal was for a continuation of the duties and responsibilities described in the proposal of 7 October, 1993 to NSF and NOAA associated with the USWRP Lead Scientist then referred to as the Chief Scientist. The activities of the Office of the Lead Scientist (OLS) ended on January 31, 2005 and this report describes the activities undertaken by the OLS from February 1, 2004 until January 3 1, 2005. The OLS activities were under the cosponsorship of the agencies that are members of the Interagency Working Group (IWG) of the US WRP currently: NOAA, NSF, NASA, and DOD. The scope of the work described includes activities that were necessary to develop, facilitate and implement the research objectives of the USWRP consistent with the overall program goals and specific agency objectives. It included liaison with and promotion of WMO/WWW activities that were consistent with and beneficial to the USWRP programs and objectives. Funds covered several broad categories of activity including meetings convened by the Lead Scientist, OLS travel, partial salary and benefits support, publications, hard-copy dissemination of reports and program announcements and the development and maintenance of the USWRP website. In addition to funding covered by this grant, NCAR program funds provided co-sponsorship of half the salary and benefits resources of the USWRP Lead Scientist (.25 FTE) and the WWRP Chairman/Liaison (.167 FTE). Also covered by the grant were partial salaries for the Science Coordinator for the hurricane portion of the program and partial salary for a THORPEX coordinator.
None given. Paper gives final report of the IAG ad hoc working group on global change. They made three main recommendations to the group: 1. the post of and IAG liaison or representative to the IGBP should be established. 2. A new core program,.
The NASA Langley Research Center (LaRC) Systems Analysis & Concepts Directorate (SACD) began studying human exploration missions beyond low Earth orbit (LEO) in the year 1999. This included participation in NASA s Decadal Planning Team (DPT), the NASA Exploration Team (NExT), Space Architect studies and Revolutionary Aerospace Systems Concepts (RASC) architecture studies that were used in formulating the new Vision for Space Exploration. In May of 2005, NASA initiated the Exploration Systems Architecture Study (ESAS). The primary outputs of the ESAS activity were concepts and functional requirements for the Crewed Exploration Vehicle (CEV), its supporting launch vehicle infrastructure and identification of supporting technology requirements and investments. An exploration systems analysis capability has evolved to support these functions in the past and continues to evolve to support anticipated future needs. SACD had significant roles in supporting the ESAS study team. SACD personnel performed the liaison function between the ESAS team and the Shuttle/Station Configuration Options Team (S/SCOT), an agency-wide team charged with using the Space Shuttle to complete the International Space Station (ISS) by the end of Fiscal Year (FY) 2010. The most significant of the identified issues involved the ability of the Space Shuttle system to achieve the desired number of flights in the proposed time frame. SACD with support from the Kennedy Space Center performed analysis showing that, without significant investments in improving the shuttle processing flow, that there was almost no possibility of completing the 28-flight sequence by the end of 2010. SACD performed numerous Lunar Surface Access Module (LSAM) trades to define top level element requirements and establish architecture propellant needs. Configuration trades were conducted to determine the impact of varying degrees of segmentation of the living capabilities of the combined descent stage, ascent stage, and other elements. The technology assessment process was developed and implemented by SACD as the ESAS architecture was refined. SACD implemented a rigorous and objective process which included (a) establishing architectural functional needs, (b) collection, synthesis and mapping of technology data, and (c) performing an objective decision analysis resulting in technology development investment recommendations. The investment recommendation provided budget, schedule, and center/program allocations to develop required technologies for the exploration architecture, as well as the identification of other investment opportunities to maximize performance and flexibility while minimizing cost and risk. A summary of the trades performed and methods utilized by SACD for the Exploration Systems Mission Directorate (ESAS) activity is presented along with how SACD is currently supporting the implementation of the Vision for Space Exploration.
