Results for “Commercial Partner” — Page 20

NASA NTRS2012

High Fidelity Simulations of Plume Impingement to the International Space Station

With the retirement of the Space Shuttle, the United States now depends on recently developed commercial spacecraft to supply the International Space Station (ISS) with cargo. These new vehicles supplement ones from international partners including the Russian Progress, the European Autonomous Transfer Vehicle (ATV), and the Japanese H-II Transfer Vehicle (HTV). Furthermore, to carry crew to the ISS and supplement the capability currently provided exclusively by the Russian Soyuz, new designs and a refinement to a cargo vehicle design are in work. Many of these designs include features such as nozzle scarfing or simultaneous firing of multiple thrusters resulting in complex plumes. This results in a wide variety of complex plumes impinging upon the ISS. Therefore, to ensure safe "proximity operations" near the ISS, the need for accurate and efficient high fidelity simulation of plume impingement to the ISS is as high as ever. A capability combining computational fluid dynamics (CFD) and the Direct Simulation Monte Carlo (DSMC) techniques has been developed to properly model the large density variations encountered as the plume expands from the high pressure in the combustion chamber to the near vacuum conditions at the orbiting altitude of the ISS. Details of the computational tools employed by this method, including recent software enhancements and the best practices needed to achieve accurate simulations, are discussed. Several recent examples of the application of this high fidelity capability are presented. These examples highlight many of the real world, complex features of plume impingement that occur when "visiting vehicles" operate in the vicinity of the ISS.

Lumpkin, Forrest E., III↗

NASA NTRS2013

The Federation of Earth Science Information Partners ESIP

A broad-based, distributed community of science, data and information technology practitioners. With over 150 member organizations, the ESIP Federation brings together public, academic, commercial, and nongovernmental organizations to share knowledge, expertise, technology and best practices to improve opportunities for increasing access, discovery, integration and usability of Earth science data.

ESIP↗

NASA NTRS2020

Space Flight LiDARs, Navigation & Science Instrument Implementations: Lasers, Optoelectronics, Integrated Photonics, Fiber Optic Subsystems and Components

For the past 25 years, the National Aeronautics and Space Administration (NASA) Goddard Space Flight Center's Photonics Group in the Engineering Directorate has been substantially contributing to the flight design, development, production, testing and integration of many science and navigational instruments. The Moon to Mars initiative will rely heavily upon utilizing commercial technologies for instrumentation with aggressive schedule deadlines. The group has an extensive background in screening, qualifying, development and integration of commercial components for spaceflight applications. By remaining adaptable and employing a rigorous approach to component and instrument development, they have forged and fostered relationships with industry partners. They have been willing to communicate lessons learned in packaging, part construction, materials selection, testing, and other facets of the design and production process critical to implementation for high-reliability systems. As a result, this successful collaboration with industry vendors and component suppliers has enabled a history of mission success from the Moon to Mars (and beyond) while balancing cost, schedule, and risk postures. In cases where no commercial components exist, the group works closely with other teams at Goddard Space Flight Center and other NASA field centers to fabricate and produce flight hardware for science, remote sensing, and navigation applications. Summarized here is the last ten years of instrumentation development lessons learned and data collected from the subsystems down to the optoelectronic component level.

Detectors↗

NASA NTRS2016

CASIS Fact Sheet: Hardware and Facilities

Vencore is a proven information solutions, engineering, and analytics company that helps our customers solve their most complex challenges. For more than 40 years, we have designed, developed and delivered mission-critical solutions as our customers' trusted partner. The Engineering Services Contract, or ESC, provides engineering and design services to the NASA organizations engaged in development of new technologies at the Kennedy Space Center. Vencore is the ESC prime contractor, with teammates that include Stinger Ghaffarian Technologies, Sierra Lobo, Nelson Engineering, EASi, and Craig Technologies. The Vencore team designs and develops systems and equipment to be used for the processing of space launch vehicles, spacecraft, and payloads. We perform flight systems engineering for spaceflight hardware and software; develop technologies that serve NASA's mission requirements and operations needs for the future. Our Flight Payload Support (FPS) team at Kennedy Space Center (KSC) provides engineering, development, and certification services as well as payload integration and management services to NASA and commercial customers. Our main objective is to assist principal investigators (PIs) integrate their science experiments into payload hardware for research aboard the International Space Station (ISS), commercial spacecraft, suborbital vehicles, parabolic flight aircrafts, and ground-based studies. Vencore's FPS team is AS9100 certified and a recognized implementation partner for the Center for Advancement of Science in Space (CASIS

