Search NASA⌕ Search

SEARCH · Search NASA

Results for “private”

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.

Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.

At least 163 records · Page 9
All sourcesNASA NTRSDOE OSTI
DOE OSTI2022

Technology Integration to Gain Commercial Efficiency for the Urban Goods Delivery System, Meet Future Demand for City Passenger and Delivery Load/Unload Spaces, and Reduce Energy Consumption

This three-year project supported by the U.S. Department of Energy Vehicle Technologies Office has the potential to radically improve the urban freight system in ways that help both the public and private sectors. Working from 2018-2021, project researchers at the University of Washington’s Urban Freight Lab and collaborators at the Pacific Northwest National Laboratory have produced key data, tested technologies in complex urban settings, developed a prototype parking availability app, and helped close major knowledge gaps. All the fruits of this project can be harnessed to help cities better understand, support and actively manage truck load/unload operations and their urban freight transport infrastructure. Project learnings and tools can be used to help make goods delivery firms more efficient by reducing miles traveled and the time it takes to complete deliveries, benefitting businesses and residents who rely on the urban freight system for supplies of goods. And, ultimately, these project learnings and tools can be used to make cities more livable by minimizing wasted travel, which, in turn, contributes to reductions in fuel consumption and emissions. Cities today are challenged to effectively and efficiently manage their infrastructure to absorb the impacts of ever-increasing e-commerce-fueled delivery demand. All delivery trucks need to park somewhere to unload and load. Yet today’s delivery drivers have no visibility on available parking until they arrive at a site, which may be full. That means they can wind up cruising for parking, which wastes time and fuel and contributes to congestion. Once drivers do find parking, the faster they can unload at the spot, the faster they free up space for other drivers, helping others avoid circling for parking. This makes the parking space—and thus the greater load/unload network—more productive. To this end, the research team successfully met the project’s three goals, developing and piloting strategies and technologies to: 1. Reduce parking-seeking behavior in the study area by 20%; 2. Reduce parcel truck dwell time (the time a truck spends in a spot to load/unload) in the study area by 30%; 3. Increase curb space, alley space and private loading bay occupancy rates in the study area. The research team met these goals by creating and piloting on Seattle streets OpenPark, a first-of-its-kind real-time and forecasting curb parking app customized for commercial delivery drivers—giving drivers the “missing link” in their commonly used routing tools that tell them how best to get to delivery locations, but not what parking is available to use when they get there. Installing in-ground sensors on commercial vehicle load zones (CVLZs) and passenger load zones (PLZs) in the 10-block study area in Seattle’s downtown neighbourhood of Belltown let researchers glean real-time curb parking data. The research team also met project goals by piloting three parcel lockers in public and private spaces open to any delivery carrier, creating a consolidated delivery hub that lets drivers complete deliveries faster and spend less time parked. Researchers collected and analysed data to produce the first empirical, robust, statistically significant results as to the impact of the lockers, and app, on on-the-ground operations. In addition to collecting and analyzing sensor and other real-time and historical data, researchers rode along with delivery drivers to confirm real-world routing and parking behavior. Researchers also surveyed building managers on their private loading bay operations to understand how to boost usage.

97 MATHEMATICS AND COMPUTING↗
DOE OSTI2025

Shared and Ownership Mobility Technologies in the US: Data Availability and Usage Trends

This report supports the vision for a more sustainable transportation future by summarizing and analyzing the latest data on new mobility technologies, including ridesharing, shared and privately owned bikes, e-bikes, and scooters that have emerged over the past two decades. Having access to accurate and current data that is representative of new mobility systems and individual usage of these systems across different parts of the country is critical for researchers, city and regional planning professionals, and current and potential industry technology developers to better understand and forecast usage trends both nationwide as well as across different existing and potential future markets across the country. Building on the previous study published in 2022, this report incorporates the latest available market and usage data on new mobility technologies and compares usage by Chicago and New York City demographic characteristics. Moreover, this report includes recent developments and insights on privately owned micromobility technologies. Our analysis found that more downtown areas in Chicago show high per capita usage for all three modes than in the previous study, likely due to the full launch of shared e-scooter systems citywide in 2022. Notably, the majority of high shared mobility usage is concentrated in high-income, densely populated downtown areas in Chicago, which also have good public transit access. In contrast, TNC and bikeshare usage hotspots in central Manhattan are more widely distributed, though also appear to be shaped by the geography of the public transit system. Analysis of privately owned micromobility shows that the greatest energy savings occurred when e-bikes replaced single-occupancy vehicle (SOV) trips (i.e., gasoline-powered cars driven alone). Based on the literature review and analysis results, we also make recommendations for supporting the development of both shared and privately owned micromobility programs.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
DOE OSTI2026

