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Funding and Strategic Alignment Guidance for Infusing Small Business Innovation Research Technology into NASA Programs Associated with the Science Mission Directorate

This report is intended to help NASA program and project managers incorporate Small Business Innovation Research/Small Business Technology Transfer (SBIR/STTR) technologies that have gone through Phase II of the SBIR program into NASA Science Mission Directorate (SMD) programs. Other Government and commercial project managers can also find this information useful.

earth science↗

Funding and Strategic Alignment Guidance for Infusing Small Business Innovation Research Technology Into Human Exploration and Operations Mission Directorate Projects for 2016

This report is intended to help NASA program and project managers incorporate Small Business Innovation Research Small Business Technology Transfer (SBIR/STTR) technologies into NASA Human Exploration and Operations Mission Directorate (HEOMD) projects. Other Government and commercial projects managers can also find this useful. Space Transportation; Life Support and Habitation Systems; Extra-Vehicular Activity; High EfficiencySpace Power; Human Exploration and Operations Mission,

Space Transportation; Life Support and Habitation ↗

Funding and Strategic Alignment Guidance for Infusing Small Business Innovation Research Technology into NASA Programs Associated with the Aeronautics Research Mission Directorate

This report is intended to help NASA program and project managers incorporate Small Business Innovation Research/Small Business Technology Transfer (SBIR/STTR) technologies that have gone through Phase II of the SBIR program into NASA Aeronautics and Mission Directorate (ARMD) programs. Other Government and commercial program managers can also find this information useful.

safety system↗

Funding and Strategic Alignment Guidance for Infusing Small Business Innovation Research Technology Into NASA Programs Associated With the Human Exploration and Operations Mission Directorate

This report is intended to help NASA program and project managers incorporate Small Business Innovation Research/Small Business Technology Transfer (SBIR/STTR) technologies that have gone through Phase II of the SBIR program into NASA Human Exploration and Operations Mission Directorate (HEOMD) programs. Other Government and commercial project managers can also find this information useful.

space and flight support.↗

White-collar productivity and quality issues; Proceedings of the Symposium on Productivity and Quality: Strategies for Improving Operations in Government and Industry, Washington, DC, September 25, 26, 1984

Techniques for improving the productivity of white-collar workers while maintaining high product quality are examined in reviews and reports. The emphasis is on the application of strategies developed in the private sector to government-agency and aerospace-industry operations. Topics discussed include international competition, organizational attitudes and orientation, management practices, education and training, renewing large organizations, encouraging innovation, national initiatives, employee involvement, management involvement, and applications of new technology.

Gerard, M.↗

NASA Flexible Screen Propellant Management Device (PMD) Demonstration With Cryogenic Liquid

While evaluating various options for liquid methane and liquid oxygen propellant management for lunar missions, Innovative Engineering Solutions (IES) conceived the flexible screen device as a potential simple alternative to conventional propellant management devices (PMD). An apparatus was designed and fabricated to test flexible screen devices in liquid nitrogen. After resolution of a number of issues (discussed in detail in the paper), a fine mesh screen (325 by 2300 wires per inch) spring return assembly was successfully tested. No significant degradation in the screen bubble point was observed either due to the screen stretching process or due to cyclic fatigue during testing. An estimated 30 to 50 deflection cycles, and approximately 3 to 5 thermal cycles, were performed on the final screen specimen, prior to and between formally recorded testing. These cycles included some "abusive" pressure cycling, where gas or liquid was driven through the screen at rates that produced differential pressures across the screen of several times the bubble point pressure. No obvious performance degradation or other changes were observed over the duration of testing. In summary, it is felt by the author that these simple tests validated the feasibility of the flexible screen PMD concept for use with cryogenic propellants.