Solomon, Michael R.↗

NASA NTRSDate not supplied

Extending ISS Life Beyond 2030

The United States On-orbit Segment (USOS) of the International Space Station (ISS) was designed to meet a 15-year on-orbit life. Since the first hardware was launched in late 1998, the ISS would have reached its end of life in 2013. With the realization that the ISS would be needed well into the next decade, and beyond, a multi-disciplinary effort was undertaken to extend the ISS’ life through 2028 and to show that further extension to 2040 and beyond is not only feasible but achievable. Currently, NASA and the ISS international partners have agreed to extend its operations through 2030. This collaborative effort ensures that the ISS will continue to serve as a hub for scientific research, international cooperation, and educational endeavors for the next decade. Maintaining a continuous human presence in Low Earth Orbit (LEO) is desirable for testing new LEO, lunar, and deep-space technologies; conducting scientific research in micro-gravity for the benefit of life on Earth; and enabling a seamless transition of capabilities to one or more commercially owned and operated destinations. This paper provides an overview of the ISS life extension project with a particular focus on the analytical approach used to assess the primary structure. This analytical approach includes future operations planning, critical location screening, on-orbit dynamic load simulation, on-orbit optical property degradation studies, on-orbit thermal analyses, spectra generation, crack model idealization, fracture analyses, and post processing. Structural life results and identification of the most critical on-orbit events are presented. Also addressed are life extension approaches for other affected sub-systems, including: 1. Secondary Structure. 2. Materials. Evaluations consider environmental exposure to atomic oxygen, ionizing and gamma radiation, fluids, etc. Life limited materials, wear, and usage effects are also considered. 3. Environmental Control and Life Support Systems, including oxygen supply and generation, water recovery and management, and regenerative hardware. Evaluations are performed to determine which hardware can be run to failure and which are assessed for life extension. 4. Electrical power system. ISS is powered by eight channels of solar arrays and an electrical energy storage system providing 357 kWh power. Power generation and balance analyses are performed considering hardware degradation and increasing power demand. 5. Logistics and maintenance. Analyses are performed to determine critical spares required to maintain functionality. Consideration is given to supply chain health, obsolescence issues, onboard stowage availability, and up-mass capability. The successful life extension results have built confidence to safely operate, maintain and enhance the ISS well beyond the current decade. Extending the operational life of the ISS maintains an international presence in LEO and serves to avoid a gap in capability necessary to fulfill the exploration and research needs of NASA, international partners, and industry without interruption until a commercial space station is operational.

design life↗

NASA NTRS2001

Overview of NASA's Space Solar Power Technology Advanced Research and Development Program

Large solar power satellite (SPS) systems that might provide base load power into terrestrial markets were examined extensively in the 1970s by the US Department of Energy (DOE) and the National Aeronautics and Space Administration (NASA). Following a hiatus of about 15 years, the subject of space solar power (SSP) was reexamined by NASA from 1995-1997 in the 'fresh look' study, and during 1998 in an SSP 'concept definition study', and during 1999-2000 in the SSP Exploratory Research and Technology (SERT) program. As a result of these efforts, during 2001, NASA has initiated the SSP Technology Advanced Research and Development (STAR-Dev) program based on informed decisions. The goal of the STAR-Dev program is to conduct preliminary strategic technology research and development to enable large, multi-megawatt to gigawatt-class space solar power (SSP) systems and wireless power transmission (WPT) for government missions and commercial markets (in-space and terrestrial). Specific objectives include: (1) Release a NASA Research Announcement (NRA) for SSP Projects; (2) Conduct systems studies; (3) Develop Component Technologies; (4) Develop Ground and Flight demonstration systems; and (5) Assess and/or Initiate Partnerships. Accomplishing these objectives will allow informed future decisions regarding further SSP and related research and development investments by both NASA management and prospective external partners. In particular, accomplishing these objectives will also guide further definition of SSP and related technology roadmaps including performance objectives, resources and schedules; including 'multi-purpose' applications (commercial, science, and other government).

