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DOE OSTI2025

3D Radio Frequency Mapping and Polarization Observations Show Lightning Flashes Were Ignited by Cosmic‐Ray Showers

Previous 2D radio frequency interferometric observations showed that lightning is commonly started with a positive fast discharge (+FD) before a normal negative leader continues from the origin of the +FD to the ensuing lightning flash. However, the inception and development of the +FD cannot be convincingly explained by existing discharge theories. With our new 3D broadband interferometric mapping and polarization system, we observed that the +FD was sometimes followed by an even faster and more extensive negative discharge (−FD) that propagated backward and overshoot the origin by a few hundred meters, as reported by an earlier 2D study. Surprisingly, the signal polarization, which measures the orientation of the discharge current, systematically slanted from the discharge propagation direction and rotated between the two opposite discharges, showing the +FD and −FD were driven by other storm-independent factors in addition to the storm electric field, or otherwise all would align in the same direction. Assuming a cosmic-ray shower (CRS) piercing through the cloud immediately before the +FD/−FD discharge, we found that their path is consistent with a pre-ionized path by the CRS, and the polarizations for the two opposite discharges are consistent with the respective deflected trajectories of high-energy positrons and electrons in the geomagnetic and an electric field. We further analyzed the more commonly observed +FD and showed that it is consistent with the CRS interpretation, suggesting these flashes in thunderstorms were ignited by cosmic-ray showers.

58 GEOSCIENCES↗

DOE OSTI2026

Power-Hardware-in-the-Loop Experiments of a Microgrid with a Grid-Forming Battery Inverter

Microgrids continue to proliferate, and they are transitioning away from using conventional generating resources to increasingly relying on inverter-based resources (IBRs) as the voltage and frequency leaders. It is crucial to evaluate the capability of IBRs to provide microgrid stability and resilience. Hardware-in-the-loop (HIL) experiments were conducted to de-risk the field deployment of the San Diego Gas & Electric Company Borrego Springs Microgrid, where a battery inverter was upgraded with grid-forming (GFM) capability to serve as the island leader. This paper presents the HIL experimental results from an HIL test bed that uses a power-hardware-in-the-loop (PHIL) interface with a power inductor that was previously developed for PHIL simulations of microgrids where the inverters need to switch modes, i.e., between grid-following and GFM as the microgrid transitions between grid-connected and islanded operation. This paper presents more details on the interface and HIL simulation results of the planned islanding and load steps in islanded operation to show the effectiveness of the inverters in managing the voltage and frequency.

24 POWER TRANSMISSION AND DISTRIBUTION↗

DOE OSTI2025

Power-Hardware-in-the-Loop Experiments of a Microgrid With a Grid-Forming Battery Inverter: Preprint

