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This paper discusses commercial space policy for the State of Florida in the context of state initiatives for general technology and economic development. The paper also compares Florida's commercial space initiatives to national space policies and describes mechanisms for transferring space related technologies and research to Florida businesses for subsequent development and commercialization.
The objectives of this project were to quantify, assess, and plan to enable the transformation of Uinta Basin earth resources, such as coal, oil shale, resin, rare earth elements, and critical minerals into high value metal, mineral, and carbon-based products. The specific major goals were 1) basinal assessments and initial planning (Task 2), 2) basinal assessment for waste stream reuse with associated plan development (Task 3), 3) basinal strategies development for infrastructure, industries, and business (Task 4), 4) technology assessment, development, and field-testing plan (Task 5), 5) technology innovation center plan (Task 6), and 6) stakeholder outreach and education plan (Task 7).
Mississippi’s electric grid resilience challenges are linked to an intersection of complex socioeconomic, ecological, technological, historical, and political challenges, exacerbated by increasing severe weather like flooding and tornado events. The state’s legacy of underinvestment in critical energy infrastructure, particularly in rural areas and vulnerable floodplains, have stressed an aging grid, creating long-lasting disruptions in electric service during weather-related outages. Effective emergency management and preparedness is further hampered by a lack of coordination across local, county, and regional scales. Using the TASTI-GRID platform and partnership with Oak Ridge National Laboratory (ORNL), Mississippi is developing a comprehensive regional resilience strategy to overcome energy security and reliability challenges, mitigating the impacts of natural hazards, and positioning Mississippi as a resilient and premier destination for residents, businesses, and economic development.
The NASA Space Launch Initiative (SLI) was initiated in early 2001 to conduct technology development and to reduce the business and technical risk associated with developing the next-generation reusable launch system. In the field of main propulsion, two LOXLH2 rocket engine systems, the Pratt & Whitney / Aerojet Joint Venture (JV) COBRA and the Rocketdyne RS-83, were funded to develop a safe, economical, and reusable propulsion system. Given that a large-thrust reusable rocket engine program had not been started in the U.S. since 1971, with the Space Shuttle Main Engine (SSME), this provided an opportunity to build on the experience developed on the SSME system, while exploiting advances in technology that had occurred in the intervening 30 years. One facet of engine development that was identified as being especially vital in order to produce an optimal system was in the areas of operability and maintainability. In order to achieve the high levels of performance required by the Space Shuttle, the SSME system is highly complex with very tight tolerances and detailed requirements. Over the lifetime of the SSME program, the engine has required a high level of manpower to support the performance of inspections, maintenance (scheduled and unscheduled) and operations (prelaunch and post-flight). As a consequence, the labor- intensive needs of the SSME provide a significant impact to the overall cost efficiency of the Space Transportation System (STS). One of the strategic goals of the SLI is to reduce cost by requiring the engine(s) to be easier (Le. less expensive) to operate and maintain. The most effective means of accomplishing this goal is to infuse the operability and maintainability features into the engine design from the start. This paper discusses some of the operational issues relevant to a reusable LOx/LH2 main engine, and the means by which their impact is mitigated in the design phase.
Creating long-duration, high-powered lasers, for satellites, that can withstand the type of optical misalignment and damage dished out by the unforgiving environment of space, is work that is unique to NASA. It is complicated, specific work, where each step forward is into uncharted territory. In the 1990s, as this technology was first being created, NASA gave free reign to a group of "laser jocks" to develop their own business model and supply the Space Agency with the technology it needed. It was still to be a part of NASA as a division of Goddard Space Flight Center, but would operate independently out of a remote office. The idea for this satellite laboratory was based on the Skunk Works concept at Lockheed Martin Corporation. Formerly known as the Lockheed Corporation, in 1943, the aerospace firm, realizing that the type of advanced research it needed done could not be performed within the confines of a larger company, allowed a group of researchers and engineers to essentially run their own microbusiness without the corporate oversight. The Skunk Works project, in Burbank, California, produced America s first jet fighter, the world s most successful spy plane (U-2), the first 3-times-the-speed-of-sound surveillance aircraft, and the F-117A Nighthawk Stealth Fighter. Boeing followed suit with its Phantom Works, an advanced research and development branch of the company that operates independent of the larger unit and is responsible for a great deal of its most cutting-edge research. NASA s version of this advanced business model was the Space Lidar Technology Center (SLTC), just south of Goddard, in College Park, Maryland. Established in 1998 under a Cooperative Agreement between Goddard and the University of Maryland s A. James Clark School of Engineering, it was a high-tech laser shop where a small group of specialists, never more than 20 employees, worked all hours of the day and night to create the cutting- edge technology the Agency required of them. Drs. Robert Afzal and Joseph Dallas were directors of the SLTC, and led the development and production of active spaceborne, remote-sensing, optical instruments. As a pioneer in the area of photonics, Dr. Dallas led basic research, development, and production of semiconductor laser diode products, improving coupling efficiency through novel physical optics modeling and intracavity phase-correction techniques. He worked for NASA for 15 years, 11 of which were as a civil servant, and 4 of which were as a contractor.