Howell, Joe↗

NASA NTRSDate not supplied

Global Rescue Response to a Multivehicle Deorbit from the International Space Station

The U.S. Department of Defense (DoD) has been tasked to support rescue efforts in the event of an off-nominal landing of a Commercial Crew Program vehicle transporting NASA crewmembers to or from the International Space Station. The DoD is further tasked to support returning U.S. and International Partner crewmembers on Russian Soyuz spacecraft missions, specifically to ensure aeromedical evacuation capability in the event of a crewmember injury at the time of launch or landing. This DoD mission is primarily considered during planned launch and landing operations, with forces placed in an alert posture to support if needed. However, overall mission concept of operations encompasses a no-notice rescue capability in the event of an on-orbit emergency. Such contingency scenarios are pre-coordinated and simulated to ensure a ready posture of associated DoD assets and to promote coordination of government, commercial, and military stakeholders. To date, planning and simulations have focused on execution of a single rescue mission; the possibility of a multi-vehicle evacuation and rescue scenario has not been adequately explored. This presentation will examine the process of responding to an emergency onboard the International Space Station that results in the early departure and deorbit of multiple docked vehicles to preserve the health and safety of the crew. We will highlight the complexity of this recovery scenario and discuss potential complications that could arise, as well as identify areas in which deliberate planning and simulation can better ensure successful preparation for such a multifaceted recovery operation.

Travis Levon Houser↗

NASA NTRS2010

Commercial Spacewalking: Designing an EVA Qualification Program for Space Tourism

In the near future, accessibility to space will be opened to anyone with the means and the desire to experience the weightlessness of microgravity, and to look out upon both the curvature of the Earth and the blackness of space, from the protected, shirt-sleeved environment of a commercial spacecraft. Initial forays will be short-duration, suborbital flights, but the experience and expertise of half a century of spaceflight will soon produce commercial vehicles capable of achieving low Earth orbit. Even with the commercial space industry still in its infancy, and manned orbital flight a number of years away, there is little doubt that there will one day be a feasible and viable market for those courageous enough to venture outside the vehicle and into the void, wearing nothing but a spacesuit, armed with nothing but preflight training. What that Extravehicular Activity (EVA) preflight training entails, however, is something that has yet to be defined. A number of significant factors will influence the composition of a commercial EVA training program, but a fundamental question remains: 'what minimum training guidelines must be met to ensure a safe and successful commercial spacewalk?' Utilizing the experience gained through the development of NASA's Skills program - designed to qualify NASA and International Partner astronauts for EVA aboard the International Space Station - this paper identifies the attributes and training objectives essential to the safe conduct of an EVA, and attempts to conceptually design a comprehensive training methodology meant to represent an acceptable qualification standard.

Gast, Matthew A.↗

NASA NTRS2017

NASA Research to Support the Airlines

This presentation is an update on continued research and partnerships with airline and industry partners. In this presentation, several recent research efforts are discussed and illustrations are provided to bring greater awareness to the commercial aviation industry. By discussing projects like the Flight Awareness Collaboration Tool and dispatcher human factors studies, we can solicit additional feedback and participation.

airlines↗

NASA NTRSDate not supplied

Operating a Crewed Spacecraft in the Age of Commercial Space Using Private/Government Partnership

