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NASA NTRSDate not supplied

NASA Icing Research Update 2024

This presentation summarizes NASA’s current icing research portfolio for an invited talk on August 1, 2024, at the AIAA Aviation Forum and Exposition. The presentation overviews NASA facilities, computational tools, and latest research. This research is categorized as application focused research, atmospheric characterization, and fundamental research / capability improvement. The application focused research includes (1) the Transonic Truss Brace Wing, (2) High Lift Common Research Model, (3) Advanced Air Mobility, and (4) Efficient Quiet Integrated Propulsor. The atmospheric characterization work includes High Ice Water Content Flight Research, while the fundamental research / capability improvement area includes (1) the Simulated Inter-compressor Duct Research Model, (2) Characterization of Low Ice Adhesion Materials, (3) Collection Efficiency Measurements, (4) Impedance Based Ice/ Water Sensor, (5) Tomography for Cloud Uniformity in the Icing Research Tunnel, and (6) Supercooled Large Drop Research. Finally, the presentation summarizes collaboration and partnership opportunities with NASA.

Icing↗

NASA NTRSDate not supplied

NASA’s LSII: Ensuring Cohesive, Executable Strategy for Technology Development

In 2019, NASA’s Space Technology Mission Directorate (STMD) established the Lunar Surface Innovation Initiative (LSII) which has evolved into a key agency asset aimed at spurring technology development and providing risk reduction for lunar surface system and infrastructure development. In the five years since its inception, LSII’s work has serviced the needs of technology stakeholders from U.S. industry, academia, government agencies, non-profit institutions, and has expanded to include participation from international organizations. Continued domestic and foreign engagement has gained rapid momentum through LSII’s Lunar Surface Innovation Consortium (LSIC), an innovative approach that encourages public-private partnerships and collaboration across sectors to support NASA’s existing technology investments and prepare for increasingly complex lunar surface technology demonstrations.

Lunar↗

NASA NTRSDate not supplied

Space Science & Technology Evaluation Facility - First Flight TP (SSTEF1-TP) Annual Program Review

The Space Science Technology and Evaluation Facility (SSTEF) is funded through the Game Changing Development program. This presentation describes the SSTEF project, collaborations and partnerships, progress made in FY24 included qualification testing, and planned activities for FY25.

space environment↗

NASA NTRSDate not supplied

Firesense: Supporting Operational Partners Through Co-Development

Fire is a natural disturbance and fundamental to many ecosystems, but, across the United States and many areas globally, fires have become more common, larger and more likely to occur at the same time. This has the potential to challenge resource allocation and response and requires coordinated integration of technology and tools at the spatial and temporal scales required by practitioners who make wildland fire management decisions. In the US wildfire is currently managed across state, federal, and tribal agencies who leverage various datasets to guide management decisions. FireSense, a NASA Science Mission Directorate project, aims to develop and deliver trailblazing technology and tools for use before, during, and after wildland fires by working together with land managers and practitioners. FireSense is focused on turning information into solutions by expanding partnerships and collaborations with operational agencies to inform and deliver data and technology to support decisions for wildland fire management. Through implementation across the US and with campaign activities in a variety of landscapes, coordinated research and development work will build upon adaptive and use-inspired approaches that can be put into operation. By leveraging and complementing partner activities through coordinated investment, we support a more comprehensive and cohesive response that can advance fire science to better understand fire behavior and effects through integrated measurement, monitoring and modeling. We present updates from in-progress technology development and field campaigns within the US which include sampling and application across scales with information from multiple sensors collocated with field measurements and highlighting the importance of cross-scale observations during the fire lifecycle. Coordinated investment in new science and technology for the complete fire lifecycle supports a comprehensive and cohesive fire response that help to overcome barriers and anticipate and manage the new reality of extreme fires in a warming world.

