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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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All sourcesNASA NTRSDOE OSTI
DOE OSTI2021

U.S. Solar Photovoltaic System and Energy Storage Cost Benchmark: Q1 2021 [Slides]

Our benchmarking method includes bottom-up accounting for all necessary system and projectdevelopment costs incurred when installing residential, commercial, and utility-scale systems, and it models the Q1 2021 costs for such systems, excluding any previous supply agreements or contracts. In general, we attempt to model the typical installation techniques and business operations from an installed-cost perspective, and our benchmarks are national averages. The residential PV-only benchmark and the commercial rooftop PV-only benchmark average costs by inverter type (string inverters, string inverters with direct current [DC] optimizers, and microinverters), weighted by inverter market share. The residential PV-only benchmark is further averaged across small installer and national integrator business models, weighted by market share. All benchmarks include variations—accounting for the differences in size, equipment, and operational use (particularly for storage)—that are currently available in the marketplace. All benchmarks assume nonunionized construction labor; residential and commercial PV systems predominantly use nonunionized labor, and the type of labor required for utility-scale PV systems depends heavily on the development process. All benchmarks assume the use of monofacial monocrystalline silicon PV modules. Benchmarks using cadmium telluride or bifacial modules could result in significantly different results. The data in this annual benchmark report inform the formulation of and track progress toward the U.S. Department of Energy (DOE) Solar Energy Technologies Office’s Government Performance and Reporting Act cost targets.

14 SOLAR ENERGY↗
NASA NTRS2016

Space Architecture for MoonVillage

The concept of a multinational MoonVillage, as proposed by Jan Wörner of ESA, is analyzed with respect to diverse factors affecting its implementation feasibility: potential activities and scale as a function of location, technology, and purpose; potential participants and their roles; business models for growth and sustainability as compared to the ISS; and implications for the field of space architecture. Environmental and operations constraints that govern all types of MoonVillage are detailed. Findings include: 1) while technically feasible, a MoonVillage would be more distributed and complex a project than the ISS; 2) significant and distinctive opportunities exist for willing participants, at all evolutionary scales and degrees of commercialization; 3) the mixed-use space business park model is essential for growth and permanence; 4) growth depends on exporting lunar material products, and the rate and extent of growth depends on export customers including terrestrial industries; 5) industrial-scale operations are a precondition for lunar urbanism, which goal in turn dramatically drives technology requirements; but 6) industrial viability cannot be discerned until significant in situ operations occur; and therefore 7) government investment in lunar surface operations is a strictly enabling step. Because of the resources it could apply, the U.S. government holds the greatest leverage on growth, no matter who founds a MoonVillage. The interplanetary business to be built may be cause for engagement.

Sherwood, Bent↗
NASA NTRS2016

A Vision and Roadmap for Increasing User Autonomy in Flight Operations in the National Airspace

The purpose of Air Transportation is to move people and cargo safely, efficiently and swiftly to their destinations. The companies and individuals who use aircraft for this purpose, the airspace users, desire to operate their aircraft according to a dynamically optimized business trajectory for their specific mission and operational business model. In current operations, the dynamic optimization of business trajectories is limited by constraints built into operations in the National Airspace System (NAS) for reasons of safety and operational needs of the air navigation service providers. NASA has been developing and testing means to overcome many of these constraints and permit operations to be conducted closer to the airspace user's changing business trajectory as conditions unfold before and during the flight. A roadmap of logical steps progressing toward increased user autonomy is proposed, beginning with NASA's Traffic Aware Strategic Aircrew Requests (TASAR) concept that enables flight crews to make informed, deconflicted flight-optimization requests to air traffic control. These steps include the use of data communications for route change requests and approvals, integration with time-based arrival flow management processes under development by the Federal Aviation Administration (FAA), increased user authority for defining and modifying downstream, strategic portions of the trajectory, and ultimately application of self-separation. This progression takes advantage of existing FAA NextGen programs and RTCA standards development, and it is designed to minimize the number of hardware upgrades required of airspace users to take advantage of these advanced capabilities to achieve dynamically optimized business trajectories in NAS operations. The roadmap is designed to provide operational benefits to first adopters so that investment decisions do not depend upon a large segment of the user community becoming equipped before benefits can be realized. The issues of equipment certification and operational approval of new procedures are addressed in a way that minimizes their impact on the transition by deferring a change in the assignment of separation responsibility until a large body of operational data is available to support the safety case for this change in the last roadmap step.This paper will relate the roadmap steps to ongoing activities to clarify the economics-based transition to these technologies for operational use.