Wollen, Mark↗

Preconceptual Design of Irradiated Fuel Salt Management System

The National Reactor Innovation Center was established by the U.S. Department of Energy to accelerate the demonstration and deployment of advanced nuclear reactors. To meet this mission, the National Reactor Innovation Center has developed the Laboratory for Operations and Testing in the U.S. (LOTUS) to support the first fast-spectrum molten salt reactor demonstration. The goal of this research is to understand the system requirements that may be applied to a molten salt reactor experiment in the LOTUS test bed and to perform systems analyses and preconceptual development of a storage container for the management of the irradiated molten salt fuel. This study proposes a set of irradiated fuel salt management processes for the molten salt reactor, from defueling to storage or disposal. For that, the historic Molten Salt Reactor Experiment (MSRE) at Oak Ridge National Laboratory has served as a crucial source of data for a mock application. This paper proposes a potential geometry for storing irradiated fuel salt based on MSRE data and the Monte Carlo N-Particle radiation transport code. The geometry was analyzed for criticality safety under abnormal situations, such as water ingress and interaction between containers. Based on the determined configuration of the storage system, the decay heat produced from the irradiated fuel salts was calculated to provide a reasonable time scale of the dormancy period. Using the same geometry assumed above, the neutron and gamma dose rates from the irradiated fuel salt at the end of the dormancy period were estimated, which will be useful for understanding the handling and radiation protection requirements for handling the irradiated fuel salt. Lastly, a reactor in the LOTUS test bed could use chloride-based fuel as opposed to the fluoride-based fuel used in MSRE. Thus, a literature study provided data to understand the similarities and differences between the characteristics of fluoride- and chloride-based salts in terms of salt chemistry, material characteristics, postirradiation behavior, neutronics, thermal hydraulics, and heat removal. This study, together with the proposed irradiated fuel salt management processes, preliminary criticality calculations, decay heat, and dose rate estimates, provides a strong basis for future investigation into the management of irradiated fuel salts generated during molten salt reactor technology demonstrations.

11 NUCLEAR FUEL CYCLE AND FUEL MATERIALS↗

Exploration Systems Development (ESD) Approach to Enterprise Risk Management

The National Aeronautics and Space Administration (NASA) Exploration Systems Development (ESD) Division has implemented an innovative approach to Enterprise Risk Management under a unique governance structure and streamlined integration model. ESD's mission is to design and build the capability to extend human existence to deep space. The Enterprise consists of three Programs: Space Launch System (SLS), Orion, and Ground Systems Development and Operations (GSDO). The SLS is a rocket and launch system that will be capable of powering humans, habitats, and support systems to deep space. Orion will be the first spacecraft in history capable of taking humans to multiple destinations within deep space. GSDO is modernizing Kennedy's spaceport to launch spacecraft built and designed by both NASA and private industry. ESD's approach to Enterprise Risk Management is commensurate with affordability and a streamlined management philosophy. ESD Enterprise Risk Management leverages off of the primary mechanisms for integration within the Enterprise. The Enterprise integration approach emphasizes delegation of authority to manage and execute the majority of cross-program activities and products to the individual Programs, while maintaining the overall responsibility for all cross-program activities at the Division. The intent of the ESD Enterprise Risk Management approach is to improve risk communication, to avoid replication and/or contradictory strategies, and to minimize overhead process burden. This is accomplished by the facilitation and integration of risk information within ESD. The ESD Division risks, Orion risks, SLS risks, and GSDO risks are owned and managed by the applicable Program. When the Programs have shared risks with multiple consequences, they are jointly owned and managed. When a risk is associated with the integrated system that involves more than one Program in condition, consequence, or mitigation plan, it is considered an Exploration Systems Integration (ESI) Risk. An ESI risk may require visibility and risk handling by multiple organizations. The Integrated Risk Working Group (IRWG) is a small team of Risk experts that are responsible for collaborating and communicating best practices. In addition, the forum facilitates proper integration of risks across the Enterprise. The IRWG uses a Continuous Risk Management approach for facilitating the identification, analysis, planning, tracking, and controlling of ESI Risks. The ESD Division, Programs, and Integrated Task Teams identify ESI Risks. The IRWG maintains a set of metrics for understanding Enterprise Risk process and the overall Risk Posture. The team is also actively involved in the modeling of risk for Enterprise Performance Management. With the Enterprise being constrained in Schedule and Budget, and with significant technical complexity, the appropriate use of Risk Management techniques is crucial to the success of the Enterprise. The IRWG achieves this through the modified approach, providing a forum for collaboration on risks that cross boundaries between the separate entities.