Fifty years after humans completed a large-scale United States government-funded and government-engineered effort of landing humans on the moon, human spaceflight has entered a new paradigm. Private companies are now investing their own money and taking on an ever-increasing role in human spaceflight, in partnership with the U.S. government. This paper will describe the development of one of these partnerships through the lens of its mission operations team. As part of the Commercial Crew Program (CCP), NASA selected Boeing’s CST-100 Starliner as one of the next generation of crewed vehicles. Boeing opted to partner with the US Government for their Starliner operations by contracting with NASA’s Mission Control teams in the Flight Operations Directorate (FOD) at the Johnson Space Center to create its own Mission Operations (MO) flight controllers. Partnering with FOD provided benefits to both Boeing and NASA while also creating new challenges. MO brought over 60 years of crewed spaceflight experience and infrastructure to Boeing’s new program. Within certain legal constraints, MO was able to work closely and efficiently with their FOD counterparts who were performing both integration duties and, under the auspices of the CCP, insight of the contractors, in this case Boeing. Involvement of NASA as the Boeing operations agent did lead to what management deemed a ‘healthy tension’ within FOD, challenging old processes and often creating better, more robust teamwork. Successful development of the framework and boundaries of both the legal aspects and the oversight tensions has been one of the keys to developing a successful corporate/government partnership. Due to the highly automated nature of the Starliner, the MO organization was designed to be much smaller than previous NASA’s flight control teams for past programs. NASA has learned through the decades that spacecraft design and operations need to be as flexible and forgiving as possible. NASA’s Commercial Crew Program was established to sponsor corporate development of economical vehicles that could get humans to and from low Earth orbit. These companies, of course, need to meet contractual obligations in providing a safe means of transporting astronauts to the International Space Station (ISS), but also need to do so in a manner that leads to the venture resulting in a profit at the same time. Through MO’s involvement in the development of this spaceflight paradigm shift, there are ample lessons to be conveyed to future teams and programs working to develop similar missions.

Robert C Dempsey↗

NASA NTRSDate not supplied

Operating a Crewed Spacecraft in the Age of Commercial Space Using Private/Government Partnership

Fifty years after humans completed a large-scale United States government-funded and government-engineered effort of landing humans on the moon, human spaceflight has entered a new paradigm. Private companies are now investing their own money and taking on an ever-increasing role in human spaceflight, in partnership with the U.S. government. This paper will describe the development of one of these partnerships through the lens of its mission operations team. As part of the Commercial Crew Program (CCP), NASA selected Boeing’s CST-100 Starliner as one of the next generation of crewed vehicles. Boeing opted to partner with the US Government for their Starliner operations by contracting with NASA’s Mission Control teams in the Flight Operations Directorate (FOD) at the Johnson Space Center to create its own Mission Operations (MO) flight controllers. Partnering with FOD provided benefits to both Boeing and NASA while also creating new challenges. MO brought over 60 years of crewed spaceflight experience and infrastructure to Boeing’s new program. Within certain legal constraints, MO was able to work closely and efficiently with their FOD counterparts who were performing both integration duties and, under the auspices of the CCP, insight of the contractors, in this case Boeing. Involvement of NASA as the Boeing operations agent did lead to what management deemed a ‘healthy tension’ within FOD, challenging old processes and often creating better, more robust teamwork. Successful development of the framework and boundaries of both the legal aspects and the oversight tensions has been one of the keys to developing a successful corporate/government partnership. Due to the highly automated nature of the Starliner, the MO organization was designed to be much smaller than previous NASA’s flight control teams for past programs. NASA has learned through the decades that spacecraft design and operations need to be as flexible and forgiving as possible. NASA’s Commercial Crew Program was established to sponsor corporate development of economical vehicles that could get humans to and from low Earth orbit. These companies, of course, need to meet contractual obligations in providing a safe means of transporting astronauts to the International Space Station (ISS), but also need to do so in a manner that leads to the venture resulting in a profit at the same time. Through MO’s involvement in the development of this spaceflight paradigm shift, there are ample lessons to be conveyed to future teams and programs working to develop similar missions.