24 POWER TRANSMISSION AND DISTRIBUTION↗

NASA NTRS2020

UAM Vision Concept of Operations (ConOps) UAM Maturity Level (UML) 4

This Vision ConOps is intended as a foundation to engage members of the UAM community and provide a consensus on the future vision of UAM operations. It provides a concept for more detailed discussion and a basis for the exploration of ideas using a common framework to inform the continued development and integration of UAM as part of the broader transportation system. Advanced Air Mobility (AAM) encompasses a range of innovative aviation technologies (small drones, electric aircraft, automated air traffic management, etc.) that are transforming aviation’s role in everyday life, including the movement of goods and people. Urban Air Mobility (UAM) represents one of the most exciting and complex AAM concepts with highly automated aircraft, providing commercial services to the public over densely populated cities. This concept has generated tremendous interest and industry investment. UAM envisages a future in which advanced technologies and new operational procedures enable practical, cost-effective air travel as an integral mode of transportation in metropolitan areas. It represents one of the most exciting and complex AAM concepts with highly automated aircraft providing commercial services to the public over densely populated cities. For this reason, the National Aeronautics and Space Administration (NASA) selected UAM as the initial goal of its AAM efforts and the focus of this Vision Concept of Operations (ConOps) document. UAM Community Vision ConOps: This Vision ConOps effort was led by experts from NASA’s Aeronautics Research Mission Directorate (ARMD) in collaboration with the Federal Aviation Administration (FAA) and Deloitte’s Ecosystem Advisory Group (a cohort of advisers with aviation, aerospace, and regulatory expertise). To develop this Vision ConOps, NASA, FAA, and Deloitte built upon the current body of aeronautical research and consulted with more than 100 stakeholder organizations. This UAM community includes entities ranging from legacy aviation leaders to innovators and new market entrants. Stakeholders consulted included the federal government, state and local government, aerospace original equipment manufacturers (OEMs), local transportation organizations, prospective UAM operators, academia, industry standards-setting bodies, airports, service suppliers, and others (as described in Appendix G). This input was captured through the following methods: • A series of more than two dozen interviews with industry experts, federal regulators, state and local governments, and industry trade groups provided insight into the challenges of UAM integration into the National Airspace System (NAS), as well as technology developments and a variety of perspectives as to how UAM systems will integrate. • A series of two-day community workshops enabling active, detailed engagement of nearly 100 industry, academic, federal, and state stakeholder individuals. These workshops, hosted by NASA and Deloitte, explored UAM concepts in detail, and stakeholders were invited to collaboratively analyze and propose solutions to some of the greatest conceptual challenges behind UAM at an intermediate state. • A review of more than 160 sources of UAM literature from across government, industry, and academia, which are listed in Appendix H. • The public sharing of workshop input and document drafts for review and input across the UAM community. Feedback in the form of more than 1,000 comments and inputs on the document was received from industry groups, individual companies, academia, and government (federal, state, and local), among others. Although effort was made to incorporate inputs from across the UAM stakeholder group, not all comments could ultimately be incorporated in this version. The team resolved conflicting comments or ideas while maintaining consistency with the known direction of regulators and ensuring the document was coherent and consistent. It is recognized that this is a rapidly evolving area and that concepts will likely change over time; as such, this Vision ConOps is a living document and is expected to evolve as concepts mature. The ConOps does, however, provide a vision of UAM concepts and solutions based on the broad insights from across the UAM stakeholder community at the time of its publication and is intended to serve as a UAM North Star for continued research and development of UAM. As a broad Vision ConOps, is not a detailed engineering document; rather, it focuses primarily on outlining a broad, high-level vision across all aspects of a UAM transportation system.

Urban Air Mobility↗

NASA NTRS2006

Shearography NDE of NASA COPV

1. 21 Composite Over-wrapped Pressure Vessels (COPV) consisting of Kevlar Space Shuttle Fleet Leaders and Graphite COPV were inspected at NASA WSTF, NM from Sept. 12 through Sept 16. 2. The inspection technique was Pressurization Shearography, tests designed to image composite material damage, degradation or design flaws leading to stress concentrations in the axial or hoop strain load path. 3. The defect types detected consisted of the following: a) Intentional impact damage with known energy. b) Un-intentional impact damage. c) Manufacturing defects. 4. COPV design features leading to strain concentrations detected include: a) Strain concentrations at bosses due to fiber closure pattern. b) Strain concentrations in body of COPV due to fiber wrap pattern. c) Strain concentrations at equator due to liner weld/fiber lay-up.

Newman, John W.↗

NASA NTRS1975

Regular radiation field pulses produced by intracloud lightning discharges

Sequences or bursts of uniform pulses have been recorded during a large fraction of intracloud lightning discharges in Florida and Arizona. The wave form of a typical pulse begins with a fast large-amplitude portion followed by a small and slowly varying overshoot. The full width and half maximum of the large amplitude peak is typically 0.75 microsec, and the time intervals between pulses are typically 5 microsec in both maritime and continental storms. The pulse shapes and interval times suggest that the source of these pulses in an intracloud dart-stepped leader process similar to that which has been photographed in discharges to ground.