Bauder, Stephen P.↗

Advancing Urban Water Resilience: Coproducing Knowledge through Civic–Academic Global Partnerships on Water and Climate

As extreme weather events become more pronounced, the vulnerabilities associated with the urban water supply and wastewater systems in megacities are intensified in multiple interconnected dimensions. These multifaceted water challenges can benefit from enhanced cross-sectoral collaboration and sharing of critical knowledge, which are essential for sustainable and adaptive water governance frameworks. In this context, the Megacity Alliance for Water and Climate (MAWAC)–Europe and North America Region (ENAR) Working Group convened a workshop in March 2023, followed by a subsequent workshop in London, United Kingdom, from 11 to 13 September 2024. These workshops aimed to investigate and devise solutions for the cascading hazards with water systems. The solutions examined various aspects focused on climate adaptation and mitigation, stormwater management, and the governance of water and wastewater systems. Additionally, discussions highlighted the importance of community engagement, economic considerations, equity, and effective communication in addressing these pressing challenges. Over the course of 3 days, experts from academia, government agencies, and industry engaged in meaningful discussions on digital modeling for integrated water management, climate-informed urban planning, and public–private–academic partnerships (Fig. 1). Case studies from cities such as New York, Los Angeles, London, Paris, and Chicago highlighted innovative governance strategies for managing water and wastewater systems, promoting water reuse, planning infrastructure, and fostering stakeholder-driven and stakeholder-informed adaptation. The workshop participants emphasized the need for data-driven decision-making, scalable governance models, and knowledge-sharing networks to enhance urban water governance for sustainability and resilience. This workshop report presents the key takeaways from the 3-day convening, providing a roadmap for integrating scientific research, policy frameworks, and emerging technologies to address water challenges faced by megacities.

Hydrologic models↗

Revolutionizing thermal Management in Next-Generation AI data centers: Challenges and breakthrough innovations

Data centers (DCs) serve as critical infrastructure for powering the growth and evolution of AI. Next-generation AI DCs present unique challenges in thermal management driven by unprecedented computational demands. This paper provides a comprehensive summary of key stakeholder perspectives on technology gaps, infrastructure requirements, test bed needs, emerging opportunities, and preliminary solutions related to thermal management for AI DCs. It establishes six strategic pillars of thermal management for next generation AI DC: reliability, deployability, efficiency, resilience, measurability, and valorization. The discussion spans a range of critical topics, including advanced cooling technologies, thermal strategies for emerging modular and edge DCs, system-level optimization and control frameworks, infrastructure planning and grid integration designs, benchmarking approaches, and pathways for waste heat recovery and reuse. The proposed research, development, and demonstration efforts are aimed at accelerating the deployment of AI DCs while ensuring energy efficiency, reliability, safety, and regulatory compliance.