Robert C. Dempsey↗

NASA NTRSDate not supplied

Operating a Crewed Spacecraft in the Age of Commercial Space Using Private/Government Partnership

Fifty years after humans completed a large-scale United States government-funded and government-engineered effort of landing humans on the moon, human spaceflight has entered a new paradigm. Private companies are now investing their own money and taking on an ever-increasing role in human spaceflight, in partnership with the U.S. government. This paper will describe the development of one of these partnerships through the lens of its mission operations team. As part of the Commercial Crew Program (CCP), NASA selected Boeing’s CST-100 Starliner as one of the next generation of crewed vehicles. Boeing opted to partner with the US Government for their Starliner operations by contracting with NASA’s Mission Control teams in the Flight Operations Directorate (FOD) at the Johnson Space Center to create its own Mission Operations (MO) flight controllers. Partnering with FOD provided benefits to both Boeing and NASA while also creating new challenges. MO brought over 60 years of crewed spaceflight experience and infrastructure to Boeing’s new program. Within certain legal constraints, MO was able to work closely and efficiently with their FOD counterparts who were performing both integration duties and, under the auspices of the CCP, insight of the contractors, in this case Boeing. Involvement of NASA as the Boeing operations agent did lead to what management deemed a ‘healthy tension’ within FOD, challenging old processes and often creating better, more robust teamwork. Successful development of the framework and boundaries of both the legal aspects and the oversight tensions has been one of the keys to developing a successful corporate/government partnership. Due to the highly automated nature of the Starliner, the MO organization was designed to be much smaller than previous NASA’s flight control teams for past programs. NASA has learned through the decades that spacecraft design and operations need to be as flexible and forgiving as possible. NASA’s Commercial Crew Program was established to sponsor corporate development of economical vehicles that could get humans to and from low Earth orbit. These companies, of course, need to meet contractual obligations in providing a safe means of transporting astronauts to the International Space Station (ISS), but also need to do so in a manner that leads to the venture resulting in a profit at the same time. Through MO’s involvement in the development of this spaceflight paradigm shift, there are ample lessons to be conveyed to future teams and programs working to develop similar missions.

Robert C. Dempsey↗

NASA NTRSDate not supplied

The Application of Remote Sensing and Machine Learning to Improve Early Warning Systems for Harmful Algal Events in the Highland Lake Chain, TX

Beginning in 2019, harmful algal events have caused canine deaths in both Lady Bird Lake and Lake Travis located near Austin, Texas. These two reservoirs are part of the larger Highland Lakes chain, managed by the City of Austin Department of Watershed Protection (COA DWP) and the Lower Colorado River Authority (LCRA), which fulfill municipal, commercial, and agricultural water demands. Given the recent increase in favorable environmental conditions for algal events in central Texas, NASA DEVELOP partnered with LCRA and COA DWP to improve monitoring and early detection of algal events, utilizing satellite remote sensing and machine learning. Spatially and temporally varied chlorophyll a concentrations, cyanobacteria detections, turbidity, and water surface temperature products are used as environmental proxies. Landsat 8 Operational Land Imager (OLI) and the Sentinel-2 MultiSpectral Instrument (MSI) data were used to provide a combined revisit time of up to ~3 days and < 30 m per pixel products. Chlorophyll a concentrations were estimated using a pre-trained Mixture Density Network, and cyanobacteria detection was accomplished using the Broad Wavelength Algae Index, which can differentiate algal blooms from algal proliferations (mats). In situ data were used to validate remotely sensed measurements and quantify uncertainties. Preliminary results show a good fit between the modeled output and in situ observations, suggesting that remote sensing data can be used to retrieve biogeochemical properties and/or inherent optical properties (IOPs) of water columns in these inland human-made lakes. Uncertainties were introduced from the sensitivity to atmospheric correction, inherent mismatch between satellite and sampling data, and a relatively lower signal-to-noise ratio over water. The resulting products enable near real-time monitoring of environmental proxies relevant to algal event presence in the Highland Lakes chain, and will ultimately support water management, decision making, and risk communication.