Jacquelyn Shuman↗

NASA NTRS2024

Exploration Systems Development Mission Directorate: Moon to Mars Architecture Definition Document

The National Aeronautics and Space Administration (NASA) explores the unknown in air and space, innovates for the benefit of humanity, and inspires the world through discovery. Extending the reach of humanity through the human exploration of the Moon, Mars, and beyond is key to that mission. NASA’s Moon to Mars Strategy and Objectives document establishes long-term goals and objectives for crewed deep space exploration; however, satisfying NASA’s Moon to Mars Objectives requires an innovative approach to the definition, management, and execution of NASA’s Moon to Mars Architecture. An architecture offers a high-level unifying structure and defines a system. It provides rules, guidelines, and constraints that define a cohesive and coherent framework that identifies constituent parts, relationships, and connections and establishes how those parts fit and work together. This Architecture Definition Document (ADD) establishes the process for the decomposition of objectives empowers the agency’s success in achieving human exploration of the cosmos. NASA updates this document annually to reflect the maturation of the architecture and the progress NASA and partners make toward achieving exploration objectives. The ADD is not a manifest or requirements document. Instead, it serves as a tool for the programs, projects, and engineers who will implement and execute NASA’s bold ambitions for crewed exploration of deep space. As established in the Moon to Mars Strategy and Objectives, “Why” we explore encompasses three pillars: Science, Inspiration, and National Posture. Ensuring success in all three areas requires an architectural approach that incorporates innovation, collaboration, and partnerships that can be sustained across a multi-decadal effort. This second revision (Rev-B) of the ADD, developed to support NASA’s 2024 Architecture Concept Review (ACR), incorporates several key updates to support the continued evolution of the architecture. Since the last revision of the ADD, NASA has significantly improved the clarity of the objective decomposition, which distills exploration objectives into the characteristics and needs and use cases and functions needed to achieve them. The updated decomposition incorporates findings from internal studies and diverse stakeholder feedback. A model-based systems engineering approach ensures coherence and consistency, removing inconsistency and repetition. Revision B also incorporates advancements to NASA’s Mars architecture, including insight into initial capabilities, systems, and operations necessary to support the Humans to Mars segment. Updates to objective decomposition for Mars add significant detail to the ADD and hint at areas of forward work and future study. An appendix adds greater depth in the future decisions needed for Mars that will drive lunar needs. They are not the only decisions to be made, but they will have huge effects on subsequent decisions. NASA continues to introduce new exploration systems into the architecture. Two new elements — initial surface habitat and lunar surface cargo lander—successfully passed mission concept review in 2024 as a result of extensive analysis, concept refinement, and studies. These elements and their respective reference missions appear in this revision. NASA also continues to apply architecture processes to cross-agency efforts and coordination with external stakeholders by including definitions of architecture technology gaps — essential areas for engagement across and beyond the agency. The technology gaps appendix identifies areas that need attention and innovation to enable future exploration. In publishing this information, NASA communicates the technologies and capabilities that may benefit from partnership with industry, academia, other U.S. government agencies, and international space agencies. Ultimately, NASA established the Moon to Mars Architecture approach to communicate and facilitate humanity’s journey into the universe according to the principles and recurring tenets of NASA’s Moon to Mars Strategy and Objectives. The NASA architecture team thanks their many stakeholders, participants, and partners for their efforts to review and provide feedback. Their support has been critical to the success of this approach.

Elements↗

DOE OSTI2020

Livewire Data Platform - A Solution for Energy Efficient Mobility Systems (EEMS) Data Sharing

The Livewire Data Platform is a data storage and exchange platform. It provides: a platform, allowing data sharing and discovery by linking disparate data sources to a single website via application programming interfaces (APIs); a community, building partnerships and collaboration rather than competition; a system, allowing shared data to increase in size and complexity as EEMS evolves.

47 OTHER INSTRUMENTATION↗

DOE OSTI2020

Expedited Walkdowns and Preparation of Cost Estimates for Decontamination and Demolition of Excess Facilities - 20335