Wang, Pengtao [ORNL] (ORCID:0000000214713429)↗

NASA Human Health and Performance Strategy

In May 2007, what was then the Space Life Sciences Directorate, issued the 2007 Space Life Sciences Strategy for Human Space Exploration. In January 2012, leadership and key directorate personnel were once again brought together to assess the current and expected future environment against its 2007 Strategy and the Agency and Johnson Space Center goals and strategies. The result was a refined vision and mission, and revised goals, objectives, and strategies. One of the first changes implemented was to rename the directorate from Space Life Sciences to Human Health and Performance to better reflect our vision and mission. The most significant change in the directorate from 2007 to the present is the integration of the Human Research Program and Crew Health and Safety activities. Subsequently, the Human Health and Performance Directorate underwent a reorganization to achieve enhanced integration of research and development with operations to better support human spaceflight and International Space Station utilization. These changes also enable a more effective and efficient approach to human system risk mitigation. Since 2007, we have also made significant advances in external collaboration and implementation of new business models within the directorate and the Agency, and through two newly established virtual centers, the NASA Human Health and Performance Center and the Center of Excellence for Collaborative Innovation. Our 2012 Strategy builds upon these successes to address the Agency s increased emphasis on societal relevance and being a leader in research and development and innovative business and communications practices. The 2012 Human Health and Performance Vision is to lead the world in human health and performance innovations for life in space and on Earth. Our mission is to enable optimization of human health and performance throughout all phases of spaceflight. All HHPD functions are ultimately aimed at achieving this mission. Our activities enable mission success, optimizing human health and productivity in space before, during, and after the actual spaceflight experience of our crews, and include support for ground-based functions. Many of our spaceflight innovations also provide solutions for terrestrial challenges, thereby enhancing life on Earth. Our strategic goals are aimed at leading human exploration and ISS utilization, leading human health and performance internationally, excelling in management and advancement of innovations in health and human system integration, and expanding relevance to life on Earth and creating enduring support and enthusiasm for space exploration.

Davis, Jeffrey R.↗

NASA Human Health and Performance Strategy

In May 2007, what was then the Space Life Sciences Directorate, issued the 2007 Space Life Sciences Strategy for Human Space Exploration. In January 2012, leadership and key directorate personnel were once again brought together to assess the current and expected future environment against its 2007 Strategy and the Agency and Johnson Space Center goals and strategies. The result was a refined vision and mission, and revised goals, objectives, and strategies. One of the first changes implemented was to rename the directorate from Space Life Sciences to Human Health and Performance to better reflect our vision and mission. The most significant change in the directorate from 2007 to the present is the integration of the Human Research Program and Crew Health and Safety activities. Subsequently, the Human Health and Performance Directorate underwent a reorganization to achieve enhanced integration of research and development with operations to better support human spaceflight and International Space Station utilization. These changes also enable a more effective and efficient approach to human system risk mitigation. Since 2007, we have also made significant advances in external collaboration and implementation of new business models within the directorate and the Agency, and through two newly established virtual centers, the NASA Human Health and Performance Center and the Center of Excellence for Collaborative Innovation. Our 2012 Strategy builds upon these successes to address the Agency's increased emphasis on societal relevance and being a leader in research and development and innovative business and communications practices. The 2012 Human Health and Performance Vision is to lead the world in human health and performance innovations for life in space and on Earth. Our mission is to enable optimization of human health and performance throughout all phases of spaceflight. All HH&P functions are ultimately aimed at achieving this mission. Our activities enable mission success, optimizing human health and productivity in space before, during, and after the actual spaceflight experience of our crews, and include support for ground-­‐ based functions. Many of our spaceflight innovations also provide solutions for terrestrial challenges, thereby enhancing life on Earth. Our strategic goals are aimed at leading human exploration and ISS utilization, leading human health and performance internationally, excelling in management and advancement of innovations in health and human system integration, and expanding relevance to life on Earth and creating enduring support and enthusiasm for space exploration.

Davis, Jeffrey R.↗

Software for Managing an Archive of Images

This is a revised draft by Innovators concerning the report on Software for Managing and Archive of Images.The SSC Multimedia Archive is an automated electronic system to manage images, acquired both by film and digital cameras, for the Public Affairs Office (PAO) at Stennis Space Center (SSC). Previously, the image archive was based on film photography and utilized a manual system that, by todays standards, had become inefficient and expensive. Now, the SSC Multimedia Archive, based on a server at SSC, contains both catalogs and images for pictures taken both digitally and with a traditional film-based camera, along with metadata about each image.