Shuyu Chang↗

NASA NTRS2003

NASA's Management and Utilization of the Small Business Innovative Research (SBIR) Program

The United Space Congress established the SBIR program in 1982 for the following purposes: ( 1) Stimulate technological innovation (2) Increase private-sector commercialization derived from federal R&D (3) Use small business to meet federal R&D needs (4) Foster and encourage participation by disadvantaged persons and women in technological innovation The STTR program was established in 1992 with the additional requirement of having a small business partner with a research institution (usually a university) for the purpose of transferring intellectual property from the research institution to the small business concern for enabling a government technical need and furthering the technological development for the purpose of developing commercial products. The government of Japan has established a program that models portions of the U.S. SBIR and STTR programs. They are very interested in how NASA has been so successful in fulfilling the Congressional objectives of these programs. In particular, they want to understand the management practices and incentives that are provided to enable partnerships between business enterprises, academia and government. The speech will also focus on some of the many successful technologies (on a conceptual level) that have been developed through NASA s SBIR and STTR programs and mechanisms used to promote cooperation between small businesses, large businesses, academia and government agencies within the United States. The speech is on a conceptual level, focusing on U.S. and NASA policies and management implementation practices. No enabling technical discussion will be held.

Mexcur, Winfield Paul↗

NASA NTRS2020

Evaluation of Low Cost, User-Centered Alerting Devices for the Mitigation of Flight Crew Spatial Disorientation

The National Aeronautics and Space Administration (NASA) is conducting research into technologies which have the potential to reduce flight crew Spatial Disorientation (SD). While flight deck technology has advanced rapidly over the past fifty (50) years, the reported occurrences of flight crew SD have not decreased. The Cost-Effective Devices for Alerting Research (CEDAR) effort has focused on the identification and development of low cost, user-centered alerting solutions for the purpose of mitigating the occurrence of flight crew SD. This effort seeks to evaluate both existing technologies as well as new and emerging technologies which have a viable path to implementation in commercial aviation within the next five (5) years. This research is intended to develop a proof-of-concept for real-time SD mitigation which could eventually be utilized to improve safety in future air transport operations. NASA has partnered with the United States Naval Aeromedical Research Unit in Dayton, OH (NAMRU-D) to conduct flight crew SD research utilizing their Disorientation Research Device (DRD), dubbed “The Kraken”. This high-tech simulator features never-before-seen capabilities for side-by-side commercial aviation flight crew SD research, and is capable of re-creating the forces necessary to induce SD illusions in a safe and repeatable manner. Prototype SD mitigation solutions were incorporated into this simulator for scenario-based testing and evaluation using airline pilots within a contextually representative operational environment. SD mitigation technology prototypes designed to provide haptic feedback for both alerting and guidance, as well as innovative visual and aural alerting displays were evaluated. In December 2014, as a result of analyzing eighteen (18) loss-of-control events, the Commercial Aviation Safety Team (CAST) recommended research into flight deck technologies that have potential to mitigate the problems and contributing factors that lead to flight crew loss of airplane state awareness (ASA) and conditions likely to produce SD. The aviation community (government, industry and academia) have been charged with conducting research into cost-effective, user-centered flight deck alerting systems to alert flight crews; especially for the two conditions that produced SD (sub-threshold rolls and the somatogravic illusion). Somatogravic illusions are defined as illusions in which “there is a false perception of attitude on exposure to a force vector that differs in direction and/or magnitude from the normal gravitational force”. The sub-threshold roll illusion (aka the “leans” illusion) is a false sensation of roll attitude. A prolonged roll of less than two degrees becomes physiologically imperceptible to the pilot, and can lead to an incorrect perception of aircraft orientation. The sub-threshold roll illusion forms the entry point for the “graveyard spiral”, a maneuver in which the pilot’s corrective action (based on their false perception of aircraft orientation) causes the aircraft to spiral down into the ground. In both of these SD illusions, it is when the pilot attempts to correct the aircraft’s attitude (based on a false perception of its state) that problems arise, sometimes with lethal consequences.