Cotton, William B.↗
DOE OSTI2022

Enabling energy‐efficient manufacturing of pharmaceutical solid oral dosage forms via integrated techno‐economic analysis and advanced process modeling

Abstract The global pharmaceutical industry is a trillion‐dollar market. However, the pharmaceutical sector often lags in manufacturing innovation and automation which limits its potential to maximize energy efficiency. The integration of techno‐economic analysis (TEA) with advanced process models as part of an overarching smart manufacturing platform, can help industries create business models, which can be adapted for manufacturing to reduce energy consumption and operating costs while ensuring product quality which can further enable a more sustainable process operation. In this study, a rational design of experiment on three unit‐operations (wet granulation, drying, and milling) was performed on a batch (case 1) and continuous (case 2) pharmaceutical process to obtain experimental data. Process models for predicting product quality and energy efficiency of each of the three‐unit operations were developed. The experimental data were used to validate the models and good agreement was observed. The energy consumption of each unit operation was calculated using statistical models relating the power consumption and the process parameters. The developed process models and energy models were further integrated into a TEA framework, which quantified the energy and monetary cost of manufacturing for both batch and continuous manufacturing cases. With this integrated framework, energy costs savings of ~33% was obtained in the continuous manufacturing process (case 2) over the batch process (case 1).

Sampat, Chaitanya↗
DOE OSTI2020

Report on the Use and Function of the Integrated Operations Capability Analysis Platform (ICAP) and the LWRS Innovation Portal (IP)

The commercial nuclear power industry has achieved excellent safety and reliability performance but is struggling to survive in an electricity market that is increasingly dominated by subsidized renewables and cheap natural gas. These challenges have forced utilities to explore previously uncharted avenues to drastically reduce the operations and maintenance costs of their plants which are the primary drivers of the total cost to produce electricity. The petrochemical industry faced similar challenges some years ago as the costs of extraction and processing were rising while their reservoirs were being depleted along with a drop-in commodity prices that resulted in unsustainable operations. In this challenging climate, they developed a business model called Integrated Operations (IO) that sought to utilize technology to enable news ways of working through the integration of people, technology, process and governance changes. The Light Water Reactor Sustainability (LWRS) program, working with IFE have developed an operating model via transferable learnings from the North Sea O&G industry. This framework is termed “Integrated Operations for Nuclear” (ION). ION is a transformation model that integrates the benefits and features of four principal factors: People, Technology, Process and Governance. The purpose of this report is to describe how to generate an ION business process analysis and utilize this information to reduce O&M costs. In order to make this job easier, DOE LWRS has created a suite of tools that will allow a person who is involved in a transformation effort at their company to build a solid documented business case for embarking on a major transformation effort. These tools, the Integrated Operations Capability Analysis Model (ICAP) and the LWRS Innovation Portal (IP) are described herein with instructions on their use. Instructions on how the interface with the EPRI Business Case Analysis Method (BCAM) are also provided.

21 SPECIFIC NUCLEAR REACTORS AND ASSOCIATED PLANTS↗
NASA NTRS2003

Market Assessment of Forward-Looking Turbulence Sensing Systems

This viewgraph presentation provides a cost benefit analysis of three next-generation forward-looking turbulence sensing systems: X band turbulence radar system for convective turbulence, LIDAR based turbulence systems to sense clear air turbulence and a combined hybrid system. Parameters for the cost benefit analysis were established using a business model which considered injury rates, cost of injuries, indirect costs, market penetration rate estimates and product success characteristics. Topics covered include: study approach, business case equations, data acquisition, benchmark analysis. Data interpretation from the cost benefit analysis is presented. The researchers conclude that the market potential for these products is based primarily on injury cost reduction and that X band radar systems have the greatest chance for commercial success.

Kauffmann, Paul↗
DOE OSTI2022

Model-based interface design for smart field-device integration

Operational complexity is ever-increasing for electric utilities that face challenges including integration of DERs, customer expectation of energy choices, the proliferation of non-utility-owned resources, new business models with energy service providers, and new technology with IT/OT convergence. To maintain and improve the quality of operations, planning, and decision-making in general, utilities need to manage and navigate the complexity. Managing complexity requires a modular, scalable, and flexible solution. Connecting large amounts of DERs and introducing new services requires increased grid control and evolving applications. In this paper, we show an approach utilizing model-based standardized interfaces that simplifies integration and deployment of new algorithms and smart field devices for interoperability across legacy or new systems. A modular design is presented for a reference implementation of widely used DNP3 and IEEE 2030.5 interfaces within an open-source, standards-based data integration platform for integration of smart field devices with independently developed, best-of-breed applications.