Krider, E. P.↗

DOE OSTI2026

The Teller–Ulam Innovation at 75: An Idea that Changed the World and Disputes over Credit

The 1951 Teller–Ulam breakthrough led to the 1952 invention of the hydrogen bomb and set the template for subsequent thermonuclear weapons designs that have played a pivotal role in geopolitics. In the years that followed, disputes arose as to how credit should be apportioned. This article surveys the claims made by Teller and Ulam, as well as by top U.S. scientists who were working with them on the H-bomb project at Los Alamos, drawing on many sources that are not widely available. It is hoped that these documented opinions of key scientific leaders (Bethe, Wheeler, Bradbury, Garwin, and so on), together with the cover page of the H-bomb patent, will be of interest to readers. The opinions vary widely, and even Teller and Ulam changed their assessments with time, becoming more convinced of their own dominant role as they aged. The average of the opinions is that Teller deserves about two-thirds of the credit and Ulam, one-third. While these disputes might detract from the elegance of scientific progress, they do show that advances occur from collaboration, competition, and varying lines of attack; indeed, the key contributors to this innovation might be better named as Teller–Ulam–Fermi–Konopinski–de Hoffmann.

73 NUCLEAR PHYSICS AND RADIATION PHYSICS↗

DOE OSTI2026

Use of Power Hardware-in-the-Loop and Controller Hardware-in-the-Loop to De-Risk the Use Of Grid-Forming Fuel Cell Inverters in Microgrids

Microgrids continue to proliferate, particularly those that rely on inverter-based resources as the microgrid's voltage and frequency leader. Hardware-in-the-loop simulations can de-risk microgrid deployments, and therefore we need power-hardware-in-the-loop (PHIL) interfaces for grid-forming (GFM) inverters to enable simulations of seamless transitions between islanded and grid-connected operation. Such interfaces are particularly challenging when the inverters need to switch modes, i.e., between grid-following (GFL) and GFM as the microgrid transitions between grid-connected and islanded operation. This presentation shows the use of PHIL interfaces for such microgrids and the preliminary experimental results.

24 POWER TRANSMISSION AND DISTRIBUTION↗

NASA NTRS1994

Upward appraisal as a means for improving supervisory performance and promoting process improvement, with long-term implications for organizational change

This study represents the implementation phase of an organizational development project which was initiated last year in the Management Support Division (MSD) at Langley Research Center to diagnose organizational functioning. As a result of MSD survey data from last year's effort, a Quality Action Team was created to address the responses compiled from the MSD Organizational Assessment Questionnaire and Follow-Up Questionnaire. The team was officially named the MSD Employee Relations Improvement Team (MERIT). MERIT's goal was to analyze major concerns generated by the questionnaires and to present feasible solutions to management which would improve supervisory performance, promote process improvement; and ultimately, lead to a better organization. The team met weekly and was very disciplined in following guidelines needed to ensure a fully functioning team. Several TQM tools were used during the team process, including brainstorming and the cause and effect diagram. One of the products produced by MERIT was a 'report card', more formally known as an upward appraisal system, to evaluate supervisory performance in the division office, its three branches, and in teams. Major areas of emphasis on the 47 item report card were those identified by employees through the previously administered questionnaires as needing to be improved; specifically, training, recognition, teamwork, supervision and leadership, and communication. MERIT created an enlarged and modified version of the report card which enabled scores for each individual supervisor to be recorded on a separate form, along with summary results and employee comments. Report card results have been compiled and fed back to the Division Chief and Assistant Division Chief. These individuals will in turn, feed the results back to the remaining supervisors and the team leaders. Although results differ among supervisors, some similarities exist. Communication generally appears to be adequate, which represents an improvement over last year. In contrast, recognition and teamwork are the two major areas where improvement in supervisory performance seems to be most needed. The initial report card results will serve as a baseline against which future performance ratings will be compared. Once supervisors have been presented with their data and given an opportunity to analyze and discus the results, they will be assisted in developing an action plan for improving their performance and work processes. They will be provided with ongoing support from management in following through with the action plan.

