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NASA NTRS2025

Private Astronaut Post-Mission Debrief Interviews Study

BACKGROUND The commercialization of space will increasingly include individuals that are not rigorously-selected, highly-trained professional astronauts. Private astronaut missions (PAMs), such as Axiom-1 in 2022, will continue to travel to the International Space Station in the coming years, but the risk of integrating private astronauts with NASA astronauts has not been clearly quantified nor mitigated. An earlier internal NASA operations assessment, which consisted of a comprehensive literature review and interviews of current NASA experts, found that PAMs are likely to increase the risk to NASA astronauts during integrated missions (Landon, Whiting, Russell, Schorn, Passmore, & Roma, 2022). There are ongoing efforts at NASA to mitigate concerns from a medical, psychological, and technical perspective. NASA experts are working closely with PAM providers to offer recommendations and best practices beyond the limits of requirements to ensure crew health and safety. However, efforts are siloed between groups to some extent, and with the rate of PAMs likely to increase, a more comprehensive and integrated process is needed to reduce the burden on NASA resources. AIMS The purpose of this project is to understand private astronauts’ motivations for journeying to space, their pre-mission preparation period, and their experiences in space. Data will be collected via private astronaut post-mission debrief interviews. This data will inform training needs and in-mission support needed for missions that include private astronauts; the preparation NASA astronauts and mission support personnel will need to work with these integrated crews; and gaps in knowledge to guide research and countermeasure development. Our study aims to (1) Characterize risks posed by commercialization and private astronaut crew integration in spaceflight operations, as it relates to Team, Human Systems Integration Architecture (HSIA), and Behavioral Medicine (BMed) Risks, (2) Recommend potential countermeasures and identify gaps in current research. Countermeasures may be related to crew selection and composition, training, crew support systems (e.g., medical/psychological support, support from Mission Control, on-board resources), and habitability and human factors design. METHOD The BHP Lab will conduct 30-minute interviews with up to eight (8) private astronaut mission (PAM) astronauts (e.g., Axiom) and spaceflight participants (e.g., SFPs or “free flyers” on Polaris Dawn) per year from 2024-2030 to discuss knowledge gaps and needs related to selection and assessment, crew composition, training, crew support systems (e.g., medical/psychological support, support from Mission Control, onboard resources), and habitability and human factors design, which may influence the risk to NASA astronauts. Interviews will then be coded using thematic analysis and interpreted with the assistance of lexical analysis software (e.g., LIWC). As of the end of 2024, we have collected data from one PAM crew. At the conclusion of data collection in 2030, a final report will be prepared integrating all data collected by 2031. SUMMARY Post-return interviews of private astronauts are being conducted to understand their experiences and inform training and countermeasures to ensure the safety of all who journey to the ISS.

Private Astronaut Missions↗

NASA NTRS1990

Space Projects: Improvements Needed in Selecting Future Projects for Private Financing

The Office of Management and Budget (OMB) and NASA jointly selected seven projects for commercialization to reduce NASA's fiscal year 1990 budget request and to help achieve the goal of increasing private sector involvement in space. However, the efforts to privately finance these seven projects did not increase the commercial sector's involvement in space to the extent desired. The General Accounting Office (GAO) determined that the projects selected were not a fair test of the potential of increasing commercial investment in space at an acceptable cost to the government, primarily because the projects were not properly screened. That is, neither their suitability for commercialization nor the economic consequences of seeking private financing for them were adequately evaluated before selection. Evaluations and market tests done after selection showed that most of the projects were not viable candidates for private financing. GAO concluded that projects should not be removed from NASA's budget for commercial development until after careful screening has been done to determine whether adequate commercial demand exists, development risks are commercially acceptable and private financing is found or judged to be highly likely, and the cost effectiveness of such a decision is acceptable. Premature removal of projects from NASA's budget ultimately can cause project delays and increased costs when unsuccessful commercialization candidates must be returned to the budget. NASA also needs to ensure appropriate comparisons of government and private financing options for future commercialization projects.