Model-driven development, system integration, smar↗
DOE OSTI2022

Supply sunspots and shadows: Business siting patterns and inequitable rooftop solar adoption in the United States

Entrepreneurs in certain industries tend to locate new businesses in relatively affluent areas. Preferences to site businesses in affluent areas can reduce low-income household access to certain products. Some argue that business siting patterns could explain inequitable consumption patterns, though such causal claims are often empirically weak. Here, we explore whether business siting patterns partly explain inequitable adoption of rooftop solar photovoltaics in California. We show that solar business formation drives an immediate and sustained increase in local solar adoption, including in low-income areas. However, solar business siting patterns have only weak impacts on solar adoption equity. The data show how solar businesses headquartered in low-income areas nonetheless install solar for relatively affluent customers. Customer-level adoption inequity partly offsets the potential equity gains of siting more businesses in low-income areas. We discuss how the emergent nature and unique business model of rooftop solar help explain these nuanced results.

14 SOLAR ENERGY↗
DOE OSTI2022

Clean Energy Transition for Transportation Systems: Modeling Implications

Transportation is currently the least-diversified energy demand sector, with over 90% of energy use coming from petroleum. As a result, transportation recently became the largest source of GHG emissions in the U.S. and mobility needs for passenger and freight are growing rapidly. However, after over a century of petroleum dominance, new disruptive technologies and business models offer a pathway to decarbonize the sector. Transportation is at a turning point. On the horizon lies a future where affordable and abundant renewable electricity can be used to power cost-competitive battery electric vehicles (EVs) and produce energy-dense low-carbon fuels enabling to fully decarbonize transportation systems across all modes. Exploring the clean energy transition for the multitude of different transportation systems requires new analytical modeling and approaches. This talk reviewed current work at the National Renewable Energy Laboratory (NREL) to develop and use innovative tools and analytics approaches to inform the transformation to a sustainable mobility future and the integration of transportation systems with the broader energy sector.

ADVANCED PROPULSION SYSTEMS↗
DOE OSTI2021

The Highly Integrated Vehicle Ecosystem (HIVE): A Platform for Managing the Operations of On-Demand Vehicle Fleets

This paper introduces the Highly Integrated Vehicle Ecosystem (HIVE), a transportation modeling tool developed by within the Center for Integrated Mobility Sciences (CIMS) group at the National Renewable Energy Laboratory (NREL). HIVE is an agent-based supply/demand model for Mobility on Demand (MoD) which mixes agent-based modeling and centralized dispatch for automated and human-driven fleets and ride hail passengers. Research questions using HIVE span multiple categories, including intelligent fleet planning (assessing fleet, battery, and infrastructure investment decisions), intelligent fleet control (charge management, vehicle dispatching) and strategic business model decision-making (depot-based full-time drivers versus gig-based drivers, human-driven versus automated). The components of the HIVE model are explained and then HIVE is demonstrated in a case study using demand data from the New York City Taxi & Limousine Commission data set.

