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NASA NTRS2019

Control Technology Needs for Electrified Aircraft Propulsion Systems

Electrified aircraft propulsion (EAP) systems hold potential for the reduction of aircraft fuel burn, emissions, and noise. Currently, NASA and other organizations are actively working to identify and mature technologies necessary to bring EAP designs to reality. This paper specifically focuses on the envisioned control technology challenges associated with EAP designs that include gas turbine technology. Topics discussed include analytical tools for the dynamic modeling and analysis of EAP systems, and control design strategies at the propulsion and component levels. This includes integrated supervisory control facilitating the coordinated operation of turbine and electrical components, control strategies that seek to minimize fuel consumption and lessen the challenges associated with thermal management, and dynamic control to ensure engine operability during system transients. These dynamic control strategies include innovative control approaches that either extract or supply power to engine shafts dependent upon operating phase, which may improve performance and reduced gas turbine engine weight. Finally, a discussion of control architecture design considerations to help alleviate the propulsion/aircraft integration and certification challenges associated with EAP systems is provided.

Engine Controls↗

NASA NTRS2019

Control Technology Needs for Electrified Aircraft Propulsion Systems

Gas Turbine Engines↗

NASA NTRSDate not supplied

A Human-In-The-Loop Simulation for Urban Air Mobility in the Terminal Area

In this paper researchers propose a human-in-the-loop experiment to study human performance when tasked with tactical deconfliction in terminal area air taxi operations. The air taxi operations being considered herein are an advanced air transportation concept called Urban Air Mobility (UAM). The UAM concept aims to support not only air taxi operations, but also package delivery and emergency response among other use cases. The key innovation over current air transportation lies with the introduction of highly automated aircraft and air traffic management systems. Development of the UAM system will include transitional midterm phases where some operational services will be provided by a mixture of automation and human actors. Midterm operations present a unique challenge, since the scope of responsibility of automated systems is largely undefined, suggesting the need for direct human participation with little to inform how much human intervention is necessary. Here it is assumed that traffic management responsibilities require coordination between human actors and automated systems and focus on arrival flows for midterm operations. In the proposed human-in-the-loop simulation, virtual UAM traffic is strategically deconflicted by a Provider of Services for UAM at departure, then tactically managed by a human at the arrival facility. Generated traffic consists of UAM participants flying in UAM exclusive airspace structures, thus isolated from traditional traffic. The human operator is tasked with managing spacing of arrival traffic and executing speed adjustments as deemed necessary. Researchers propose the investigation of three levels of automation assistance: 1) no assistance; 2) spacing violation detection; 3) spacing violation detection and speed adjustment recommendations. Quantitative measures like throughput and delay are used to assess the human's capacity for accommodating airborne delays. Qualitative evaluations such as surveys and open-ended feedback are used to gain insight into human factors. These factors could introduce additional capacity constraints on traffic, independent of physical or technical constraints. Although findings for this study will not be reported as the study has not yet been executed, the authors conclude with potential outcomes informed by previous simulations in the literature and suggestions for the structure and procedures of midterm human-automation air traffic management.