Technologies to fabricate and test optical components are required for NASA to accomplish its highest priority science missions. For example, the NRC ASTRO2010 Decadal Survey states that an advanced large-aperture UVOIR telescope is required to enable the next generation of compelling astrophysics and exo-planet science; and that present technology is not mature enough to affordably build and launch any potential UVOIR mission concept. The NRC 2012 NASA Space Technology Roadmaps and Priorities report states that the highest priority technology in which NASA should invest to 'Expand our understanding of Earth and the universe' is a new generation of astronomical telescopes. And, each of the Astrophysics division Program Office Annual Technology Reports (PATR), identifies specific technology needs. NASA has a variety of programs to fund enabling technology development: SBIR (Small Business Innovative Research); the ROSES APRA and SAT programs (Research Opportunities in Space and Earth Science; Astrophysics Research and Analysis program; Strategic Astrophysics Technology program); and several Office of the Chief Technologist (OCT) technology development programs.
Over the last five years, NASA has invested in development of sub-models to improve the current capabilities of Computational Fluid Dynamics (CFD) codes utilized for cryogenic fluid management (CFM) predictions. The goal is for the submodels to be modular so that they can easily be implemented into NASA’s CFD codes such as ANSYS Fluent, Siemens STAR-CCM+, and Streamline Numerics Loci-Stream. These technologies are being developed through Small Business Innovative Research (SBIR) and Small Business Technology Transfer (STTR) contracts under the CFM subtopic solicitation and funded by the CFM Portfolio Project. All contracts presented include cryogenic experiments to enable model validation. A sub-grid boiling model has been developed by Combustion Research and Flow Technology Inc. and Massachusetts Institute of Technology for cryogenic line chilldown predictions and has completed Phase III. A spray chill-and-fill model for cryogenic tankage is being developed by Combustion Research and Flow Technology Inc. and University of Connecticut and is currently in Phase II. Last, film condensation modeling to support cryogenic liquefaction was progressed through a Phase I contract with Combustion Research and Flow Technology Inc. and University of Connecticut. A summary of accomplishments for each contract is presented.
The evolving nature of the NASA space enterprise compels the agency to develop new and innovative space systems concepts. NASA, working with increasingly strained budgets and a declining manpower base, is attempting to transform from operational activities to procurement of commercial services. NASA's current generation reusable launch vehicle, the Shuttle, is in transition from a government owned and operated entity to a commercial venture to reduce the civil servant necessities for that program. NASA foresees its second generation launch vehicles being designed and operated by industry for commercial and government services. The "service" concept is a pioneering effort by NASA. The purpose the "service" is not only to reduce the civil servant overhead but will free up government resources for further research - and enable industry to develop a space business case so that industry can sustain itself beyond government programs. In addition, NASA desires a decreased responsibility thereby decreasing liability. The Second Generation Reusable Launch Vehicle (RLV) program is implementing NASA's Space Launch Initiative (SLI) to enable industry to develop the launch vehicles of the future. The Alternate Access to Station (AAS) project office within this program is chartered with enabling industry to demonstrate an alternate access capability for the International Space Station (ISS). The project will not accomplish this by traditional government procurement methods, not by integrating the space system within the project office, or by providing the only source of business for the new capability. The project funds will ultimately be used to purchase a service to take re-supply cargo to the ISS, much the same as any business might purchase a service from FedEx to deliver a package to its customer. In the near term, the project will fund risk mitigation efforts for enabling technologies. AAS is in some ways a precursor to the 2nd Generation RLV. By accomplishing ISS resupply with existing technologies, not only will a new category of autonomous vehicles deliver cargo, but a commercial business base will be incubated that will improve the likelihood of commercial convergence with the next generation of RLVs. Traditional paradigms in government management and acquisition philosophy are being challenged in order to bring about the objective of the AAS project. The phased procurement approach is proving to be the most questionable aspect to date. This work addresses the fresh approach AAS is adopting in management and procurement through a study of the AAS history, current solutions, key technologies, procurement complications, and an incremental forward plan leading to the purchase of a service to deliver goods to ISS. Included in this work is a discussion of the Commercial Space Act of 1998 and how it affects government purchase of space launch and space vehicle services. Industry should find these topics pertinent to their current state of business.