Hallai, Charles↗

Cultivating a Grassroots Aerospace Innovation Culture at NASA Ames Research Center

This paper details the adaptation of specific 'knowledge production' methods to implement a first of its kind, grassroots event that provokes a cultural change in how the NASA Ames civil servant community engages in the creation and selection of innovative ideas. Historically, selection of innovative proposals at NASA Ames Research Center is done at the highest levels of management, isolating the views and perspectives of the larger civil servant community. Additionally, NASA innovation programs are typically open to technical organizations and do not engage non-technical organizations to bring forward innovative processes/business practices. Finally, collaboration on innovative ideas and associated solutions tend to be isolated to organizational silos. In this environment, not all Ames employees feel empowered to innovate and opportunities for employee collaboration are limited. In order to address these issues, the 'innovation contest' method was adapted to create the NASA Ames Innovation Fair, a unique, grassroots innovation opportunity for the civil servant community. The Innovation Fair consisted of a physical event with a virtual component. The physical event provided innovators the opportunity to collaborate and pitch their innovations to the NASA Ames community. The civil servant community then voted for the projects that they viewed as innovative and would contribute to NASA's core mission, making this event a truly grassroots effort. The Innovation Fair website provided a location for additional knowledge sharing, discussion, and voting. On March 3rd, 2016, the 'First Annual NASA Ames Innovation Fair' was held with 49 innovators and more than 300 participants collaborating and/or voting for the best innovations. Based on the voting results, seven projects were awarded seed funding for projects ranging from innovative cost models to innovations in aerospace technology. Surveys of both innovators and Fair participants show the Innovation Fair was successful in fostering cross-organizational collaborations, soliciting participation of non-technical innovations, and increasing employee engagement in influencing the future of NASA Ames Research Center. The grassroots component of the Innovation Fair has been bench marked by the agency as a solid foundation for increasing employee engagement in the development of game changing aerospace technology and processes in support of NASA's mission.

Innovation↗

Space data management at the NSSDC (National Space Sciences Data Center): Applications for data compression

The National Space Science Data Center (NSSDC), established in 1966, is the largest archive for processed data from NASA's space and Earth science missions. The NSSDC manages over 120,000 data tapes with over 4,000 data sets. The size of the digital archive is approximately 6,000 gigabytes with all of this data in its original uncompressed form. By 1995 the NSSDC digital archive is expected to more than quadruple in size reaching over 28,000 gigabytes. The NSSDC digital archive is expected to more than quadruple in size reaching over 28,000 gigabytes. The NSSDC is beginning several thrusts allowing it to better serve the scientific community and keep up with managing the ever increasing volumes of data. These thrusts involve managing larger and larger amounts of information and data online, employing mass storage techniques, and the use of low rate communications networks to move requested data to remote sites in the United States, Europe and Canada. The success of these thrusts, combined with the tremendous volume of data expected to be archived at the NSSDC, clearly indicates that innovative storage and data management solutions must be sought and implemented. Although not presently used, data compression techniques may be a very important tool for managing a large fraction or all of the NSSDC archive in the future. Some future applications would consist of compressing online data in order to have more data readily available, compress requested data that must be moved over low rate ground networks, and compress all the digital data in the NSSDC archive for a cost effective backup that would be used only in the event of a disaster.