An underlying tension has existed throughout the history of NASA between the human spaceflight programs and the external scientific constituencies of the robotic exploration programs. The large human space projects have been perceived as squandering resources that might otherwise be utilized for scientific discoveries. In particular, the history of the relationship of science to the International Space Station Program has not been a happy one. The leadership of the Constellation Program Office, created in NASA in October, 2005, asked me to serve on the Program Manager s staff as a liaison to the science community. Through the creation of my position, the Program Manager wanted to communicate and elucidate decisions inside the program to the scientific community and, conversely, ensure that the community had a voice at the highest levels within the program. Almost all of my technical contributions at NASA, dating back to the Apollo Program, has been within the auspices of what is now known as the Science Mission Directorate. However, working at the Johnson Space Center, where human spaceflight is the principal activity, has given me a good deal of incidental contact and some more direct exposure through management positions to the structures and culture of human spaceflight programs. I entered the Constellation family somewhat naive but not uninformed. In addition to my background in NASA science, I have also written extensively over the past 25 years on the topic of human exploration of the Moon and Mars. (See, for example, Mendell, 1985). I have found that my scientific colleagues generally have little understanding of the structure and processes of a NASA program office; and many of them do not recognize the name, Constellation. In many respects, the international ILEWG community is better informed. Nevertheless, some NASA decision processes on the role of science, particularly with respect to the formulation of a lunar surface architecture, are not well known, even in ILEWG. At the recent annual Lunar and Planetary Science Conference, I reviewed the evolution of the program as a function of Agency leadership and the constraints put on NASA by the President in his 2004 announcement. I plan to continue my long-time ILEWG tradition of reporting a personal view of the state of development of human exploration of the solar system, this time coming from within the program office tasked to implement the vision for the United States. The current NASA implementation of the Vision for Space Exploration is consistent with certain classical scenarios that have been discussed extensively in the literature. I will discuss the role of science within the Vision, both from official policy and from a de facto interaction. While science goals are not officially driving the implementation of the Vision, the tools of scientific exploration are integral to defining the extraterrestrial design environments. In this respect the sharing of results from international missions to the Moon can make significant contributions to the success of the future human activities.
On February 1, 2003, the Space Shuttle Columbia broke apart during atmospheric re-entry on mission STS-107; the complexity of such an event cannot be underestimated. The Lufkin Disaster Field Office (DFO) served as the primary DFO for all operations, including staging assets and deploying field teams for search, recovery and security. There were many organizations that had operational experience with disaster recovery. Offers to help came from many groups including the White House Liaison Office, the Department of Defense (DOD), branches of local, state and federal government, the Federal Bureau of Investigation (FBI), the Federal Emergency Management Agency (FEMA), the Environmental Protection Agency (EPA), state police, fire departments, the Texas Forestry Service, the Texas Army National Guard, medical groups, various rescue forces, contractor companies, the Salvation Army, local businesses, and citizens of our country and especially East Texas. The challenge was to know how much help to accept and how to efficiently incorporate their valuable assistance into a comprehensive and cohesive operational plan. There were more than 2,000 people involved with search and recovery.
The Applied Meteorology Unit (AMU) provides technology transition and technique development to improve operational weather support to the Space Shuttle and the entire American space program. The AMU is funded and managed by NASA and operated by a contractor that provides five meteorologists with a diverse mix of advanced degrees, operational experience, and associated skills including data processing, statistics, and the development of graphical user interfaces. The AMU's primary customers are the U.S. Air Force 45th Weather Squadron at Patrick Air Force Base, the National Weather Service Spaceflight Meteorology Group at NASA Johnson Space Center, and the National Weather Service Melbourne FL Forecast Office. The AMU has transitioned research into operations for nineteen years and worked on a wide range of topics, including new forecasting techniques for lightning probability, synoptic peak winds,.convective winds, and summer severe weather; satellite tools to predict anvil cloud trajectories and evaluate camera line of sight for Space Shuttle launch; optimized radar scan strategies; evaluated and implemented local numerical models; evaluated weather sensors; and many more. The AMU has completed 113 projects with 5 more scheduled to be completed by the end of 2010. During this rich history, the AMU and its customers have learned many lessons on how to effectively transition research into operations. Some of these lessons learned include collocating with the operational customer and periodically visiting geographically separated customers, operator submitted projects, consensus tasking process, use of operator primary advocates for each project, customer AMU liaisons with experience in both operations and research, flexibility in adapting the project plan based on lessons learned during the project, and incorporating training and other transition assistance into the project plans. Operator involvement has been critical to the AMU's remarkable success and many awards from NASA, the National Weather Association, and two citations from the Navy's Center of Excellence for Best Manufacturing Practices. This paper will present the AMU's proven methods and explain how they may be applied by other organizations to effectively transition research into operations.