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NASA NTRS1993

Timing in private digital telecommunication networks

For proper operation of today's large digital private networks, high quality synchronization must be achieved. A general telecommunication performance objective is to maintain long-term frequency accuracy of ten parts per trillion at all synchronous digital equipment in the network. Many times, however, this is not achieved in private networks. Low quality clocks, errored transmission facilities, and incorrectly designed synchronization plans are often cause for poor performance. It is shown that properly-designed private networks can operate with long term frequency averages between ten parts per trillion to ten parts per million. These performance levels can adversely impact customer applications. The most demanding applications are digital and voice band data, encrypted voice, facsimile, and video. In a typical private network operating at 0.01 parts per million, the user would experience reduced data throughput, dropped encrypted calls, unreadable facsimile pages, or interrupted video transmission dozens of times per day. The major contribution to poor private network synchronization performance is the interaction of Customer Premises Equipment (CPE) clocks and the network facilities used to distribute timing. The performance of typical CPE clocks and facilities, and their impact on customer applications, are discussed. CPE clock performance issues, along with private network architectural constraints, make synchronization planning extremely difficult. Planning is usually costly and requires specialized expertise.

Abate, J. E.↗

NASA NTRS1984

Evaluating NASA Technology Programs in Terms of Private Sector Impacts

NASA is currently developing spacecraft technology for application to NASA scientific missions, military missions and commercial missions which are part of or form the basis of private sector business ventures. The justification of R&D programs that lead to spacecraft technology improvements encompasses the establishment of the benefits in terms of improved scientific knowledge that may result from new and/or improved NASA science missions, improved cost effectiveness of NASA and DOD missions and new or improved services that may be offered by the private sector (for example communications satellite services). It is with the latter of these areas that attention will be focused upon. In particular, it is of interest to establish the economic value of spacecraft technology improvements to private sector communications satellite business ventures. It is proposed to assess the value of spacecraft technology improvements in terms of the changes in cash flow and present value of cash flows, that may result from the use of new and/or improved spacecraft technology for specific types of private sector communications satellite missions (for example domestic point-to-point communication or direct broadcasting). To accomplish this it is necessary to place the new and/or improved technology within typical business scenarios and estimate the impacts of technical performance upon business and financial performance.

Greenberg, J. S.↗

NASA NTRS1996

A Model for NASA-KSC's Privatization Transition

This paper describes a model for government agencies that are considering privatization of all or part of their functions. Privatization encompasses the transitioning of government functions from government run to contractor run. The model developed in this paper is used to analyze the National Aeronautics and Space Administration's (NASA) decision to privatize space shuttle operations at the Kennedy Space Center (KSC). Several specific recommendations are given to KSC as they attempt to operationalize this privatization decision at the Center and to transition to a new relationship with their contractors.

Lavelle, Jerome P.↗

NASA NTRS2007

Productivity Analysis of Public and Private Airports: A Causal Investigation

Around the world, airports are being viewed as enterprises, rather than public services, which are expected to be managed efficiently and provide passengers with courteous customer services. Governments are, increasingly, turning to the private sectors for their efficiency in managing the operation, financing, and development, as well as providing security for airports. Operational and financial performance evaluation has become increasingly important to airport operators due to recent trends in airport privatization. Assessing performance allows the airport operators to plan for human resources and capital investment as efficiently as possible. Productivity measurements may be used as comparisons and guidelines in strategic planning, in the internal analysis of operational efficiency and effectiveness, and in assessing the competitive position of an airport in transportation industry. The primary purpose of this paper is to investigate the operational and financial efficiencies of 22 major airports in the United States and Europe. These airports are divided into three groups based on private ownership (7 British Airport Authority airports), public ownership (8 major United States airports), and a mix of private and public ownership (7 major European Union airports. The detail ownership structures of these airports are presented in Appendix A. Total factor productivity (TFP) model was utilized to measure airport performance in terms of financial and operational efficiencies and to develop a benchmarking tool to identify the areas of strength and weakness. A regression model was then employed to measure the relationship between TFP and ownership structure. Finally a Granger causality test was performed to determine whether ownership structure is a Granger cause of TFP. The results of the analysis presented in this paper demonstrate that there is not a significant relationship between airport TFP and ownership structure. Airport productivity and efficiency is, however dependent upon the level of competition, choice of the market, and regulatory control.