Green, James L.↗

A 100 kW-Class Technology Demonstrator for Space Solar Power

A first step in the development of solar power from space is the flight demonstration of critical technologies. These fundamental technologies include efficient solar power collection and generation, power management and distribution, and thermal management. In addition, the integration and utilization of these technologies into a viable satellite bus could provide an energy-rich platform for a portfolio of payload experiments such as wireless power transmission (WPT). This paper presents the preliminary design of a concept for a 100 kW-class free-flying platform suitable for flight demonstration of technology experiments. Recent space solar power (SSP) studies by NASA have taken a stepping stones approach that lead to the gigawatt systems necessary to cost-effectively deliver power from space. These steps start with a 100 kW-class satellite, leading to a 500 kW and then a 1 MW-class platform. Later steps develop a 100 MW bus that could eventually lead to a 1-2 GW pilot plant for SSP. Our studies have shown that a modular approach is cost effective. Modular designs include individual laser-power-beaming satellites that fly in constellations or that are autonomously assembled into larger structures at geosynchronous orbit (GEO). Microwave power-beamed approaches are also modularized into large numbers of identical units of solar arrays, power converters, or supporting structures for arrays and microwave transmitting antennas. A cost-effective approach to launching these modular units is to use existing Earth-to-orbit (ETO) launch systems, in which the modules are dropped into low Earth orbit (LEO) and then the modules perform their own orbit transfer to GEO using expendable solar arrays to power solar electric thrusters. At GEO, the modules either rendezvous and are assembled robotically into larger platforms, or are deployed into constellations of identical laser power-beaming satellites. Since solar electric propulsion by the modules is cost-effective for both self-transport of the modules from LEO to GEO, and for on-orbit stationkeeping and repositioning capability during the satellite’s lifetime, this technology is also critical in technology development for SSP. The 100 kW-class technology demonstrator will utilize advanced solar power collection and generation technologies, power management and distribution, advanced thermal management, and solar electric propulsion. State-of-the-art solar concentrators, highly efficient multi-junction solar cells, integrated thermal management on the arrays, and innovative deployable structure design and packaging make the 100 kW satellite feasible for launch on one existing launch vehicle. Early SSP studies showed that a major percentage of the on-orbit mass for power-beaming satellites was from massive power converters at the solar arrays, at the bus, at the power transmitter, or at combinations of these locations. Higher voltage mays and power management and distribution (PMAD) systems reduce or eliminate the need for many of these massive power converters, and could enable direct-drive of high-voltage solar electric thrusters. Lightweight, highly efficient thermal management systems are a critical technology that must be developed and flown for SSP feasibility. Large amounts of power on satellites imply that large amounts of waste heat will need to be managed. In addition, several of the more innovative lightweight configurations proposed for SSP satellites take advantage of solar concentrators that are intractable without advanced thermal management technologies for the solar arrays. These thermal management systems include efficient interfaces with the WPT systems or other high-power technology experiments, lightweight deployable radiators that can be easily integrated into satellite buses, and efficient reliable thermal distribution systems that can pipe heat from the technology experiments to the radiators. In addition to demonstrating the integration and use of these mission-critical technologies, the 100 kw-class satellite will provide a large experiment deck for a portfolio of technology experiments. Current plans for this technology demonstrator allow 2000 kg of payload capability and up to 100 kW of power. The technology experiments could include one or more wireless power transmission demonstrations, either to the Earth’s surface or to a suitable space-based receiver. Technology experiments to quantify the on-orbit performance of critical technologies for SSP or space exploration are welcomed. In addition, the technology experiments provide an opportunity for international cooperation, to advance technology readiness levels of SSP technologies that require flight demonstration. This paper will present the preliminary design for a 100 kW solar-powered satellite and a variety of technology experiments that may be suitable for flight demonstration. In addition, a space-to-Earth-surface WPT experiment will be discussed.

Connie Carrington↗

The Geothermal Data Repository: Ten Years of Supporting the Geothermal Industry with Open Access to Geothermal Data

The Department of Energy's (DOE) Geothermal Data Repository (GDR) is celebrating its tenth anniversary! Over the last decade it has grown from the simple idea of storing public data in a centralized location to a valuable tool at the center of the US geothermal scientific community and an integral part of the DOE Geothermal Technologies Office (DOE GTO) project management strategy. Researchers funded by the DOE GTO have contributed over 1,300 data submissions to the GDR. These data have been used to further advancements in geothermal science, economic analysis, exploration, research, development, and operational efficiency. The adoption of open data methodologies and a data management strategy that prioritizes universal open access and standardized, interoperable data have further increased the value of GDR data, making them available across a distributed network of data sharing partners and improving their utility to other industries and related fields, including material science and space exploration. Incorporating feedback from users has been critical to the GDR's success, allowing it to grow over the years to meet the evolving needs of the geothermal community. This paper will explore some of many changes that occurred throughout the GDRs tenure and the lessons learned along the way, as well as highlight some of the new features and recent improvements that been implemented to support innovation, reduce duplication of effort, and advance the geothermal industry as a whole.

access↗