33 ADVANCED PROPULSION SYSTEMS↗
NASA NTRS2014

Public-Private Collaborations with Earth-Space Benefits

The NASA Human Health and Performance Center (NHHPC) was established in October 2010 to promote collaborative problem solving and project development to advance human health and performance innovations benefiting life in space and on Earth. The NHHPC, which now boasts over 135 corporate, government, academic and non-profit members, has convened four successful workshops and engaged in multiple collaborative projects. The center is currently developing a streamlined partner engagement process to capture technical needs and opportunities of NHHPC members, facilitate partnership development, and establish and manage collaborative projects for NASA. The virtual center facilitates member engagement through a variety of vehicles, including annual inperson workshops, webcasts, quarterly electronic newsletters, web postings, and the new system for partner engagement. The most recent NHHPC workshop was conducted in November 2013 on the topic of "Accelerating Innovation: New Organizational Business Models," and focused on various collaborative approaches successfully used by organizations to achieve their goals. The powerful notion of collaboration across sectors to solve intractable problems was recently highlighted in Williams Eggers' book "The Solution Revolution,"i which provides numerous examples of how business, government and social enterprises partner to solve tough problems. Mr. Eggers was a keynote speaker at the workshop, along with Harvard Business School, Jump Associates, and the Conrad Foundation. The robust program also included an expert panel addressing collaboration across sectors, four interactive breakout sessions, and a concluding keynote on innovative ways to increase science, technology, engineering, and math (STEM) education by NASA Associate Administrator for Education, Leland Melvin. The NHHPC forum also provides a platform for international partners to interact on many topics. Members from around the world include ISS International Partner JAXA; the World Biomimetic Foundation in Spain who is interested in advancing the use of biomimicry to provide technical solutions in many industries; Satellite Application Catapult in London, England who interested in pursuing U.S. collaborations with the Space and Life Sciences Innovation Centre under development in Scotland; and DLR in Cologne, Germany who developed :envihab, a collaborative facility for partners to pursue research and technology projects of mutual interest. The NHHPC has sponsored two global networking forums on innovation by partners Wyle, NASA, and DLR, was featured in the 2013 Humans in Space Symposium Panel on "NHHPC and :envihab - reach out to Future Markets," and is working on an international meeting for Spring 2014 in Cologne with :envihab.

Davis, Jeffrey R.↗
NASA NTRS2002

Quick Fix for Managing Risks

Under a Phase II SBIR contract, Kennedy and Lumina Decision Systems, Inc., jointly developed the Schedule and Cost Risk Analysis Modeling (SCRAM) system, based on a version of Lumina's flagship software product, Analytica(R). Acclaimed as "the best single decision-analysis program yet produced" by MacWorld magazine, Analytica is a "visual" tool used in decision-making environments worldwide to build, revise, and present business models, minus the time-consuming difficulty commonly associated with spreadsheets. With Analytica as their platform, Kennedy and Lumina created the SCRAM system in response to NASA's need to identify the importance of major delays in Shuttle ground processing, a critical function in project management and process improvement. As part of the SCRAM development project, Lumina designed a version of Analytica called the Analytica Design Engine (ADE) that can be easily incorporated into larger software systems. ADE was commercialized and utilized in many other developments, including web-based decision support.

Source record↗
NASA NTRS2012

An Agent-Based Model of New Venture Creation: Conceptual Design for Simulating Entrepreneurship

There is a growing debate over the means by which regions can foster the growth of entrepreneurial activity in order to stimulate recovery and growth of their economies. On one side, agglomeration theory suggests the regions grow because of strong clusters that foster knowledge spillover locally; on the other side, the entrepreneurial action camp argues that innovative business models are generated by entrepreneurs with unique market perspectives who draw on knowledge from more distant domains. We will show you the design for a novel agent-based model of new venture creation that will demonstrate the relationship between agglomeration and action. The primary focus of this model is information exchange as the medium for these agent interactions. Our modeling and simulation study proposes to reveal interesting relationships in these perspectives, offer a foundation on which these disparate theories from economics and sociology can find common ground, and expand the use of agent-based modeling into entrepreneurship research.

Provance, Mike↗
NASA NTRS2018

Next-Generation NASA Earth-Orbiting Relay Satellites: Fusing Microwave and Optical Communications

NASA is currently considering architectures and concepts for the generation of relay satellites that will replace the Tracking and Data Relay Satellite (TDRS) constellation, which has been flying since 1983. TDRS-M, the last of the second TDRS generation, launched in August 2017, extending the life of the TDRS constellation beyond 2030. However, opportunities exist to re-engineer the concepts of geosynchronous Earth relay satellites. The needs of the relay satellite customers have changed dramatically over the last 34 years since the first TDRS launch. There is a demand for greater bandwidth as the availability of the traditional RF spectrum for space communications diminishes and the demand for ground station access grows. The next generation of NASA relay satellites will provide for operations that have factored in these new constraints. In this paper, we describe a heterogeneous constellation of geosynchronous relay satellites employing optical and RF communications. The new constellation will enable new optical communications services formed by user-to-space relay, space relay-to-space relay and space relay-to-ground links. It will build upon the experience from the Lunar Laser Communications Demonstration from 2013 and the Laser Communications Relay Demonstration to be launched in 2019.Simultaneous to establishment of the optical communications space segment, spacecraft in the TDRS constellation will be replaced with RF relay satellites with targeted subsets of the TDRS capabilities. This disaggregation of the TDRS service model will allow for flexibility in replenishing the needs of legacy users as well as addition of new capabilities for future users. It will also permit the U.S. government access to launch capabilities such as rideshare and to hosted payloads that were not previously available. In this paper, we also explore how the next generation of Earth relay satellites provides a significant boost in the opportunities for commercial providers to the communications space segment. For optical communications, the backbone of this effort is adoption of commercial technologies from the terrestrial high-bandwidth telecommunications industry into optical payloads. For RF communications, the explosion of software-defined radio, high-speed digital signal processing technologies and networking from areas such as 5G multicarrier will be important. Future commercial providers will not be limited to a small set of large aerospace companies. Ultimately, entirely government-owned and -operated satellite communications will phase out and make way for commercial business models that satisfy NASAs satellite communications requirements. The competition being provided by new entrants in the space communications business may result in a future in which all NASA communications needs can be satisfied commercially.