Siegfeldt, Denise V.↗

NASA NTRS2004

ASK Magazine

In this issue, ASK writers explore ways to maintain their balance in their field of Project Management, and even what happens when they don't. From his own experiences. Colby Africa learned that pushing too hard can take a personal toll, even though his project was a success in the end. He looked back and asked himself. At what personal cost? Sometimes one of the most simple - and the most human way - of keeping oneself grounded is not to lose your sense of humor. Ray Morgan's story about a test flight gone bad tells how the sound of their model crashing to the ground was followed by the test team's hysterical laughter. The story, you will see, is much deeper. But the message in the example? Sometimes for no fault of our own. things just don t go as planned. One way of dealing with it is to be able to laugh at ourselves. Of course. a setback itself is not to be taken lightly, but a leader capable of lightening the moment is more likely to set a positive tone for the try, try again. Staying optimistic is important for team morale. specifically when a project is dealt a huge downsizing blow. After his project was cut significantly, Tom Sutliff was able to show his team that all was not lost and to help them focus on the fact that they still had a job to do. He had to balance the new project requirements with the fact that his team had been committed to the original prcject and would be personally affected. He stood back, got a new perspective. and upheld the positivity needed to lead them effectively. Even when you keep your chin up and work to the best of your ability, things still go wrong. It's human nature. People train for years to make it to the Olympics and blow their shot during one crucial second in the spotlight. For Marty Davis, his crucial second was when the contractor dropped his 3,000 pound spacecraft. Rather than point the finger at those around him. Marty stood up like a true leader and acknowledged what he could do better if ever in this situation again.

Laufer, Alexander↗

NASA NTRS2002

Activation Energy

Teaming is so common in today's project management environment that most of us assume it comes naturally. We further assume that when presented with meaningful and challenging work, project teams will naturally engage in productive activity to complete their tasks. This assumption is expressed in the simple (but false) equation: Team + Work = Teamwork. Although this equation appears simple and straightforward, it is far from true for most project organizations whose reality is a complex web of institutional norms based on individual achievement and rewards. This is illustrated by the very first successful team experience from my early Air Force career. As a young lieutenant, I was sent to Squadron Officer School, which was the first in the series of Air Force professional military education courses I was required to complete during my career. We were immediately formed into teams of twelve officers. Much of the course featured competition between these teams. As the most junior member of my team, I quickly observed the tremendous pressure to show individual leadership capability. At one point early in the course, almost everyone in our group was vying to become the team leader. This conflict was so intense that it caused us to fail miserably in our first outdoor team building exercise. We spent so much time fighting over leadership that we were unable to complete any of the events on the outdoor obstacle course. This complete lack of success was so disheartening to me that I gave our team little hope for future success. What followed was a very intense period of bickering, conflict, and even shouting matches as our dysfunctional team tried to cope with our early failures and find some way to succeed. British physician and researcher Wilfred Bion (Experiences in Groups, 1961) discovered that there are powerful psychological forces inherent in all groups that divert from accomplishing their primary tasks. To overcome these restraining forces and use the potential power of the team, greater emphasis must be placed on establishing and maintaining group cohesiveness. This relationship is expressed in the revised (true) mathematical equation: Team + Work (on the Team) = Teamwork.

Gadeken, Owen↗

NASA NTRSDate not supplied

Diversity and Inclusion in Spacecraft Science Teams: What Do We Know and What Can We Do About It?