Lawrence Livermore National Security, LLC (LLNS) is the prime contractor responsible for managing and operating Lawrence Livermore National Laboratory (LLNL). The mission of the LLNL is to strengthen security of the United States through development and application of world-class science and technology to enhance the nation's defense, reduce the global threat from terrorism and weapons of mass destruction, and respond with vision, quality, integrity, and technical excellence to scientific issues of national importance. To accomplish its mission, LLNL must plan and manage its campus space and facilities to optimize use of its relatively small one-square-mile footprint. LLNL currently has numerous excess facilities that require decontamination and demolition (D and D). The LLNL Legacy Facility Program is responsible for stewardship and risk reduction programs to effectively manage these excess assets at LLNL. The Legacy Facility Program identified 10 excess facilities at LLNL that were candidates for demolition based on risks from further degradation of the facilities, potential exposure to hazardous materials, or need for removal to make way for new program facilities. The buildings range from a structure built in 1943 to serve as a US Navy drill hall during World War II, to a facility that provided neutrons to study material properties for the fusion energy program. The National Nuclear Security Administration (NNSA) appropriated FY19 funding for the development of Class 3 estimates for these 10 excess facilities that would be used to develop a Program Management Plan for funding consideration. Class 3 estimates are not conceptual, nor overly detailed, but adequate to be used for budget and appropriation purposes. Using existing strategic sourcing agreements, LLNL was able to organize a team of senior subject matter experts (SMEs) with diverse technical backgrounds across the Department of Energy (DOE) Complex to complete extensive process knowledge (PK) reviews and walk-downs of each excess facility and to deliver accurate and complete estimates under an expedited schedule (i.e., within eight weeks). To facilitate the expedited schedule, LLNL was fully prepared for the arrival of the JGMS team, which consisted of the following companies: J.G. Management Systems, Inc. (JGMS); Strata-G, LLC; and Michael Baker International. LLNL provided background and PK information on the excess facilities, pictures, supporting historical documentation, and radiological survey history as well as escorted access to the facilities. The JGMS team has previous experience supporting Program Management Plans for excess facilities at the Y-12 National Security Complex. The team mobilized to LLNL and performed the facility walk-downs from January 22-25, 2019. Using a methodical evaluation process, expertise, and experience, the team was able to deliver walk-down draft reports and estimates to LLNL before their February 8, 2019 deadline. LLNL then in turn reviewed, completed the estimates by adding waste management costs and other LLNL costs, and delivered the estimates to NNSA by February 15, 2019. The completed final reports, including draft D and D estimates, were delivered to LLNL before their March 6, 2019 deadline. The work was successfully completed ahead of the expedited schedule required by LLNL, resulting in a commendation from the client. This paper describes how the partnership and collaboration as a fully integrated team comprised of the prime contractor, LLNS, and the JGMS team successfully met the needs of the US government, resulting in the performance of expedited site walk-downs, the development of summary evaluation reports, and the preparation of draft Class 3 estimates and preliminary schedules for the D and D of 10 excess facilities at LLNL. The efforts of the team will enable the D and D of the first excess facility in the 2020-2021 time frame. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

DOE OSTI2025

Reduced Contracting Time To Accelerate Construction: A Streamlined Approach for Speed and Scale

In the fast-paced construction world, efficiency isn't just an advantage - it's a necessity. By implementing the Cooperative Construction Contracting Agreement (CCCA), we are transforming how we approach major projects, replacing traditional multistep contracting with a streamlined, one-step process. This innovative contracting approach saves valuable time and resources, enabling us to accelerate delivery across our portfolio of projects. Under the old model, each construction phase required separate competitive solicitations for design, build, and other services. With the CCCA, we've consolidated these steps, working with a trusted partner from start to finish. This results in significant time savings that translate into faster project execution without compromising quality or safety.

collaborative partnerships↗

NASA NTRSDate not supplied

Navigating the Complexities of Safety and Mission Assurance Across NASA's Partnership Landscape

As NASA increasingly pursues collaborative public-private partnerships and international efforts to advance space exploration goals, ensuring robust safety and mission assurance protocols has become more complex. The evolving dynamics introduce multifaceted challenges spanning regulatory oversight, governance and acquisition models, and technical standardization. To address these issues, NASA plans to prioritize deeper integration of safety and mission assurance principles from the formulation and acquisition stages when structuring partnerships and contracts. This embeds appropriate oversight from the start. Additionally, it is vital to establish an enterprise-level capability focused on identifying and resolving cross-cutting risks that transcend individual missions. Together, all these initial thoughts will form the basis of a broad roadmap of decisions that aims to ensure strategic alignment from policy to implementation allowing NASA to harmonize the currently fragmented safety and mission assurance ecosystem as it navigates the complexities introduced by the new era of public-private space partnerships.