UAM↗

NASA NTRSDate not supplied

A Human-In-The-Loop Simulation for Urban Air Mobility in the Terminal Area

In this presentation we propose a human-in-the-loop experiment to study the potential impact of human engagement in tactical mitigation of delay in terminal area air taxi operations. The air taxi operations being considered herein is an advanced air transportation concept called Urban Air Mobility (UAM). The UAM concept aims to support not only air taxi operations, but also package delivery and emergency response among other use cases. The key innovation over current air transportation lies with the introduction of autonomous aircraft and autonomous air traffic management systems. Development of the UAM system will include transitional midterm phases where some operational services will be provided by a mixture of automation and human actors. Midterm operations present a unique challenge, since the scope of responsibility of automated systems is largely undefined, suggesting the need for direct human participation with little to inform how much human intervention is necessary. Here we assume that traffic management responsibilities require coordination between human actors and automated systems and focus on arrival flows for midterm operations. In the proposed human-in-the-loop simulation, virtual UAM traffic is strategically deconflicted by a Provider of Services for UAM at departure, then tactically managed by a human at the arrival facility. Generated traffic consists of UAM participants flying in UAM exclusive airspace structures, thus isolated from traditional traffic. The human operator is tasked with managing spacing of arrival traffic and executing speed adjustments as deemed necessary. We propose the investigation of three levels of automation assistance: 1) no assistance; 2) spacing violation detection; 3) spacing violation detection and speed adjustment recommendations. Quantitative measures like throughput and delay are used to assess the human's capacity for accommodating airborne delays. Qualitative evaluations such as surveys and open-ended feedback are used to gain insight into human factors. These factors could introduce additional capacity constraints on traffic, independent of physical or technical constraints. Although findings for this study will not be reported as the study has not yet been executed, we conclude with potential outcomes informed by previous simulations in the literature and suggestions for the structure and procedures of midterm human-automation air traffic management.

UAM↗

DOE OSTI2021

Real-Time Optimization and Control of Next-Generation Distribution Infrastructure

This presentation highlights the key developments of the ARAP-e NODES project, including the innovative real-time optimal power flow (RT-OPF) algorithm for distributed energy resource (DER) management, trip planning for T+D coordination, and extensive validation of the RT-OPF algorithm in NREL ESIF laboratory with 100+ physical hardware devices, controller-hardware-in-the-loop test at Southern California Edison (SCE), and two field demonstrations.

hardware-in-the-loop↗

DOE OSTI2026

Livewire: A Model Platform for Data Quality Assessment and AI Readiness Across DOE Missions

High-quality, well-governed data is essential for accelerating discovery and achieving operational excellence across DOE and national laboratory missions. The Livewire Data Platform is a DOE-supported platform that offers automated assessments of data quality, standardization, provenance, and Artificial Intelligence (AI) readiness. It allows researchers and data practitioners to systematically and easily evaluate datasets against established governance criteria and prepare them for advanced analytics. Livewire addresses critical challenges in DOE's data ecosystem with integrated capabilities for metadata validation, provenance tracking, and schema alignment. This platform's automated workflows assist users in identifying data quality gaps, enhancing interoperability between datasets collected from various stakeholders, and ensuring compliance with DOE data standards, all while reducing manual curation efforts. Additionally, we will discuss its AI readiness framework, which is being developed to prepare datasets for training models, developing advanced analytic tools, and machine learning applications. Using some of the more than one hundred tabular datasets on Livewire, processed with this open-source methodology, we will demonstrate how Livewire can serve as a model for scalable, standards-driven data management. This approach provides a pathway to leverage existing and future datasets within the DOE, boosting innovation and efficiency across national laboratories.

33 - ADVANCED PROPULSION SYSTEMS↗

NASA NTRS2009

Spacesuit Data Display and Management System

A prototype embedded avionics system has been designed for the next generation of NASA extra-vehicular-activity (EVA) spacesuits. The system performs biomedical and other sensor monitoring, image capture, data display, and data transmission. An existing NASA Phase I and II award winning design for an embedded computing system (ZIN vMetrics - BioWATCH) has been modified. The unit has a reliable, compact form factor with flexible packaging options. These innovations are significant, because current state-of-the-art EVA spacesuits do not provide capability for data displays or embedded data acquisition and management. The Phase 1 effort achieved Technology Readiness Level 4 (high fidelity breadboard demonstration). The breadboard uses a commercial-grade field-programmable gate array (FPGA) with embedded processor core that can be upgraded to a space-rated device for future revisions.