Description: Support the responsible NASA official for lead-free solder evaluation. Serve as the NASA technical liaison to the NASA/DoD Pb-free Project. Assure NASA areas of interest are included in JG-PP follow-on work. Support NASA/DoD telcons and face-to-face meetings. Update MSFC lead-free solder lessons learned report. FY10 plans: - Reliability data on lead-free solder applications for various part lead finishes and board finishes. - Update lead-free solder risks and risk mitigation strategies for NASA. - Evaluate lead-free alloy/lead-free finish reliability in design application. - Status CAVE project on Pb-free solder aging effects. - Compile the LTESE flight and bench data.
In 1956, on the eve of human space travel Strughold first proposed a simple classification of the present and future stages of manned flight that identified key factors, risks and developmental stages for the evolutionary journey ahead. As we look to optimize the potential of the ISS as a gateway to new destinations, we need a current shared working definitional model of long duration human space flight to help guide our path. Initial search of formal and grey literature augmented by liaison with subject matter experts. Search strategy focused on both the use of term long duration mission and long duration spaceflight, and also broader related current and historical definitions and classification models of spaceflight. The related sea and air travel literature was also subsequently explored with a view to identifying analogous models or classification systems. There are multiple different definitions and classification systems for spaceflight including phase and type of mission, craft and payload and related risk management models. However the frequently used concepts of long duration mission and long duration spaceflight are infrequently operationally defined by authors, and no commonly referenced classical or gold standard definition or model of these terms emerged from the search. The categorization (Cat) system for sailing was found to be of potential analogous utility, with its focus on understanding the need for crew and craft autonomy at various levels of potential adversity and inability to gain outside support or return to a safe location, due to factors of time, distance and location.
In this talk, I will give the AbGradCon attendees an overview of astrobiology activities ongoing at NASA as well as a brief description of the various funding programs and careers that they can pursue. After this, I will present to them the case that the future of the field is theirs to determine, and give input on how to effectively make astrobiology and NASA responsive to the needs of the community. This presentation will leverage my experiences leading various efforts in the early career astrobiology community, where I have served as a conference organizer, primer lead editor, community blogger, and unofficial liaison to NASA headquarters.
During the NASA‐Mir program of the 1990s and due to the challenges inherent in the International Space Station training schedule and operations tempo, it was clear that a special focus on supporting families was a key to overall mission success for the ISS crewmembers pre‐, in‐ and post‐flight. To that end, in January 2001 the first Family Services Coordinator was hired by the Behavioral Health and Performance group at NASA JSC and matrixed from Medical Operations into the Astronaut Office's organization. The initial roles and responsibilities were driven by critical needs, including facilitating family communication during training deployments, providing mission‐specific and other relevant trainings for spouses, serving as liaison for families with NASA organizations such as Medical Operations, NASA management and the Astronaut Office, and providing assistance to ensure success of an Astronaut Spouses Group. The role of the Family Support Office (FSO) has modified as the ISS Program matured and the needs of families changed. The FSO is currently an integral part of the Astronaut Office's ISS Operations Branch. It still serves the critical function of providing information to families, as well as being the primary contact for US and international partner families with resources at JSC. Since crews launch and return on Russian vehicles, the FSO has the added responsibility for coordinating with Flight Crew Operations, the families, and their guests for Soyuz launches, landings, and Direct Return to Houston post‐flight. This presentation will provide a summary of the family support services provided for astronauts, and how they have changed with the Program and families the FSO serves. Considerations for future FSO services will be discussed briefly as NASA proposes one year missions and beyond ISS missions. Learning Objective: 1) Obtain an understanding of the reasons a Family Support Office was important for NASA. 2) Become familiar with the services provided for astronauts and their families and how they changed with the Program and family needs.