Johnny T Nguyen↗

NASA NTRSDate not supplied

Navigating the Complexities of Safety and Mission Assurance Across NASA's Partnership Landscape

Johnny T Nguyen↗

DOE OSTI2021

Sandia Academic Alliance Program Collaboration Report: 2020-2021 Accomplishments

University partnerships play an essential role in sustaining Sandia’s vitality as a national laboratory. The SAA is an element of Sandia’s broader University Partnerships program, which facilitates recruiting and research collaborations with dozens of universities annually. The SAA program has two three-year goals. SAA aims to realize a step increase in hiring results, by growing the total annual inexperienced hires from each out-of-state SAA university. SAA also strives to establish and sustain strategic research partnerships by establishing several federally sponsored collaborations and multi-institutional consortiums in science & technology (S&T) priorities such as autonomy, advanced computing, hypersonics, quantum information science, and data science. The SAA program facilitates access to talent, ideas, and Research & Development facilities through strong university partnerships. Earlier this year, the SAA program and campus executives hosted John Myers, Sandia’s former Senior Director of Human Resources (HR) and Communications, and senior-level staff at Georgia Tech, U of Illinois, Purdue, UNM, and UT Austin. These campus visits provided an opportunity to share the history of the partnerships from the university leadership, tours of research facilities, and discussions of ongoing technical work and potential recruiting opportunities. These visits also provided valuable feedback to HR management that will help Sandia realize a step increase in hiring from SAA schools. The 2020-2021 Collaboration Report is a compilation of accomplishments in 2020 and 2021 from SAA and Sandia’s valued SAA university partners.

21 SPECIFIC NUCLEAR REACTORS AND ASSOCIATED PLANTS↗

NASA NTRS2019

Additive Manufacturing and Hot-Fire Testing of Bimetallic GRCop-84 and C-18150 Channel-Cooled Combustion Chambers Using Powder Bed Fusion and Inconel 625 Hybrid Directed Energy Deposition

Additive manufacturing (AM) is an advanced fabrication technique that is demonstrating tremendous potential to reduce fabrication lead times and costs for liquid rocket engine components. The additive manufacturing technology lends itself to fabricate components with complex features such as internal coolant channels in combustion chambers that would otherwise require complex manufacturing operations. A requirement for high performance engines is to use high conductivity, high strength materials such as copper-alloys for combustion chamber liners to provide adequate wall temperatures and meet subsequent structural margins. A further requirement of this configuration is to minimize weight by defining and fabricating material in discrete locations as required. NASA and Industry partner, Virgin Orbit, have been working to advance these technologies through development of bimetallic additive manufacturing techniques under a public-private partnership through NASA’s Announcement of Collaborative Opportunity (ACO). This partnership is advancing a bimetallic hybrid additively manufactured combustion chamber that integrates Powder Bed Fusion (PBF), specifically Selective Laser Melting (SLM), and Directed Energy Deposition (DED) blown powder techniques to optimize the chamber materials and subsequent assembly. The SLM process is being developed for the combustion chamber liner to use copper-alloys GRCop-84 (Copper-Chrome-Niobium) or C-18150 (Copper-Chrome-Zirconium). The hybrid DED blown powder technology is used to apply an integrated structural jacket and manifolds using an Inconel 625 superalloy on the outer surface of the SLM copper liner. The hybrid DED technology being used on this program is a DMG Mori Seiki AM machining center which integrates the DED blown powder with an integral subtractive (traditional) machining to minimize overall setups. A series of chambers were fabricated using these techniques with GRCop-84/Inconel 625 and C-18150/Inconel and hot-fire tested at NASA Marshall Space Flight Center (MSFC) in LOX/Kerosene (RP-1). This paper describes the process development to integrate these AM technologies into an integrated bimetallic assembly, the design of the chamber, results from hot-fire testing, and further development.

Gradl, Paul R.↗

NASA NTRS2019

Additive Manufacturing and Hot-fire Testing of Bimetallic GRCop-84 and C-18150 Channel-Cooled Combustion Chambers using Powder Bed Fusion and Inconel 625 Hybrid Directed Energy Deposition

Gradl, Paul↗

NASA NTRS2018

Establishing In-Space Assembly Technical Collaboration Environments Through Functional Capability Analyses

NASA OCT strategically collaborates with other government space agencies to find enterprise synergistic technology solutions to benefit the Nation through leadership of the interagency Science and Technology Partnership Forum. Successful collaborations depend on integrating knowledge across the intersection of industry, academe, and government within pioneering technical areas such as in-space assembly. High-quality data products that are timely, accurate, and trusted are used to communicate with internal and external stakeholders to influence portfolios by focusing investments to maximize impact on NASA missions and the U.S. economy. These data products succinctly describe and convey the breadth and dependencies of multiple capabilities, while incorporating diverse technical perspectives, to articulate and inform interagency collaborative developments of autonomous on-orbit assembly technologies.