Financial Exposure After a Sealed-Source Release: Insurance Limits, Federal Cost Pathways, and Implications for Gamma Irradiator Substitution

This report assesses whether private insurance and existing federal authorities would likely provide meaningful financial protection to private operators of self-shielded gamma irradiators after a major sealed-source release. It does not answer this question quantitatively because publicly observable data on premiums, limits, uptake, and claims outcomes for this risk class appear sparse. Instead, it uses a qualitative structural analysis based on prior literature, review of relevant federal authorities, limited observable insurance-market evidence, expert outreach, and historical analogs. The analysis finds that available public and private mechanisms do not combine into a clear, dependable, or readily verifiable compensation structure for ordinary private sealed-source operators. Institutions therefore should not assume that either insurance or government response will make them financially whole after a severe incident. Source reduction and replacement remain more dependable than post-event financial mechanisms for reducing institutional exposure and broader radiological risk.

99 GENERAL AND MISCELLANEOUS↗
NASA NTRS1983

The law applicable to the use of space for commercial activities

The general principles of space law that have an impact on commercial space activities are discussed. The Outer Space Treaty guaranteed the right of private enterprise in space, with jurisdiction over the participating parties residing in the country of origin. The liability for damages caused to a third party is also assigned to the country of origin. Government consent is necessary in the U.S. before a private firm is permitted to launch an object into space, with the relevant statute sections being part of the Arms Export Control Act; launches are legally treated as exports. FAA regulations define the safe area and flight conditions that must be satisfied for a private launch, although NASA, in the 1958 act which formed the agency, potentialy has the power to regulate space launch activities. The DoD must be notified of any launches in order to notify the U.S.S.R., filings must be made with the Bureau of Alcohol, Tobacco, and Firearms, and fees must be paid to the IRS. It is presently U.S. government policy to encourage and facilitate private sector development of commercial launch services.

Hosenball, S. N.↗
NASA NTRS1984

Non-doe-sponsored Domestic Dish Activities

The parabolic dish development activities being undertaken within the private sector of the United States were addressed. The primary emphasis of these non-DOE-sponsored activities is the development of commercial products that can penetrate the market in the near term. The exchange of information between these activities and the complementary DOE-sponsored work directed toward developing advancements in technology is considered to be of major importance. The experiences and problems encountered in the private sector serve as inputs that will help guide in the planning of the DOE program. In turn, a principal objective of the DOE program is the transfer findings of its technological development activities to the private sector. Activities in the private are characterized by their diversity in terms of both product design and marketing approach. The differences in the design concepts and the sizes of the dish concentrators under development are particularly noteworthy.

Fujita, T.↗
NASA NTRS1984

Concept for a commercial space station laboratory

The concept of a privately owned and operated fee-for-service laboratory as an element of a civil manned space station, envisioned as the venture of a group of private investors and an experienced laboratory operator to be undertaken with the cooperation of NASA is discussed. This group would acquire, outfit, activate, and operate the labortory on a fee-for-service basis, providing laboratory services to commercial firms, universities, and government agencies, including NASA. This concept was developed to identify, stimulate, and assist potential commercial users of a manned space station. A number of the issues which would be related to the concept, including the terms under which NASA might consider permitting private ownership and operation of a major space station component, the policies with respect to international participation in the construction and use of the space station, the basis for charging users for services received from the space station, and the types of support that NASA might be willing to provide to assist private industry in carrying out such a venture are discussed.

Wood, P. W.↗
NASA NTRS1983

Commercialization of the land remote sensing system: An examination of mechanisms and issues

In September 1982 the Secretary of Commerce was authorized (by Title II of H.R. 5890 of the 97th Congress) to plan and provide for the management and operation of the civil land remote sensing satellite systems, to provide for user fees, and to plan for the transfer of the ownership and operation of future civil operational land remote sensing satellite systems to the private sector. As part of the planning for transfer, a number of approaches were to be compared including wholly private ownership and operation of the system by an entity competitively selected, mixed government/private ownership and operation, and a legislatively-chartered privately-owned corporation. The results of an analysis and comparison of a limited number of financial and organizational approaches for either transfer of the ownership and operation of the civil operational land remote sensing program to the private sector or government retention are presented.