Hall, David G.↗

NASA NTRS2018

Creating Innovative Frameworks to Spur Cultural Change at NASA Armstrong Flight Research Center

Changing the culture of an organization is a monumental task that often takes years and has no set formula. Steps can be taken, however, to spur cultural change by creating spaces and infrastructure to serve as the initial driving force. An innovation space and a bicycle sharing (bike share) program were implemented at the National Aeronautics and Space Administration (NASA) Armstrong Flight Research Center (AFRC) (Edwards, California) with a vision toward connecting Center personnel, fostering collaboration and innovation, retaining newer employees, promoting flexibility, and improving the culture and workplace atmosphere. This paper discusses the steps taken, challenges faced, novel culture-change-focused design elements, lessons learned, acquired metrics, and how these initiated cultural change at AFRC. For both the innovation space and the bike share program, funding was negotiated and provided through the NASA Convergent Aeronautics Solutions (CAS) project, which was seeking to improve the innovation and collaboration capabilities at each of the four NASA aeronautics Centers. Key stakeholders across AFRC from upper management, facilities, safety, engineering, and procurement were identified early in the process and were consulted and included throughout execution to ensure that any encountered roadblocks could be easily navigated. Research was then conducted by attending conferences and visiting culture-changing organizations both inside and outside United States Government agencies. Distilling the research, identifying available space, and deciding on specific design elements for the space was conducted by a subset of individuals of diverse backgrounds to enable quick, effective decision-making. Decisions were made with the intent to increase usage and diversity of users of the space; care was taken to ensure a well-crafted atmosphere that would foster the desired culture change. The allocated physical space required major structural modifications, new furniture, and new capabilities that would bring people in. Decisions and desires underwent a rapid reiterative process in order to stay within budget and short deadlines, while holding firm to what was seen as fundamental elements of an innovation space. The framework for cultural change being established, the more difficult task began: incubating the desired culture. Intentional workday use of the innovation space was encouraged, and organized events coordinated in order to truly foster culture change. Such incubation supports the organic spread of culture change to all areas of AFRC. This framework was complemented and expanded by the implementation of the bike share program. Steps for implementation included bike selection based on lessons learned, creating bike stations and signage, implementing bike share rules, and building a volunteer maintenance infrastructure. A novel user-reporting feedback system at each bike station is a low-impact method of capturing usage metrics. Due to the nature of the work conducted at AFRC, the bike share program and feedback system were negotiated and vetted through various organizations including legal, safety, and operations. The innovation space and the bike share program together are an effective initial framework for innovation and collaboration. Culture change takes time, but the innovation space and the bike share program are already showing signs of making a positive impact on the AFRC workforce.

rooms↗

NASA NTRS2014

The ISS 2B PVTCS Ammonia Leak: An Operational History

In 2006, the Photovoltaic Thermal Control System (PVTCS) for the International Space Station's 2B power channel began leaking ammonia at a rate of approximately 1.5lbm/year (out of a starting approximately 53lbm system ammonia mass). Initially, the operations strategy was "feed the leak," a strategy successfully put into action via Extra Vehicular Activity during the STS‐134 mission. During this mission the system was topped off with ammonia piped over from a separate thermal control system. This recharge was to have allowed for continued power channel operation into 2014 or 2015, at which point another EVA would have been required. Without these periodic EVAs to refill the 2B coolant system, the channel would eventually leak enough fluid as to risk pump cavitation and system failure, resulting in the loss of the 2B power channel - the most critical of the Space Station's 8 power channels. In mid‐2012, the leak rate increased to approximately 5lbm/year. Once discovered, an EVA was planned and executed within a 5 week timeframe to drastically alter the architecture of the PVTCS via connection to a dormant thermal control system not intended to be utilized as anything other than spare components. The purpose of this rerouting of the TCS was to increase system volume and to isolate the photovoltaic radiator, thought to be the likely leak source. This EVA was successfully executed on November 1st, 2012 and left the 2B PVTCS in a configuration where the system was now being adequately cooled via a totally different radiator than what the system was designed to utilize. Unfortunately, data monitoring over the next several months showed that the isolated radiator was not leaking, and the system itself continued to leak steadily until May 9th, 2013. It was on this day that the ISS crew noticed the visible presence of ammonia crystals escaping from the 2B channel's truss segment, signifying a rapid acceleration of the leak from 5lbm/year to 5lbm/day. Within 48 hours of the crew noticing the leak, an EVA was in progress to replace the coolant pump - the only other replaceable leak source. This paper will explore the management of the 2B PVTCS leak from the operations perspective. It will discuss the methodology of performing the STS‐134 refill, the considerations and contingency plans which went into the architectural overhaul of the system in 2012, and the unprecedented effort which went into the EVA response to the visible leak of May 2013. In particular the paper will focus on the techniques utilized by flight controllers to monitor the system health and to respond to such instances as the rapid May 2013 leak by putting the electrical system in a safe configuration for loss of cooling, and will use recorded telemetry of these events to describe system response to EVA crew and ground actions. It will discuss the innovative design for redundancy of the integrated truss structure's cooling systems which allowed for this leak to be managed with minimal impact to other ISS operations and electrical services, contrasted against the real unintended operations consequences of utilizing the flexibility of the spacecraft's design in this manner. The paper will discuss how the training of the crew and flight controller personnel has adapted to the changing architecture of the power system and the unpredictable nature of the 2B leak.