Space Communications↗
NASA NTRS2018

Next-Generation NASA Earth-Orbiting Relay Satellites: Fusing Optical and Microwave Communications

NASA is currently considering architectures and concepts for the generation of relay satellites that will replace the Tracking and Data Relay Satellite (TDRS) constellation, which has been flying since 1983. TDRS-M, the last of the second TDRS generation, launched in August 2017, extending the life of the TDRS constellation beyond 2030. However, opportunities exist to re-engineer the concepts of geosynchronous Earth relay satellites. The needs of the relay satellite customers have changed dramatically over the last 34 years since the first TDRS launch. There is a demand for greater bandwidth as the availability of the traditional RF spectrum for space communications diminishes and the demand for ground station access grows. The next generation of NASA relay satellites will provide for operations that have factored in these new constraints. In this paper, we describe a heterogeneous constellation of geosynchronous relay satellites employing optical and RF communications. The new constellation will enable new optical communications services formed by user-to-space relay, space relay-to-space relay and space relay-to-ground links. It will build upon the experience from the Lunar Laser Communications Demonstration from 2013 and the Laser Communications Relay Demonstration to be launched in 2019.Simultaneous to establishment of the optical communications space segment, spacecraft in the TDRS constellation will be replaced with RF relay satellites with targeted subsets of the TDRS capabilities. This disaggregation of the TDRS service model will allow for flexibility in replenishing the needs of legacy users as well as addition of new capabilities for future users. It will also permit the U.S. government access to launch capabilities such as rideshare and to hosted payloads that were not previously available.In this paper, we also explore how the next generation of Earth relay satellites provides a significant boost in the opportunities for commercial providers to the communications space segment. For optical communications, the backbone of this effort is adoption of commercial technologies from the terrestrial high-bandwidth telecommunications industry into optical payloads. For RF communications, the explosion of software-defined radio, high-speed digital signal processing technologies and networking from areas such as 5G multicarrier will be important. Future commercial providers will not be limited to a small set of large aerospace companies. Ultimately, entirely government-owned and -operated satellite communications will phase out and make way for commercial business models that satisfy NASA's satellite communications requirements. The competition being provided by new entrants in the space communications business may result in a future in which all NASA communications needs can be satisfied commercially.

Space Communications↗
DOE OSTI2021

Beyond ethics: The transformational power of overlapping motivations in implementing strategic sustainability actions

Abstract We develop a methodology to identify patterns between sustainability motivations, actions and engagement. We apply this methodology to analyse a 3 1/2‐year intervention that yielded 151 sustainability actions undertaken by 46 outbound tour operators. We find three aspects that can be explained by the tour operators' motivations to act sustainably, namely, a connection between: (i) the actions taken in the context of the organisation's business model, (ii) the intensity of the approach, measured by the resources invested in it and the operator's commitment level and (iii) the evolution of the response. These patterns demonstrate how ethical motivations are common and a precondition to acting sustainably, but, in themselves, these motivations are not sufficient to integrate sustainability practices into the core business or to maintain commitment over time. It is the combination of a high ethical commitment with clear strategic intent, materialised in commercial and operational motivations, that increases the connectedness, and intensity, of sustainability actions amongst ethically committed firms.

Bonilla‐Priego, Maria Jesus↗
NASA NTRS2012

NASA Human Health and Performance Strategy

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

Davis, Jeffrey R.↗
NASA NTRS2012

NASA Human Health and Performance Strategy

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

Davis, Jeffrey R.↗