Cauley, J. K.↗
NASA NTRS1991

Precision Joining Center

The establishment of a Precision Joining Center (PJC) is proposed. The PJC will be a cooperatively operated center with participation from U.S. private industry, the Colorado School of Mines, and various government agencies, including the Department of Energy's Nuclear Weapons Complex (NWC). The PJC's primary mission will be as a training center for advanced joining technologies. This will accomplish the following objectives: (1) it will provide an effective mechanism to transfer joining technology from the NWC to private industry; (2) it will provide a center for testing new joining processes for the NWC and private industry; and (3) it will provide highly trained personnel to support advance joining processes for the NWC and private industry.

Powell, John W.↗
NASA NTRS1992

Assessment of a head-mounted miniature monitor

Two experiments were conducted to assess the capabilities and limitations of the Private Eye, a miniature, head-mounted monitor. The first experiment compared the Private Eye with a cathode ray tube (CRT) and hard copy in both a constrained and unconstrained work envelope. The task was a simulated maintenance and assembly task that required frequent reference to the displayed information. A main effect of presentation media indicated faster placement times using the CRT as compared with hard copy. There were no significant differences between the Private Eye and either the CRT or hard copy for identification, placement, or total task times. The goal of the second experiment was to determine the effects of various local visual parameters on the ability of the user to accurately perceive the information of the Private Eye. The task was an interactive video game. No significant performance differences were found under either bright or dark ambient illumination environments nor with either visually simple or complex task backgrounds. Glare reflected off of the bezel surrounding the monitor did degrade performance. It was concluded that this head-mounted, miniature monitor could serve a useful role for in situ operations, especially in microgravity environments.

Hale, J. P., II↗
NASA NTRS1993

Digital camera with apparatus for authentication of images produced from an image file

A digital camera equipped with a processor for authentication of images produced from an image file taken by the digital camera is provided. The digital camera processor has embedded therein a private key unique to it, and the camera housing has a public key that is so uniquely based upon the private key that digital data encrypted with the private key by the processor may be decrypted using the public key. The digital camera processor comprises means for calculating a hash of the image file using a predetermined algorithm, and second means for encrypting the image hash with the private key, thereby producing a digital signature. The image file and the digital signature are stored in suitable recording means so they will be available together. Apparatus for authenticating at any time the image file as being free of any alteration uses the public key for decrypting the digital signature, thereby deriving a secure image hash identical to the image hash produced by the digital camera and used to produce the digital signature. The apparatus calculates from the image file an image hash using the same algorithm as before. By comparing this last image hash with the secure image hash, authenticity of the image file is determined if they match, since even one bit change in the image hash will cause the image hash to be totally different from the secure hash.

Friedman, Gary L.↗
NASA NTRS1995

A fresh view of the fly-by-light/power-by-wire program

NASA has been funding a focused program to promote the development of optical signaling and electrical actuation for civil transports. This program is reviewed in the context of other government and private sector initiatives. It is concluded that significant resources have and continue to be expended to develop these technologies. A second goal of the program is to develop certification methods for aircraft that implement these new technologies. It is concluded that there is a significant need for this effort and that NASA in cooperation with the FAA are well suited to do satisfy the need. Electrical actuation is not new but has recently been made feasible for a broader array of high power applications than previously because of developments in power switching technologies, motors, and computers. This development has been well explored by the Air Force and the private sector and requires little more government attention. Light signal and sensor technology has been developing under public and private funding and has reached a level of maturity such that some companies are using optical signal carriers for flight control on private jets. Several issues remain unresolved but centrally focused government effort is not an effective way to pursue the variety of issues that persist. Certification of aircraft for flight is a government activity. The poor preparedness of the FAA to certify fault tolerant digital flight control systems against electromagnetic effects coupled with the increasing number of electromagnetic emitters constitutes an impediment for development of this technology. The complete lack of preparation to certify optical components is currently causing concern for a general aviation supplier who is having difficulty certify their system. NASA with the FAA should work to develop clear, reasonable, and cost effective ways of certifying the reliability of fault tolerant digital and optical flight control components and systems.