Vasigh, Bijan↗

NASA NTRS2018

How Public Private Partnerships Enable NASA Future Space Communication Needs

The NASA Space Communications and Navigation (SCaN) Program is responsible for providing communication and navigation services to scientific and human space exploration missions. SCaN's current Space Network provides radio frequency (RF) relay services to near Earth space missions via Tracking and Data Relay Satellites (TDRS). SCaN plans to offer a new generation of relay services beginning in 2025, including the addition of optical communications capabilities and enhanced RF capabilities. The primary drivers behind the development of these next generation relay network services are to enhance communication and navigation services with significantly reduced development and operational costs. Several approaches being considered for implementation of these services are through government owned capabilities, through commercial service providers, or a combination of the two. One approach receiving a great deal of attention is the use of Public-Private Partnerships (PPP) to develop and provide capabilities or services. Utilizing Public-Private Partnerships allows NASA and commercial entities to share the investment, standards, and risks of developing and testing new or enhanced capabilities which can benefit both NASA and the commercial space communication industry. The capabilities developed under the PPP can then be used to support the growth of the commercial satellite communications industry while simultaneously being introduced into NASA operations to provide service to future NASA missions as part of the NASA Next Generation Architecture. Partnerships formed for this purpose can also serve as the basis for further NASA acquisition activities where government and industry can continue to share the cost, risk, and benefits of space communications capability development and operations. This objective is consistent with the 2010 National Space Policy stated principles: "The United States is committed to encouraging and facilitating the growth of a U.S. commercial space sector that supports U.S. needs, is globally competitive, and advances U.S. leadership in the generation of new markets and innovation-driven entrepreneurship." [1]NASA has conducted several internal studies as well as externally funded studies with industry to define the next generation space communication architecture. NASA has approached the commercial industry through a Request for Information (RFI) to define further the next generation architecture and has conducted numerous internal and external studies. The results are promising and are shaping the approach to utilize Public Private Partnership to achieve NASA's objectives while reducing costs. The commercial satellite industry has begun to deploy high performance, high throughput global satellite constellations which have the potential to provide communication services to NASA Missions. Commercial satellite manufacturers have advanced their processes to rapidly design, build, and deliver, reliable communication satellites using minimum government oversight. In this paper, we will 1) describe the NASA Next Generation Architecture, Concept of Operations (ConOps), and salient characteristics; 2) Discuss the rational of Public-Private Partnerships to achieve NASA’s next generation communication architecture; and 3) Summarize the preliminary analysis performed to date and describe the path forward.

Stegeman, James↗

NASA NTRS1977

Evaluating the benefits of government funded R & D aimed at the private sector

Federal funding of technological research and development is discussed with regard to the procedures for an economic analysis with the goals of (1) determining when the public sector should invest in a research and development program, (2) evaluating the likelihood of private sector participation in terms of public sector participation, and (3) considering the major factors in the formulation of a research and development program in terms of defining initiatives. Public sector investments are evaluated, noting procedures for determining whether benefits exceed costs. The role of the public sector research and development planning is described, considering the procedure for private sector implementation decisions and a methodology for evaluating the possibility of private sector commercialization. The economic value of the public sector research and development program is presented with attention given to a specific case of NASA-sponsored research and development aimed toward the commercialization of new public communications services.

Greenberg, J. S.↗

NASA NTRS1979

Private sector involvement in civil space remote sensing. Volume 1: Report

A survey of private sector developers, users, and interpreters of Earth resources data was conducted in an effort to encourage private investment and participation in remote sensing systems. Results indicate positive interest in participation beyond the current hardware contracting level, however, there is a substantial gap between current market levels and system costs. Issues identified include the selection process for an operating entity, the public/private interface, data collection and access policies, price and profit regulation in a subsidized system, international participation, and the responsibility for research and development. It was agreed that the cost, complexity, and security implications of integrated systems need not be an absolute bar to their private operation.