Vareha, Anthony↗

DOE OSTI2025

A Grassroots Network and Community Roadmap for Interconnected Autonomous Science Laboratories for Accelerated Discovery

Scientific discovery is being revolutionized by AI and autonomous systems, yet current autonomous laboratories remain isolated islands unable to collaborate across institutions. We present the Autonomous Interconnected Science Lab Ecosystem (AISLE), a grassroots network transforming fragmented capabilities into a unified system that shorten the path from ideation to innovation to impact and accelerates discovery from decades to months. AISLE addresses five critical dimensions: (1) cross-institutional equipment orchestration, (2) intelligent data management with FAIR compliance, (3) AI-agent driven orchestration grounded in scientific principles, (4) interoperable agent communication interfaces, and (5) AI/ML-integrated scientific education. By connecting autonomous agents across institutional boundaries, autonomous science can unlock research spaces inaccessible to traditional approaches while democratizing cutting-edge technologies. This paradigm shift toward collaborative autonomous science promises breakthroughs in sustainable energy, materials development, and public health.

Ferreira da Silva, Rafael [Oak Ridge National Labo↗

NASA NTRS2012

Dryden Flight Research Center Critical Chain Project Management Implementation

In Fiscal Year 2011 Dryden Flight Research Center (DFRC) implemented a new project management system called Critical Chain Project Management (CCPM). Recent NASA audits have found that the Dryden workforce is strained under increasing project demand and that multi-tasking has been carried to a whole new level at Dryden. It is very common to have an individual work on 10 different projects during a single pay period. Employee surveys taken at Dryden have identified work/life balance as the number one issue concerning employees. Further feedback from the employees indicated that project planning is the area needing the most improvement. In addition, employees have been encouraged to become more innovative, improve job skills, and seek ways to improve overall job efficiency. In order to deal with these challenges, DFRC management decided to adopt the CCPM system that is specifically designed to operate in a resource constrained multi-project environment. This paper will discuss in detail the rationale behind the selection of CCPM and the goals that will be achieved through this implementation. The paper will show how DFRC is tailoring the CCPM system to the flight research environment as well as laying out the implementation strategy. Results of the ongoing implementation will be discussed as well as change management challenges and organizational cultural changes. Finally this paper will present some recommendations on how this system could be used by selected NASA projects or centers.

Hines, Dennis O.↗

NASA NTRS2009

Development and Deployment of NASA's Budget Execution Dashboard

This paper discusses the successful implementation of a highly visible company-wide management system and its potential to change managerial and accounting policies, processes and practices in support of organizational goals. Applying the conceptual framework of innovation in organizations, this paper describes the development and deployment process of the NASA Budget Execution Dashboard and the first two fiscal years of its use. It discusses the positive organizational changes triggered by the dashboard, like higher visibility of financial goals and variances between plans and actuals, increased involvement of all management levels in tracking and correcting of plan deviations, establishing comparable data standards across a strongly diversified organization, and enhanced communication between line organizations (NASA Centers) and product organizations (Mission Directorates). The paper also discusses the critical success factors experienced in this project: Strong leadership and division of management roles, rapid and responsive technology development, and frequent communication among stakeholders.