Ronald J Daiker↗

NASA NTRS2000

ACTS Ka-Band Earth Stations: Technology, Performance, and Lessons Learned

The Advanced Communications Technology Satellite (ACTS) Project invested heavily in prototype Ka-band satellite ground terminals to conduct an experiments program with ACTS. The ACTS experiments program proposed to validate Ka-band satellite and ground-station technology, demonstrate future telecommunication services, demonstrate commercial viability and market acceptability of these new services, evaluate system networking and processing technology, and characterize Ka-band propagation effects, including development of techniques to mitigate signal fading. This paper will present a summary of the fixed ground terminals developed by the NASA Glenn Research Center and its industry partners, emphasizing the technology and performance of the terminals and the lessons learned throughout their 6-year operation, including the inclined orbit phase-of-operations. The fixed ground stations used for experiments by government, academic, and commercial entities used reflector-based offset-fed antenna systems with antennas ranging in size from 0.35 to 3.4 in. in diameter. Gateway earth stations included two systems referred to as the NASA Ground Station (NGS) and the Link Evaluation Terminal (LET).

Reinhart, Richard C.↗

NASA NTRS2015

Lunar COTS: An Economical and Sustainable Approach to Reaching Mars

The NASA COTS (Commercial Orbital Transportation Services) Program was a very successful program that developed and demonstrated cost-effective development and acquisition of commercial cargo transportation services to the International Space Station (ISS). The COTS acquisition strategy utilized a newer model than normally accepted in traditional procurement practices. This new model used Space Act Agreements where NASA entered into partnerships with industry to jointly share cost, development and operational risks to demonstrate new capabilities for mutual benefit. This model proved to be very beneficial to both NASA and its industry partners as NASA saved significantly in development and operational costs while industry partners successfully expanded their market share of the global launch transportation business. The authors, who contributed to the development of the COTS model, would like to extend this model to a lunar commercial services program that will push development of technologies and capabilities that will serve a Mars architecture and lead to an economical and sustainable pathway to transporting humans to Mars. Over the past few decades, several architectures for the Moon and Mars have been proposed and studied but ultimately halted or not even started due to the projected costs significantly exceeding NASA's budgets. Therefore a new strategy is needed that will fit within NASA's projected budgets and takes advantage of the US commercial industry along with its creative and entrepreneurial attributes. The authors propose a new COTS-like program to enter into partnerships with industry to demonstrate cost-effective, cis-lunar commercial services, such as lunar transportation, lunar ISRU operations, and cis-lunar propellant depots that can enable an economical and sustainable Mars architecture. Similar to the original COTS program, the goals of the proposed program, being notionally referred to as Lunar Commercial Orbital Transfer Services (LCOTS) program will be to: 1) reduce development and operational costs by sharing costs with industry; 2) create new markets in cis-lunar space to further reduce operational costs; and 3) enable NASA to develop an affordable and economical exploration Mars architecture. The paper will describe a plan for a proposed LCOTS program, its potential impact to an eventual Mars architecture and its many benefits to NASA, commercial space industry and the US economy.

Lunar ISRU↗

NASA NTRS1992

Vision 21: The NASA strategic plan

The NASA Strategic Plan, Vision 21, is a living roadmap to the future to guide the men and women of the NASA team as they ensure U.S. leadership in space exploration and aeronautics research. This multiyear plan consists of a set of programs and activities that will retain our leadership in space science and the exploration of the solar system; help rebuild our nation's technology base and strengthen our leadership in aviation and other key industries; encourage commercial applications of space technology; use the unique perspective of space to better understand our home planet; provide the U.S. and its partners with a permanent space based research facility; expand on the legacy of Apollo and initiate precursor activities to establish a lunar base; and allow us a journey into tomorrow, journey to another planet (Mars), and beyond.

Source record↗