Introduction: Not only does the planetary science community lack diversity [1-3], the subset of the community that participates on spacecraft science team is even less diverse than the community as a whole [1, 4]. Results of 2020 Workforce Survey: Previous studies of the diversity of members of spacecraft science teams made incorrect assumptions about the nature of the data before collecting the data. Those analyses assumed a binary gender and ignored the existence of planetary scientists who are neither men nor women [4-6]. We present here results where demographic data was collected without assumptions; each individual surveyed supplied their own answers to demographic questions. The April 2020 survey of Planetary Scientists, which was conducted by the Statistical Research Center of the American Institute of Physics (AIP) and funded by the American Astronomical Society (AAS)’s Division of Planetary Science (DPS) asked participants their gender with 4 possible responses: Woman, Man, Another identify (please specify if you wish), and Prefer not to answer. 32% of respondents chose Woman, 67% chose Man and 1% chose Another gender identity [1]. The survey also asked demographic questions on race, ethnicity, LGBTQ+ identity, and disability. For a full list of questions, see https://dps.aas.org/sites/dps.aas.org/files/reports/2020/survey2020_questionnaire.pdf. In addition to demographic questions, the 2020 Workforce survey asked how many times respondents had been involved in Mission proposals as a Principal Investigator (PI) and, separately, as a Co-Investigator (CoI) [1]. Answers to questions about mission involvement were correlated with answers to demographic questions and the results show that members of historically underrepresented groups (non-white scientists, women, members of the LGBTQ+ community, and disabled scientists) were less likely to be involved in spacecraft mission proposals than were members of historically overrepresented groups [1]. The figures below show the correlated responses for four different axes of underrepresentation [1]. Note that while the figure on gender shows only Women and Men (due to the small percentage of folks answering “Another gender”), non-binary respondents are included in the LGBTQ+ community figure. Conclusion: Being part of a spacecraft science team is a goal for many planetary scientists. With it comes brand new data, more stable funding, and a sense of awe and exploration. It can lead to a cascade of opportunities from conference and public presentations, to membership in subsequent mission teams, and prestige in the community [4]. As a result, participation in spacecraft teams can be used a measure of success within the field. From the survey results, we see that members of historically excluded groups, even after they have overcome barriers to participating in the field, are still experiencing barriers to success within the field itself. Why?: The diminishing percentage of members of underrepresented groups as a career progresses has been referred to as a “leaky pipeline”. However, this fails to adequately capture the experiences of the members of these underrepresented groups as it implies a passive process. In order to capture the active processes (bias, discrimination, harassment, and other exclusionary behaviors) that contribute to low retention in the workforce, the term “Hostile Obstacle Course” is more useful [7,8]. It is these processes that need to be addressed in order to retain valued members of our community. Moving Forward: In order to broaden participation in planetary science, particularly mission science teams, we need to address conditions that create hostile workplace climates. What can mission teams and other groups do to address these conditions? First, each group/team needs to evaluate their own members to determine what specific barriers exist in their own interactions. One tool to accomplish this would be an anonymous survey designed to understand how team members feel about working within the group. Working with professionals who know how to create and analyze such surveys (often called “climate surveys” when applied to University students, for example) would ensure that the survey meets its goals and does not make assumptions that counter the meaningfulness of the results. Such professionals in EDIA (Equity, Diversity, Inclusion, and Accessibility) and workplace culture can make suggestions for policy changes that would eliminate hostile workplace conditions. Policy changes that are often suggested include instituting professional EDIA training for the team and/or for team leadership, instituting and following a code of conduct [9], including more interactive group activities in group meetings, etc. Training and information on EDIA is available for all members of the planetary science community. The first place to look would be in your University or Institution’s EDIA or human resources offices. Bystander Intervention is often offered as part of other meetings [10]. A newer offering is a Workshop on EDIA for Leaders in Planetary Science led by Julie Rathbun (first author of this abstract) and JA Grier (https://edialps.psi.edu/). This 3-day workshop gives participants the tools they need to enact positive change in their personal and professional spheres. The first workshop was help in November 2022 and another workshop will take place in the late spring 2023 with exact dates to be announced soon.

J. A. Rathbun↗

NASA NTRS1999

A New Frontier Beckons: Space Exploration in the 21st Century

Throughout recorded history, small groups of explorers have Pushed back the edge of the frontier and opened up new territories for others to follow. As the 20th Century closes, history will record that in the 1960's humankind opened the vast frontier beyond Earth's atmosphere. Although the Apollo program blazed a trail of exploration to the Moon, the development of space has only reached into low Earth orbit. The Space Shuttle and International Space Station programs, and the communication and scientific satellite networks established in orbit around the Earth, are all stepping stones that will enable explorers to venture once again beyond our home planet. Exploration is difficult. It is difficult for the people and machines that travel in extreme environments and endure harsh conditions, and it is difficult for the national leaders who must champion and fund the programs that lead to discovery and reward. Christopher Columbus spent many years meeting with the Kings of Portugal, England, and France only to see his dream of sailing west into the vast Atlantic with ships and crew. discredited. Queen Isabella of Spain was willing to look beyond the many problems plaguing her own shores and see the potential reward for her investment in the future. The voyages of Columbus set the stage for more Spanish explorers, who turned Spain into a great world power. The Apollo program and the unpiloted Lunar Orbiter, Surveyor, Mariner and Viking spacecraft that NASA launched in the 1966's &1970's were our country's first investment, in the exploration of the solar system. These human and robotic missions rewarded us with the first close views of the lunar and martian surfaces, and laid before our eyes territories as vast as all the continents of Earth combined. The Lunar Prospector, Near Earth Asteroid Rendezvous, and Mars Pathfinder and Global Surveyor missions are continuing our scientific conquest of the inner solar system, leading the way for humans to follow.