The HRP Chief Scientist's Office sets the scientific agenda for the Human Research Program. As NASA plans for deep space exploration, HRP is conducting research to ensure the health of astronauts, and optimize human performance during extended duration missions. To accomplish this research, HRP solicits for proposals within the U.S., collaborates with agencies both domestically and abroad, and makes optimal use of ISS resources in support of human research. This session will expand on these topics and provide an opportunity for questions and discussion with the HRP Chief Scientist. Presentations in this session will include: NRA solicitations - process improvements and focus for future solicitations, Multilateral Human Research Panel for Exploration - future directions (MHRPE 2.0), Extramural liaisons - National Science Foundation (NSF) and Department of Defense (DOD), Standardized Measures for spaceflight, Ground-based Analogs - international collaborations, and International data sharing.
NASA's Capacity Building Program (CBP) aims to empower communities to use NASA Earth Observations for environmental decision-making. A new project, the Indigenous Peoples Pilot Project, focuses on building relationships across NASA and indigenous communities through remote sensing training, community engagement, and research opportunities. A recent workshop, held on the lands of the Red Cliff Band of Lake Superior Chippewa in Wisconsin, focused on understanding indigenous knowledge systems and comparisons with western science, and more specifically, NASA Earth Science. In order to meet the workshop goals, North American tribal members and NASA managers participated in storytelling and systems mapping. The storytelling portion focused on personal narratives to understand the barriers, challenges, and pathways to incite change in the context of western scientists working with tribal nations. This was based on the traditional model of oral history and allowed participants to share their unique experiences of failures and successes. The systems mapping portion of the workshop focused on finding leverage points within the "NASA Ecosystem" for creating sustained instrumental change. This included (1) dedicating time and resources to explore how to recognize western science and indigenous knowledge as equal, (2) supporting innovation in communication and knowledge system frameworks, and (3) identifying new partners, allies, and champions for the western science/indigenous relationship. These leverage points were then used to generate recommendations for NASA which included (1) an awareness phase (for NASA and for indigenous communities) for NASA/Indigenous work, (2) creating a cultural immersion for NASA managers, (3) developing a protocol for working with indigenous groups, (4) creating a NASA tribal liaison office, (5) acknowledging and accepting indigenous knowledge systems in funding solicitations and proposals, and (6) incorporation of indigenous knowledge into capacity building activities.
Space weather forecasting capabilities are becoming increasingly important to the health of advanced technological infrastructure. The Community Coordinated Modeling Center (CCMC, https://ccmc.gsfc.nasa.gov) serves as a key liaison in the US space weather program between the research and operations communities by providing a wide range of tools and capabilities that help to evaluate, compare, exercise, and archive the results of simulations of a growing list of space weather models. With its unique toolset, CCMC supports space weather research and model development that advances our understanding of space weather phenomena and improves forecasting skill, while also facilitating development of space weather applications and deployment of operational capabilities. Guided by experience from over 20 years of providing simulation services, feedback from its research, operational and educational users world-wide, recommendations from CCMC Advisory Group and Programmatic Review Panel, the CCMC has begun work on the next generation system for its simulation services and model output archives. The new system has been envisioned to employ state-of-the-art technologies and standards to provide a user-oriented experience while improving ease of access, transparency, interoperability with partner systems, and enhancing reliability by incorporating advanced automation for performance monitoring and intelligent failover. In the presentation, we will give an overview of the current CCMC ecosystem and discuss updates to some of the key services of the system, including Runs-on-Request, Instant Runs, and Continuous Runs. We will also describe how a planned expansion and standardization of data archival activities will enhance the role of CCMC as a world-class provider of heliophysics information for the research and analysis of space weather. It is our hope that this evolution of the services can further reduce the barriers and burdens on researchers, forecasters and decision makers who rely on CCMC for their daily research and operations.
This report details the process of document management within the KSC Integration Office throughout my internship in the fall term of the year 2020. During this term, I was mentored by Felix A. Soto-Toro and my main objective was to support the Audit Liaison Representatives (ALR) in their documentation processes. I worked alongside the members of the KSC Integration Office to streamline the auditing process in order to facilitate the interchangement of documents and communication between auditors and our agency. My approach to this situation was to document the events of each audit in a report, which would be updated weekly every Monday following a specific format. As support I was required to gather, organize, and release data relevant to current audits in an online server for ALRs to use across the entire NASA Agency.