Current Business Environment, National Airspace Systems Overview, Technical Challenge Overview and Specifics.
In 1976 NASA awarded The Boeing Company a contract to develop IPAD (Integrated Programs for Aerospace-Vehicle Design). This contract included a requirement for Boeing to form an Industrial Technical Advisory Board (ITAB), with members representing major aerospace and computer companies. The purpose of this board was to guide the development of IPAD. The specific goal of IPAD is to increase United States aerospace industry productivity through the application of computers to manage engineering data. This goal clearly is attainable; in fact, IPAD's influence can reach beyond the aerospace industry to many businesses where product development is based on the design-building process. An enhanced IPAD, therefore, is a national asset of significance. The role of ITAB in guiding the development of this system is described.
Technology Access for Product Innovation (TAP-IN), the largest technology deployment project funded by TRP, was competitively selected through a national solicitation for proposals. TAP-IN was created to help companies access and apply defense technologies and help defense-dependent companies enter new commercial markets. Defense technologies included technologies developed by DoD, DOE, NASA, and their contractors. TAP-IN was structured to provide region-based technology access services that were able to draw on technology resources nationwide. TAP-IN provided expert assistance in all stages of the commercialization process from concept through prototype design to capital sourcing and marketing strategy. TAP-IN helped companies locate new technology, identify business partners, secure financing, develop ideas for new products, identify new markets, license technology, solve technical problems, and develop company-specific applications of federal technology. TAP-IN leveraged NASA's existing commercial technology network to create an integrated national network of organizations that assisted companies in every state. In addition to NASA's six regional technology transfer centers (RTTCs), TAP-IN included business and technology development organizations in every state, the Industrial Designers Society of America, and the Federal Laboratory Consortium (FLC).
In support of NASA’s evaluation of its future research thrusts for its hypersonics program, NASA commissioned independent studies of the market for commercial hypersonic transportation. SAIC and BryceTech (formerly Bryce Space and Technology) were awarded one of these independent studies to assist NASA in better understanding: (1) the passenger demand for high-speed aviation travel; (2) the pressures on the business case for developing and operating a hypersonic aircraft for the commercial aviation market; and (3) the non-technical (i.e., societal) barriers and challenges, including the steps NASA and the Government could take to overcome those barriers and challenges. Our approach to addressing these three tasks for NASA included modeling future demand and future business operations, considering global air transportation at speeds of Mach 2 to Mach 7. The team forecast premium air travel demand through 2060 and assessed the willingness of passengers of different income and wealth levels to pay to save time on flights between 800 city pairs. With the total addressable market defined, we examined industry-level business case viability for several aircraft speed and range cases. Considering operating and manufacturing costs for routes that could be serviced profitably, as well as typical profitability targets for the aviation industry, we quantified the level of RDT&E funding available to support each business case.
In support of NASA’s evaluation of its future research thrusts for its hypersonics program, NASA commissioned independent studies of the market for commercial hypersonic transportation. SAIC and BryceTech (formerly Bryce Space and Technology) were awarded one of these independent studies to assist NASA in better understanding: (1) the passenger demand for high-speed aviation travel; (2) the pressures on the business case for developing and operating a hypersonic aircraft for the commercial aviation market; and (3) the non-technical (i.e., societal) barriers and challenges, including the steps NASA and the Government could take to overcome those barriers and challenges. Our approach to addressing these three tasks for NASA included modeling future demand and future business operations, considering global air transportation at speeds of Mach 2 to Mach 7. The team forecast premium air travel demand through 2060 and assessed the willingness of passengers of different income and wealth levels to pay to save time on flights between 800 city pairs. With the total addressable market defined, we examined industry-level business case viability for several aircraft speed and range cases. Considering operating and manufacturing costs for routes that could be serviced profitably, as well as typical profitability targets for the aviation industry, we quantified the level of RDT&E funding available to support each business case.