Wander, John↗
NASA NTRS1996

Digital Camera with Apparatus for Authentication of Images Produced from an Image File

A digital camera equipped with a processor for authentication of images produced from an image file taken by the digital camera is provided. The digital camera processor has embedded therein a private key unique to it, and the camera housing has a public key that is so uniquely related to the private key that digital data encrypted with the private key may be decrypted using the public key. The digital camera processor comprises means for calculating a hash of the image file using a predetermined algorithm, and second means for encrypting the image hash with the private key, thereby producing a digital signature. The image file and the digital signature are stored in suitable recording means so they will be available together. Apparatus for authenticating the image file as being free of any alteration uses the public key for decrypting the digital signature, thereby deriving a secure image hash identical to the image hash produced by the digital camera and used to produce the digital signature. The authenticating apparatus calculates from the image file an image hash using the same algorithm as before. By comparing this last image hash with the secure image hash, authenticity of the image file is determined if they match. Other techniques to address time-honored methods of deception, such as attaching false captions or inducing forced perspectives, are included.

Friedman, Gary L.↗
NASA NTRS2000

Optimal Reward Functions in Distributed Reinforcement Learning

We consider the design of multi-agent systems so as to optimize an overall world utility function when (1) those systems lack centralized communication and control, and (2) each agents runs a distinct Reinforcement Learning (RL) algorithm. A crucial issue in such design problems is to initialize/update each agent's private utility function, so as to induce best possible world utility. Traditional 'team game' solutions to this problem sidestep this issue and simply assign to each agent the world utility as its private utility function. In previous work we used the 'Collective Intelligence' framework to derive a better choice of private utility functions, one that results in world utility performance up to orders of magnitude superior to that ensuing from use of the team game utility. In this paper we extend these results. We derive the general class of private utility functions that both are easy for the individual agents to learn and that, if learned well, result in high world utility. We demonstrate experimentally that using these new utility functions can result in significantly improved performance over that of our previously proposed utility, over and above that previous utility's superiority to the conventional team game utility.

Wolpert, David H.↗
NASA NTRS2002

NASA's Commercial Space Centers: Bringing Together Government and Industry for "Out of this World" Benefits

The National Aeronautics and Space Administration (NASA) is making significant effort to accommodate commercial research in the utilization plans of the International Space Station (ISS)[1]. NASA is providing 30% of the research accommodations in the ISS laboratory modules to support commercial endeavors. However, the availability of resources alone does not necessarily translate into significant private sector participation in NASA's ISS utilization plans. Due to the efforts of NASA's Commercial Space Centers (CSC's), NASA has developed a very robust plan for involving the private sector in ISS utilization activities. Obtaining participation from the private sector requires a demonstrated capability for obtaining commercially significant research results. Since 1985, NASA CSC's have conducted over 200 commercial research activities aboard parabolic aircraft, sounding rockets, the Space Shuttle, and the ISS. The success of these activities has developed substantial investment from private sector companies in commercial space research.

Robinson, R. Keith↗
NASA NTRS2007

General Mission Analysis Tool (GMAT) Acceptance Test Plan [Draft]

The information presented in this Acceptance Test Plan document shows the current status of the General Mission Analysis Tool (GMAT). GMAT is a software system developed by NASA Goddard Space Flight Center (GSFC) in collaboration with the private sector. The GMAT development team continuously performs acceptance tests in order to verify that the software continues to operate properly after updates are made. The GMAT Development team consists of NASA/GSFC Code 583 software developers, NASA/GSFC Code 595 analysts, and contractors of varying professions. GMAT was developed to provide a development approach that maintains involvement from the private sector and academia, encourages collaborative funding from multiple government agencies and the private sector, and promotes the transfer of technology from government funded research to the private sector. GMAT contains many capabilities, such as integrated formation flying modeling and MATLAB compatibility. The propagation capabilities in GMAT allow for fully coupled dynamics modeling of multiple spacecraft, in any flight regime. Other capabilities in GMAT inclucle: user definable coordinate systems, 3-D graphics in any coordinate system GMAT can calculate, 2-D plots, branch commands, solvers, optimizers, GMAT functions, planetary ephemeris sources including DE405, DE200, SLP and analytic models, script events, impulsive and finite maneuver models, and many more. GMAT runs on Windows, Mac, and Linux platforms. Both the Graphical User Interface (GUI) and the GMAT engine were built and tested on all of the mentioned platforms. GMAT was designed for intuitive use from both the GUI and with an importable script language similar to that of MATLAB.