Rodgers, Erica↗

NASA NTRSDate not supplied

AI Foundation Models for Science: An Open Collaborative Initiative

Foundation Models (FMs), AI models designed to replace task-specific models, are increasingly being recognized for their versatility across numerous downstream applications. These models, trained using self-supervised techniques on any type of sequence data, circumvent the need for large annotated datasets, a major bottleneck in traditional AI model development. FMs can be applied to downstream tasks using few-shot learning and fine-tuning, significantly reducing the need for large labeled training datasets and computational resources. However, the development of FMs requires substantial resources, including access to data and compute power, expertise in the latest models, and specialized scientific knowledge for systematic evaluation. It is challenging for a single group to possess all these capabilities. To address this, NASA IMPACT has initiated an open collaborative effort, leveraging partnerships with the private sector and other groups within and outside NASA, to jointly build FMs. The overarching goal is to develop a consistent and collaborative approach to building FMs for high-value science datasets. This initiative has fostered collaboration within NASA and with external partners, including IBM Research, Clark University, DOE’s ORNL, ESA, and USGS. The effort focuses on identifying key datasets with a wide range of downstream applications, pretraining and building FMs using modified transformer architectures, evaluating compute infrastructure needs, and sharing models, pretraining and fine-tuning code, and data with the community. Furthermore, it aims to train the Earth science community to fine-tune these models for various downstream applications. Our initial effort resulted in the creation of a 100 million parameter HLS Geospatial Model within six months, which was released on HuggingFace. We are now expanding our scope to include data from weather and climate models and investigating multimodal models. We invite those interested in participating in this effort to join us by sharing their use cases, expertise, or data.

Rahul Ramachandran↗

NASA NTRS1998

Improving Student Achievement in Math and Science

As the new millennium approaches, a long anticipated reckoning for the education system of the United States is forthcoming, Years of school reform initiatives have not yielded the anticipated results. A particularly perplexing problem involves the lack of significant improvement of student achievement in math and science. Three "Partnership" projects represent collaborative efforts between Xavier University (XU) of Louisiana, Southern University of New Orleans (SUNO), Mississippi Valley State University (MVSU), and the National Aeronautics and Space Administration (NASA), Stennis Space Center (SSC), to enhance student achievement in math and science. These "Partnerships" are focused on students and teachers in federally designated rural and urban empowerment zones and enterprise communities. The major goals of the "Partnerships" include: (1) The identification and dissemination of key indices of success that account for high performance in math and science; (2) The education of pre-service and in-service secondary teachers in knowledge, skills, and competencies that enhance the instruction of high school math and science; (3) The development of faculty to enhance the quality of math and science courses in institutions of higher education; and (4) The incorporation of technology-based instruction in institutions of higher education. These goals will be achieved by the accomplishment of the following objectives: (1) Delineate significant ?best practices? that are responsible for enhancing student outcomes in math and science; (2) Recruit and retain pre-service teachers with undergraduate degrees in Biology, Math, Chemistry, or Physics in a graduate program, culminating with a Master of Arts in Curriculum and Instruction; (3) Provide faculty workshops and opportunities for travel to professional meetings for dissemination of NASA resources information; (4) Implement methodologies and assessment procedures utilizing performance-based applications of higher order thinking via the incorporation of Global Learning Observations To Benefit the Environment (GLOBE), Mission to Planet Earth and the use of Geographic Imaging Systems into the K-12th grade curriculum.