Technology innovation, market demand, and the potential impacts of a changing climate are driving the marine renewable energy (MRE) industry to develop market-ready systems to provide low-carbon electricity for emerging, off-grid markets. The advanced operational and information technology devices used in MRE systems create a pathway for a cyber threat actor to gain unauthorized access to data or disrupt operation. To improve the resiliency of MRE systems as a predictable, affordable, and reliable source of energy from oceans and rivers, guidance was developed for an end users' organization that describes a framework for identifying and managing cybersecurity risk. The development of the cybersecurity guidance is based on standards described in the Risk Management Framework and Cybersecurity Framework developed by the National Institute of Standards and Technology (NIST). This paper is the first of a two-part series that describes an approach to determine the cybersecurity risk for MRE systems based on assessing potential cyber threats, identifying vulnerabilities (people, processes, and technology, including physical and operational environment), and evaluating the consequences a cyberattack would have on operation of the MRE system and impact on end users' mission and business objectives. MRE developers and stakeholders can use this approach to assess their current cybersecurity risk posture to incorporate appropriate cybersecurity controls to reduce the consequences and impacts from a cyberattack on MRE systems. This approach can be refined further as MRE systems are deployed and operational configurations are available.
Gulfstream Aerospace Corporation, Savannah, GA, used a version of a NASA program called WIBCO to design a wing for the Gulfstream IV (G-IV) which will help to reduce transonic drag (created by shock waves that develop as an airplane approaches the speed of sound). The G-IV cruises at 88 percent of the speed of sound, and holds the international record in its class for round-the-world flight. They also used the STANS5 and Profile programs in the design. They will use the NASA program GASP to help determine the gross weight, range, speed, payload and optimum wing area of an intercontinental supersonic business jet being developed in cooperation with Sukhoi Design Bureau, a Soviet organization.
Web-based collaborative systems have assumed a pivotal role in the information systems development arena. While business to customers (B-to-C) and business to business (B-to-B) electronic commerce systems, search engines, and chat sites are the focus of attention, web-based systems span the gamut of information systems that were traditionally confined to internal organizational client server networks. For example, the Domino Application Server allows Lotus Notes (trademarked) uses to build collaborative intranet applications and mySAP.com (trademarked) enables web portals and e-commerce applications for SAP users. This paper presents the experiences in the development of one such system: Postdoc, a government off-the-shelf web-based collaborative environment. Issues related to the design of web-based collaborative information systems, including lessons learned from the development and deployment of the system as well as measured performance, are presented in this paper. Finally, the limitations of the implementation approach as well as future plans are presented as well.
NASA Glenn Research Center (GRC) is currently leading the development of multiple electric propulsion systems to flight readiness. The Advanced Electric Propulsion System is a 12.5 kW Hall thruster system that is being developed by the Solar Electric Propulsion Technology Demonstration Mission (SEP TDM) project, under the sponsorship of the Space Technology Mission Directorate. NASA's Evolutionary Xenon Thruster-Commercial (NEXT-C) is 7 kW class gridded ion thruster system that being developed under the sponsorship of the Science Mission Directorate. NASA GRC is also providing electric propulsion discipline support to the Power and Propulsion Element and the Double Asteroid Redirection Test (DART) missions, which will be the first applications for these technologies, respectively. Lower technology readiness level (TRL) projects are underway for applications including CubeSats, small spacecraft and Mars exploration vehicles. Under the sponsorship of the Small Spacecraft Technology Program, NASA GRC has performed numerous independent verification and validation tests of CubeSat class electric propulsion systems in support of a growing number of small US businesses that are developing these systems. Lastly, three technology development efforts focused on 100 kW EP strings led by Aerojet Rocketdyne, Ad Astra and MSNW were recently completed.
Because of their capital-intensive operation, wind energy systems that are competitive in terms of the cost of the energy that they produce lead to risk-reward trade-offs that make their business cases less favorable than those of conventional energy generation technologies. However, wind energy systems tend to be designed to maximize energy production or minimize cost of energy rather than to maximize their business cases. In this work, we attempt to exploit designs specifically tailored to business cases. We develop a novel framework for analyzing energy systems that ties their design variables to monthly operating incomes using simple models and historical hourly market and resource data. Using this approach, we demonstrate that for a wind site with abundant wind resource in the California Independent System Operator market, we can control the trade-off between mean and 5th percentile monthly returns by choosing the specific power of the turbine at a fixed modeled initial capital cost. Our framework gives a measure of the risk-reward spectrum of energy generation assets that could be built at a given site with respect to the sub-annual resource/market variation.