Dove, Edwin↗
NASA NTRS2010

COTS/CRS: KSC Evolving Host Initiatives with Commercial Space Partners

NASA's Commercial Crew and Cargo Program Office (C3PO) leads the agency's commercial efforts to stimulate United States private companies as the shuttle program comes to a close. Through the Commercial Orbital Transportation Services (COTS) program, two companies, SpaceX and Orbital, were selected to demonstrate their ability to perform flights to the International Space Station. The Commercial Resupply Services (CRS) Project leverages off the COTS experience, and awarded these two private companies contracts to resupply the International Space Station after shuttle fly out. As a 2010 summer intern, I supported the COTS/CRS team in their team meetings, attended and contributed to project discussions and planning, and assisted in developing visual representations for the variety of processes and organizational endeavors required for the program to run smoothly. One aspect of the COTS/CRS program gives the involved private companies the opportunity to request available services from Kennedy Space Center (KSC); one of my projects included assisting in the development of a related Task Order Request (TOR) process. In addition, an integral part of the project was to maintain and enhance the team database for processing the variety of TORS. My experience in the project gave me great insight into the growing field of commercial space activities. The development of the TOR process involved coordinating representatives from a variety of backgrounds at KSC. A clear and concise visual representation of the TOR process in the form of a flow chart was necessary to successfully implement a task order request from one of NASA's commercial partners. The goals of the process charts were to communicate the team's ideas and foster a common thought process while at the same time allow the process to grow and evolve. It was critical that the requests from the private companies were addressed quickly and thoroughly as the process developed this summer is expected to have extensive future use.

Yohpe, Megan↗
NASA NTRS2017

NASA Human Spaceflight Scenarios - Do All Our Models Still Say No?

Historically, NASA human spaceflight planning has included healthy doses of life cycle cost analysis. Planners put projects and their cost estimates in a budget context. Estimated costs became expected budgets. Regardless, real budgets rarely matched expectations. So plans would come and go as NASA canceled projects. New projects would arise and the cycle would begin again. Repeatedly, NASA schedule and performance ambitions come up against costs growing at double-digit rates while budgets barely rise a couple of percent a year. Significant skepticism greets proposed NASA programs at birth, as cost estimates for new projects are traditionally very high, and worse, far off the mark for those carried forward. In this environment the current "capability driven framework" for NASA human spaceflight evolved, where long term life cycle cost analysis are even viewed as possibly counter-productive. Here, a space exploration project, for example the Space Launch System, focuses on immediate goals. A life cycle is that of a project, not a program, and for only that span of time to a near term milestone like a first test launch. Unfortunately, attempting to avoid some pitfalls in long-term life cycle cost analysis breeds others. Government audits have noted that limiting the scope of cost analysis "does not provide the transparency necessary to assess long-term affordability" making it difficult to understand if NASA "is progressing in a cost-effective and affordable manner." Even in this short-term framework, NASA realizes the importance of long-term considerations, that it must "maximize the efficiency and sustainability of the Exploration Systems development programs", that this is "critical to free resources for re-investment...such as other required deep space exploration capabilities." Assuming the value of long-term life cycle cost analysis, where due diligence meets reconnaissance, and accepting past shortcomings, the work here approaches life cycle cost analysis for human spaceflight differently. 1) If costs have traditionally been so high that adding them up is discouraging, are there any new facts on the ground offering paths to significantly lower costs? 2) If NASA's spaceflight budget and process is an over-arching constraint, with its planning limitations favoring short-term outlooks, is there a way to step outside the budget box? 3) If life cycle answers have historically been too uncertain to be useful, is there a process where stakeholders gain valuable insights merely from emphasizing a common understanding around questions? We analyze the potential life cycle cost of assorted NASA human spaceflight architectures - an architecture as a sum of individual systems, working together. With the prior questions of high costs, limited budgets and uncertainties in mind, public private partnerships are central in these architectures. The cost data for current commercial public private partnerships is encouraging, as are cost estimates for future partnership approaches beyond low Earth orbit. Private capital, directly or indirectly, an ingredient of public private partnerships, may be a significant factor in finding a path around the limits of the NASA spaceflight budget. Also, understanding and reviewing the pros, cons and uncertainties of assorted architectures can assist in developing a common understanding around key questions as important if not more so than the numbers and answers. Lastly, a scenario planning technique is briefly explored that can mature a common understanding about the agencies situation at hand and how diverse stakeholders can go forward together. Scenario planning, rather than focusing on answers, places emphasis on stakeholders developing a common understanding about the future. Putting aside costs, this is especially true of questions about sustainability and growth, results, benefits and expectations. While efficiency exercises or analysis look to reduce resources in one place to apply them elsewhere, moving around slices in a pie, scenario planning can get at the heart of the matter, growing the pie, transforming it, and making the pieces relevant. Especially important is the question of sustainability for different scenarios in the broad sense of the word - not just the narrow ability to survive or continue, but also the ability to adapt, prosper and grow.