Mendell, Wendell W.↗

NASA NTRS2014

Meteorological Aspects of Two Modes of Lightning Triggered Upward Lightning (LTUL) Events in Sprite-Producing MCSs

During the 2013 convective storm season, a high resolution 3-D Lightning Mapping Array was deployed to north central Kansas (Cummins et al, this conference.) In conjunction with fixed and mobile camera systems and electric field mills, this allowed for detailed investigations of lightning induced upward lighting (LTUL) discharges from tall objects in the region, including wind turbines. Also, concurrent observations using a network of low-light cameras deployed over the central U.S. as part of the PhOCAL program detected transient luminous events (TLEs) above the Kansas LMA (KSLMA). During the night of 29-30 May 2013, waves of precipitation associated with several large MCSs traversing Kansas moved through the KSLMA domain. We focus on two LTUL events that exemplify two modes of upward lightning production from tall structures. At 0859Z, 30 May 2013, a nearby + 92 kA CG, with extensive in-cloud branching passing overhead a wind farm, was followed by complex LTUL discharges from four turbines. In addition, a sprite was confirmed by the Bennett, CO SpriteNet camera. The parent flash covered a very large area. It initiated near the MCS convective leading line ~150 km to the south, and traveled into a stratiform precipitation maximum over the KSLMA. Typically when a +CG precedes an LTUL, the triggering component is either 1) the return stroke that traverses the leader network which initially forms near the towers or 2) new negative leader activity that develops once the return stroke reaches the end of the initial leader network that may not have initially been near the tower. In the latter case, the new leader development passes near the towers and triggers upward positive leaders similar to those associated with only an intracloud flash. The +CG return stroke may hit >10 km from the towers and the new leader development may travel extensive distances before getting close enough to the towers to trigger upward lightning. In this case, there was the typical long delay between the +CG return stroke and LTUL initiation (10s to 100s of ms). The parent lightning discharges for both sprites and LTULs have many common aspects and tend to occur in similar meteorological regimes, with the two phenomena often occurring together. An earlier LUTL, at 2320Z, 29 May 2013 was captured at 9900 fps by a Phantom camera in the PhOCAL mobile Lightning Investigation Vehicle (LIV). This discharge, exhibiting numerous recoil leaders, also occurred in a stratiform region some ~50-100 km north of an MCS convective core. While there was no preceding +CG, there was an extensive network of IC channels, one of which passed overhead close to the turbine. These observations are consistent with the ongoing UPLIGHTS studies of LTULs from tall towers in Rapid City. While a +CG is usually involved (~85% of the time), the LTUL occurs because of the associated extensive in cloud components passing over towers. The earlier case without a +CG typifies this second mode where the triggering component is a negative leader associated with the IC activity passing near the towers initiates the upward positive leaders. We will discuss the parent discharges, shown in their meteorological (radar and satellite) context, and attempt to better understand the charge structures present in both the convective and stratiform regions of the MCS. The sprite and its relationship to the parent discharge will similarly be discussed

Lyons, W. A.↗

NASA NTRS2006

One NASA: Sharing Knowledge Through an Agency-wide Process Asset Library (PAL)

This poster session will cover the key purpose and components behind implementing the NASA PAL website. This session will present the current results, describing the process used to create the website, the current usage measure, and will demonstrate how NASA is truly becoming ONE. The target audience for the poster session includes those currently implementing the CMMI model and looking for PAL adoption techniques. To continue to be the leader in space, science and technology, NASA is using this agency-wide PAL to share knowledge, work products and lessons learned through this website. Many organizations have failed to recognize how the efforts of process improvement fit into overall organizational effort. However, NASA as an agency has adopted the benefits of process improvement by the creation of this website to foster communication between its ten centers. The poster session will cover the following, topics outlined below: 1) Website purpose; 2) Characteristics of the website; 3) User accounts status; 4) Website content size; and 5) Usage percentages.