Sullivan, Nancy G.↗

DOE OSTI2021

SiPA | Simple Partnership Agreement for accelerating early-stage collaborations between startups and large corporations

The technologies required to advance society will come from research from a broad range of scientific disciplines including materials science, chemistry, physics, and biology where the innovation relies on a scientific breakthrough rather than a software or business model innovation. This science-based technology focus can be referred to as “hardtech,” although there is much crossover with the concept of “cleantech.” These new technology developments will have vast reach across most industrial sectors - energy, materials, manufacturing, electronics, life sciences, etc. - with great economic consequences. The majority of these scientific breakthroughs will be produced and developed by those companies best suited for high-risk, early-stage development work: startups.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

NASA NTRS2016

Solar System Exploration Research Virtual Institute: Year Three Annual Report 2016

NASA's Solar System Exploration Research Virtual Institute (SSERVI) is pleased to present the 2016 Annual Report. Each year brings new scientific discoveries, technological breakthroughs, and collaborations. The integration of basic research and development, industry and academic partnerships, plus the leveraging of existing technologies, has further opened a scientific window into human exploration. SSERVI sponsorship by the NASA Science Mission Directorate (SMD) and Human Exploration and Operations Mission Directorate (HEOMD) continues to enable the exchange of insights between the human exploration and space science communities, paving a clearer path for future space exploration. SSERVI provides a unique environment for scientists and engineers to interact within multidisciplinary research teams. As a virtual institute, the best teaming arrangements can be made irrespective of the geographical location of individuals or laboratory facilities. The interdisciplinary science that ensues from virtual and in-person interactions, both within the teams and across team lines, provides answers to questions that many times cannot be foreseen. Much of this research would not be accomplished except for the catalyzing, collaborative environment enabled by SSERVI. The SSERVI Central Office, located at NASA Ames Research Center in Silicon Valley, California, provides the leadership, guidance and technical support that steers the virtual institute. At the start of 2016, our institute had nine U.S. teams, each mid-way through their five-year funding cycle, plus nine international partnerships. However, by the end of the year we were well into the selection of four new domestic teams, selected through NASA's Cooperative Agreement Notice (CAN) process, and a new international partnership. Understanding that human and robotic exploration is most successful as an international endeavor, international partnerships collaborate with SSERVI domestic teams on a no-exchange of funds basis, but they bring a richness to the institute that is priceless. The international partner teams interact with the domestic teams in a number of ways, including sharing students, scientific insights, and access to facilities. We are proud to introduce our newest partnership with the Astrophysics and Planetology Research Institute (IRAP) in Toulouse, France. In 2016, Principal Investigator Dr. Patrick Pinet assembled a group of French researchers who will contribute scientific and technological expertise related to SSERVI research. SSERVI's domestic teams compete for five-year funding opportunities through proposals to a NASA CAN every few years. Having overlapping proposal selection cycles allows SSERVI to be more responsive to any change in direction NASA might experience, while providing operational continuity for the institute. Allowing new teams to blend with the more seasoned teams preserves corporate memory and expands the realm of collaborative possibilities. A key component of SSERVI's mission is to grow and maintain an integrated research community focused on questions related to the Moon, Near-Earth asteroids, and the moons of Mars. The strong community response to CAN-2 demonstrated the health of that effort. NASA Headquarters conducted the peer-review of 22 proposals early in 2017 and, based on recommendations from the SSERVI Central Office and NASA SSERVI program officers, the NASA selecting officials determined the new teams in the spring of 2017. We are pleased to welcome the CAN-2 teams into the institute, and look forward to the collaborations that will develop with the current teams. The new teams are: The Network for Exploration and Space Science (NESS) team (Principal Investigator (PI) Prof. Jack Burns/U. Colorado); the Exploration Science Pathfinder Research for Enhancing Solar System Observations (ESPRESSO) team (PI Dr. Alex Parker/Southwest Research Institute); the Toolbox for Research and Exploration (TREX) team (PI Dr. Amanda Hendrix/ Planetary Science Institute); and the Radiation Effects on Volatiles and Exploration of Asteroids & Lunar Surfaces (REVEALS) team (PI Prof. Thomas Orlando/ Georgia Institute of Technology). In this report, you will find an overview of the 2016 leadership activities of the SSERVI Central Office, reports prepared by the U.S. teams from CAN-1, and achievements from several of the SSERVI international partners. Reflecting on the past year's discoveries and advancements serves as a potent reminder that there is still a great deal to learn about NASA's target destinations. Innovation in the way we access, sample, measure, visualize, and assess our target destinations is needed for further discovery. At the same time, let us celebrate how far we have come, and strongly encourage a new generation that will make the most of future opportunities.

Pendleton, Yvonne↗