Putz, Peter↗

NASA NTRS2015

An Overview of SBIR Phase 2 Communications Technology and Development

Technological innovation is the overall focus of NASA's Small Business Innovation Research (SBIR) program. The program invests in the development of innovative concepts and technologies to help NASA's mission directorates address critical research and development needs for agency projects. This report highlights innovative SBIR Phase II projects from 2007-2012 specifically addressing areas in Communications Technology and Development which is one of six core competencies at NASA Glenn Research Center. There are eighteen technologies featured with emphasis on a wide spectrum of applications such as with a security-enhanced autonomous network management, secure communications using on-demand single photons, cognitive software-defined radio, spacesuit audio systems, multiband photonic phased-array antenna, and much more. Each article in this booklet describes an innovation, technical objective, and highlights NASA commercial and industrial applications. This report serves as an opportunity for NASA personnel including engineers, researchers, and program managers to learn of NASA SBIR's capabilities that might be crosscutting into this technology area. As the result, it would cause collaborations and partnerships between the small companies and NASA Programs and Projects resulting in benefit to both SBIR companies and NASA.

secure communications software defined radio anten↗

NASA NTRSDate not supplied

An Approach for Defining IASMS Services, Functions, and Capabilities

Assuring safety in the NAS with the inclusion of new entrants, such as Advanced Air Mobility (AAM), will require overcoming unique safety challenges that result from combining innovative technologies with novel airspace concepts for moving people and cargo using autonomous vehicles. The focus of the In-time Aviation Safety Management System (IASMS) is to overcome AAM’s safety assurance challenges. The IASMS Concept of Operations (ConOps) describes an interconnected set of services, functions, and capabilities (SFCs) designed to manage operational risks, identify unknown risks, and inform system designs. This paper describes an approach for defining SFCs based on technology trends in research, assessment of known and unknown risks in voluntary safety reports, and causal and contributing factors in aviation accidents and incidents. This approach would identify potential SFCs that further expand the Monitor, Assess, and Mitigate (M-A-M) functionality that represents the enabling framework of the IASMS. Safety implications that will result from integration of AAM in the transformation of the National Airspace System (NAS) were addressed in National Academies committees reports on AAM and IASMS. Development of a ConOps for IASMS was a top recommendation and can be represented as a reframing of safety assurance that builds on real-time alerting such as the Traffic Alert and Collision Avoidance System, and adds the more encompassing in-time temporal parameter in recognition of the different timelines for collecting and assessing safety data for risk mitigations. For example, mining for safety trends from data sources such as the Aviation Safety Information Analysis and Sharing system occurs over a longer time period. Research on AAM operations poses that SFCs can be designed to monitor the safety margin appropriate for AAM including with regards to the distance between current flight parameters and nominal ideal conditions. These in-time comparisons will become more complex as the density of operations increases at least in certain areas and can include planned and actual 4D trajectory, and in-time comparisons having implications on conflict modeling and prediction including expected and actual departure time, fix/waypoint crossing times, and arrival time. These comparisons would be integrated as part of SFCs that redefine and inform new safety margin. An increased safety margin improves management of operational risks while reducing the potential for anomalies. An increased safety margin also has implications for operator confidence in the certainty of its operations and trust in automation. Technology trends in research could be used to refine existing SFCs and define needs for additional SFCs that provide safety improvements to the design and operation of vehicles, airspace design, and operator performance requirements. NASA is developing innovative approaches to safeguard against major accidents and incidents that have occurred in the NAS and those anticipated with the inclusion of envisioned AAM operations. The innovations use operational performance data to monitor, detect, and predict flight variations exceeding safe nominal patterns, such as would be caused by navigational error, severe weather complications, or hijacking of UAS controls. These innovative approaches have high potential to prevent accidents and incidents in the new AAM era. It is anticipated that elements of the innovations will evolve into SFCs for the IASMS. Voluntary safety reports can be monitored to identify anomalies related to design or operational performance risks. Reports could be periodically monitored and assessed for specific topics. Reports might serve as weak signals or precursors indicative of emergent risk such as when combined with other safety information. The architecture could include SFCs that are based on voluntary safety reports recognizing the periodic temporal nature of data analysis. As previously mentioned, aviation accidents with their causal and contributing precursors can inform the need for SFCs in the IASMS. Accidents and incidents at San Francisco International Airport such as Asiana 214 and Air Canada 759 illustrate how combinations of different factors lead to increased risk. These types of precursors and different factors have implications on the types of SFCs that could be needed to monitor and manage different sources and types of design and operational risk. Continuing to assure the safety of AAM as designs and operations gain in complexity can be accompanied by defining SFCs that also increase in complexity. These SFCs can leverage information from findings and recommendations synthesized across on-going research, voluntary safety reports, and accident and incident reports. These SFCs can serve to refine accuracy of algorithms and resolve limitations with current practices. The IASMS architecture represents the framework for the SFCs and their critical role in safety assurance.