space systems life cycle costs↗
NASA NTRS2017

Evaluating Process Effectiveness to Reduce Risk

It is well documented that government agencies do not have the same incentive as the private sector to focus on process effectiveness and continual improvement of those processes. It is also well documented whenever government agencies fail to deliver efficient, effective, consistent, and fair services to the citizens. In spite of the various "reinventing government" and "effectiveness initiatives" of the past decades, and in spite of the efforts on the part of many agencies to improve, government in general still lags behind industry in creating a culture of effective processes and systems. While the tragic events that unfolded recently in Flint, Michigan, teach us that running government "like a business" does not always take the needs of the citizenry into account, there are many lessons and techniques from the private sector that government agencies can use to improve. The incentive to improve, while mandated by various administrations1, needs to come from within the workforce, in order to effectively take root. The best, most effective incentive is to reduce, control or eliminate risk. Government agencies face some of the same risks as the private sector, while some are unique. While ISO 310002 has been around since 2009, risk has taken on increased visibility within the private sector with the advent of the emphasis on risk-based thinking in ISO 9001:20153. The relationship between risk-based thinking and effective processes is simple and direct. Those processes that are well thought out and standardized (i.e. Plan-Do-Check-Act), will have taken into account the applicable policy, statutory, regulatory, safety, quality and technical parameters, which may not occur to someone performing the process with minimal experience or training; and thus protect the employees, the public and the agency from statutory and regulatory violations; delay in providing services; non-delivery of services; harm to public or employee safety and health; cost overruns; breaches in security; loss of confidence in government; failure of publicly funded projects; damage to the environment; ethics violations, and the list goes on; with local, national and even international consequences. The Plan-Do-Check-Act process, also known as the "process approach" can be used at any time to establish and standardize a process, and it can also be used to check periodically for "process creep" (i.e., informal, unauthorized changes that have occurred over time), any necessary updates and improvements. While ISO 9001 compliance is not mandated for all government agencies, if interpreted correctly, it can be useful in establishing a framework and implementing effective management systems and processes.4 Another method that can be used to evaluate effectiveness is the scorecard definitions in Mallory's Process Management Standard5 as a basis for evaluating work on the process level on effective, and continuously improved and improving processes. With processes on the lower end of the scale, agencies are vulnerable to a great many risks, with employees and managers making up many of the rules as they go, leading to the above listed negative results. Without clear guidance for nominal operations, off-nominal situations can, and do, increase the likelihood of chaos. In an increasingly technical environment, with inter-agency communication and collaboration becoming the norm, agencies need to come to grips with the fact that processes can become rapidly outdated, and that the technical community should take on an increased role in the maturation of the agency's processes. Industry has long known that effective processes are also efficient, and process improvement methods such as Kaizen, Lean, Six Sigma, 5S, and mistake proofing lead to increased productivity, improved quality, and decreased cost. Again, government agencies have different concerns, but inefficiencies and mistakes can have dire and wide reaching consequences for the public that they serve. While no one goes to work planning to cause harm, it is up to agencies to establish upper level systems, which make establishment and compliance with processes possible. Again, Mallory provides us with a Systems Management Standard6, similar to the Process Management Standard, with a scale of 0-5 for systems effectiveness and maturity. Deming determined that "eighty-five percent of the reasons for failure are deficiencies in the systems and process rather than the employee. The role of management is to change the process rather than badgering individual employees to do better." 7 It is not just the working level employees who need effective processes, but the mid-and upper level managers as well. A disciplined management culture sets the tone for the employees, aids both routine and off-nominal decision-making, and incorporates risk -based thinking into the systems and processes as a matter of normal activity. Figure 1, illustrates the relationship between ineffective and effective processes and risk, through the use of the "stoplight" colors that are commonly used to show serious situations (red), situations which may be improving or deteriorating depending on trends (yellow), and situations that are under control and continuously improved (green).

Shepherd, Christena C.↗