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NASA NTRS1983

Space Shuttle, private enterprise and intellectual properties in the context of space manufacturing

It is a national policy to make the capabilities of the Space Transportat ion System available to a wide range of potential users. This includes its availability as a space manufacturing facility for commercial activities, which may be carried out on a reimbursable basis or as a joint endeavor with NASA, but with substantial private investment. In any high risk, long lead-time research and development activity directed towards commercialization, the protection afforded the results of the research and development under the laws relating to intellectual property rights may provide an important incentive for private investment. The paper reviews NASA's policies and practices for the protection of privately-established intellectual property rights involved in STS use, with particular emphasis on reimbursable launch agreements and joint endeavor agreements.

Hosenball, S. N.↗

NASA NTRSDate not supplied

Public-Private Partnerships to Enable Discovery, Access, and Use of NASA’s Open Earth Science Datasets

Knowledge transfer between public research institutes and private entities is an essential component of the open science movement. While both public and private institutions are making research advances in technologies, organizational boundaries can hinder knowledge transfer. Productive public-private collaboration frameworks are needed to advance research further.

Elizabeth Fancher↗

NASA NTRS2003

Evaluation of private sector roles in space resource development

An integrated engineering and financial modeling approach has been developed and used to evaluate the potential for private sector investment in space resource development, and to assess possible roles of the public sector in fostering private interest. This paper presents the modeling approach and its results for a transportation service using propellant extracted from lunar regolith.

space↗

NASA NTRS1980

Stereosat: A proposed private sector/government joint venture in remote sensing from space

Stereosat, a free flying Sun synchronous satellite whose purpose is to obtain worldwide cloud-free stereoscopic images of the Earth's land masses, is proposed as a joint private sector/government venture. A number of potential organization models are identified. The legal, economic, and institutional issues which could impact the continuum of potential joint private sector/government institutional structures are examined.

Anglin, R. L.↗

NASA NTRS1982

Financial assessment of the Space Operations Center as a Private Business Venture

The possibility of private financing and operation of the Space Operations Center (SOC) is considered as an alternative to SOC development by the government. A hypothetical revenue model for SOC services is constructed and is compared with NASA estimates of SOC development and operating costs. A present value analysis based on a 1985 to 2000 investment horizon shows a potential for substantial profit in a private SOC venture, although the possibility of large losses is not discounted. Present value estimates range from $8.6 billion down to a low minus $3.3 billion.

Simon, M.↗

NASA NTRS1982

Private financing and operation of a space station: Investment requirements, risk, government support and other primary business management considerations

Private investment in a manned space station is considered as an alternative to complete government sponsorship of such a program. The implications of manned space operations are discussed from a business perspective. The most significant problems and risks which would be faced by a private company involved in a space station enterprise are outlined and possible government roles in helping to overcome these difficulties suggested. Economic factors such as inflation and the rate of interest are of primary concern, but less obvious conditions such as antitrust and appropriate regulatory laws, government appropriations for space activities, and national security are also considered.

Simon, M.↗

NASA NTRS1981

Analysis of the private market for LANDSAT products and applications

The private sector was examined and evaluated to develop base line strategies and mechanisms for its increased utilization of LANDSAT (and future satellite) technologies as both consumer and producer of products and services. Methodologies used to assess the digital analysis service and national mapping industries are described. Private sector users in business and industry are identified and the potential U.S. industry role in the foreign LANDSAT market is considered.

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NASA NTRS1984

The Economics of Private Sector R and D Decisionmaking in Aeronautics

Information which can be used in planning to insure commercial research and technology programs which are complementary to internally financed private sector activities are presented. The main concern is to identify the characteristics of productive projects in which firms are unlikely to invest. It is shown that: (1) if it is difficult to assess the commercial relevance of an R&D project or it it is characterized by high technical risk, or a relatively long payback period, private funding will be unlikely; and (2) if a project is large relative to the size of the firm, it is unlikely to be funded in the early stages of the R&D process. Firms tend to underinvest in projects with these characteristics.

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NASA NTRS2010

NASA and Public-Private Partnerships

This slide presentation reviews ways to build public-private partnerships with NASA, and the many efforts that Ames Research Center is engaged in in building partnerships with private businesses, not profit organizations and universities.

Martin, Gary L.↗