In-Time Aviation Safety Management System↗

NASA NTRS2025

Innovative Drug Selection, Storage, and Shelf-Life Strategies for Exploration Spaceflight

Medications have been a part of space travel dating back to the Apollo missions. A safe and effective medication formulary is essential to maintaining crew health and performance during long-duration spaceflight outside of low Earth orbit (LEO). Distance from Earth creates four key operational changes that increase medical risks, including communication, resupply, crewmember health, and evacuation. The current spaceflight pharmaceutical formulary consists of medications indicated to treat a variety of anticipated medical events and healthcare needs during spaceflight, but depends on a robust consumables resupply chain, which may be strained for a Lunar, and possibly non-existent for a Mars mission. The specific medications selections for the formulary may change to optimally align with the mission, crew compliment, and spacecraft design. Medical support at long-duration exploration missions will differ from LEO missions due to mission duration, lack of consumables resupply, prolonged exposure to space radiation, and the absence of emergency medical return capability. Loss of medication resupply limits or removes the ability to replace medications that have been exhausted or degraded, potentially exacerbating the medical risk posture. To address these anticipated risks, long-duration missions must consider use of novel medical technologies, treatment modalities, and smart medical systems that offer greater crew autonomy, such as physiologically based pharmacokinetic modeling, drug repurposing, on demand drug synthesis, or wearable drug delivery / monitoring devices. Once an ideal formulary for exploration space is determined, it is essential to establish the chemical and physical stability of each medication compound, as well as its safety by identifying its degradation profiles and products. Although few studies have been conducted to provide evidence on the physicochemical stability of pharmaceuticals during space missions, the data suggests that the spaceflight environment may promote degradation in some pharmaceuticals. Formulary drug purity and efficacy should be verified by pharmaceutical stability assessments, and can be realized non-destructively, and accessed in remote environments. Non-destructive pharmaceutical analysis and statistical modelling techniques could optimize exploration spaceflight medical care by enabling early detection of suboptimal therapeutics. Likewise, novel packaging, storage strategies, and dosage form innovations are promising countermeasures to optimize pharmaceutical shelf life, purity, and quality of exploration spaceflight medications. As we prepare for more distant exploration missions, risk management planning for astronaut healthcare should include the assembly of a medication formulary that is comprehensive enough to prevent or treat anticipated medical events, remains safe and chemically stable, and retains sufficient potency to last for the duration of the mission. Following extensive review of the literature, we will present innovative formulary optimization strategies, pharmaceutical stability assessment techniques, and storage and packaging solutions that could enhance drug safety and efficacy for future exploration spaceflight missions.

Vernie R Daniels↗

DOE OSTI2023

Distributed Energy Resource Management Systems: Preserving Customer Privacy through K-Anonymity

The smart grid represents the next generation of electricity distribution systems that utilizes recent technological innovations. It uses digital communication between its components and entities to attain more automation, self-sufficiency, and reliability. One of the many concerns in smart grid digital communication discussions is the possibility of violating customers’ privacy. Violating customers’ privacy imposes a significant barrier as smart grid desirable attributes are tightly tied to customers’ participation. Employing privacy models can address concerns regarding information privacy in smart grid digital communication. In this work, we provide an approach to utilizing K-anonymity to ensure data within the system excludes Personally Identifiable Information. Results suggest that a dynamically generated generalization hierarchy minimizes information loss incurred by the anonymization process.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗

NASA NTRS1999

Management of Guidance, Navigation, and Control Technologies for Spacecraft Formations Under the NASA Cross Enterprise Technology Development Program (CETDP)

Breakthrough technology development is critical to securing the future of our space industry. The National Aeronautics and Space Administration (NASA) Cross-Enterprise Technology Development Program (CETDP) is developing critical space technologies that enable innovative and less costly missions, and spawn new mission opportunities through revolutionary, long-term, high-risk, high-payoff technology advances. The CETDP is a NASA-wide activity managed by the Advanced Technology and Mission Studies Division (AT&MS) at Headquarters Office of Space Science. Program management for CETDP is distributed across the multiple NASA Centers and draws on expertise throughout the Agency. The technology research activities are organized along Project-level divisions called thrust areas that are directly linked to the Agency's goals and objectives of the Enterprises: Earth Science, Space Science, Human Exploration and Development of Space; and the Office of the Chief Technologist's (OCT) strategic technology areas. Cross-Enterprise technology is defined as long-range strategic technologies that have broad potential to span the needs of more than one Enterprise. Technology needs are identified and prioritized by each of the primary customers. The thrust area manager (TAM) for each division is responsible for the ultimate success of technologies within their area, and can draw from industry, academia, other government agencies, other CETDP thrust areas, and other NASA Centers to accomplish the goals of the thrust area. An overview of the CETDP and description of the future directions of the thrust area called Distributed Spacecraft are presented in this paper. Revolutionary technologies developed within this thrust area will enable the implementation of a spatially distributed network of individual vehicles, or assets, collaborating as a single collective unit, and exhibiting a common system-wide capability to accomplish a shared objective. With such a capability, new Earth and space science measurement concepts become a reality.

Hartman, Kathy↗

DOE OSTI2022

Transformational Solid Oxide Fuel Cell (SOFC) Technology

This project was conducted under the Co-operative Agreement No. DE-FE0027584 with the US Department Energy to developed advanced Solid Oxide Fuel Cell (SOFC) Technologies. The overall objective of this project was to advance SOFC technology at the cell and stack level to enhance cell robustness and durability, increase performance, and reduce balance-of-plant (BOP) requirements. By reducing system complexity combined with the increases in power density and efficiency, the ultimate goal of the project was to increased reliability and to reduce capital and operating costs of installed systems. The project was focused on pathways that will reduce the cost of the SOFC cell and stack, including the following areas: Robust, redox tolerant cell technology Lower cost cell manufacturing through advances in cell design, which will reduce the amount of material, energy and time used in the fabrication of SOFCs High performance, low temperature electrolyte based on improvement of established materials Innovative SOFC stack architecture which truly integrates Balance of Plant functionality into the stack level design Thermal management of the fuel cell stack for increased durability and expanded window of operation Novel stack design amenable for use in sub-MW to multi-MW-scale power plants and having low replacement cost The incorporation of balance-of-plant (BOP) equipment into the stack platform increased the economic viability of smaller scale systems. The project objectives were met by a multi-prong approach, including new cell design complemented with modifications to existing cell technology, as well as a new stack design incorporating components typically included in the BOP, such as heat exchangers, oxidizer, fuel reformers, and recycle systems. The project culminated with demonstration of a stack test validating the viability of the cell and stack improvements. A cost model was also developed to estimate costs for the advanced stack technology at high volume manufacturing levels. The net outcome of the project is SOFC cell and stack technology with costs significantly below current DOE targets without compromising and, in some cases, improving on the performance and degradation rate demonstrated with the current state-of-the-art stack design. The results of this project advanced the reliability, robustness, and endurance of low-cost SOFC technology that ultimately are ready to be deployed in coal power systems with greater than 60 percent efficiency (based on higher heating value of fuel) and the capability for ≥97% CO 2 capture at a cost-of-electricity that is approximately 40 percent below presently available Integrated Gasification Combined Cycle systems.

03 NATURAL GAS↗