Truss, Baraka J.↗

NASA NTRS1993

Space Shuttle reaction control system thruster metal nitrate removal and characterization

The Space Shuttle hypergolic primary reaction control system (PRCS) thrusters continue to fail-leak or fail-off at a rate of approximately 1.5 per flight, attributed primarily to metal nitrate formation in the nitrogen tetroxide (N2O4) pilot operated valves (POV's). The failures have continued despite ground support equipment (GSE) and subsystem operational improvements. As a result, the Johnson Space Center (JSC) White Sands Test Facility (WSTF) performed a study to characterize the contamination in the N204 valves. This study prompted the development and implementation of a highly successful flushing technique using deionized (DI) water and gaseous nitrogen (GN2) to remove the contamination while minimizing Teflon seat damage. Following flushing a comprehensive acceptance test is performed before the thruster is deemed recovered. Between the time WSTF was certified to process flight thrusters (March 1992) and September 1993, a 68 percent thruster recovery rate was achieved. The contamination flushed from these thrusters was analyzed and has provided insight into the corrosion process, which is reported in this publication. Additionally, the long-term performance of 24 flushed thrusters installed in the WSTF Fleet Leader Shuttle reaction control subsystem (RCS) test articles is being assessed. WSTF continues to flush flight and test article thrusters and compile data to investigate metal nitrate formation characteristics in leaking and nonleaking valves.

Saulsberry, R. L.↗

NASA NTRS1998

1997 NASA-ODU American Society for Engineering Education (ASEE) Summer Faculty Fellowship Program

Since 1964, the National Aeronautics and Space Administration (NASA) has supported a program of summer faculty fellowships for engineering and science educators. In a series of collaborations between NASA research and development centers and nearby universities, engineering faculty members spend 10 weeks working with professional peers on research. The Summer Faculty Program Committee of the American Society for Engineering Education supervises the programs. Objectives of the program are as follows: (1) To further the professional knowledge of qualified engineering and science faculty members, (2) To stimulate and exchange ideas between participants and NASA; (3) To enrich and refresh the research and teaching activities of participants' institutions; and (4) To contribute to the research objectives of the NASA center. Program description is as follows: College or university faculty members will be appointed as Research Fellows to spend 10 weeks in cooperative research and study at the NASA Langley Research Center. The Fellow will devote approximately 90 percent of the time to a research problem and the remaining time to a study program. The study program will consist of lectures and seminars on topics of interest or that are directly relevant to the Fellows' research topics. The lectures and seminar leaders will be distinguished scientists and engineers from NASA, education, and industry.

Tiwari, Surendra N.↗

NASA NTRS1994

Hubble Space Telescope Briefing: HST Science Overview

This NASA Kennedy Space Center video release presents a broad overview of the science that is now possible as a result of the servicing of the Hubble Space Telescope (HST). Dr. Ed Weiler (HST Program Scientist, NASA Headquarters), Dr. Dave Leckrone (HST, Senior Project Scientist, Goddard Space Flight Center (GSFC)), Dr. John Trauger (Wide Field Planetary Camera 2 (WFPC2) Principal Investigator, Jet Propulsion Lab. (JPL)), Dr. Chris Burrows (WFPC2 Co-Investigator, Space Telescope Science Inst.(STSci)-European Space Agency (ESA), Jim Crocker ((Corrective Optics Space Telescope Axial Replacement) COSTAR Team Leader, STSci), Dr. Holland Ford (COSTAR Project Scientist, Johns Hopkins Univ., STSci), and Dr. Duccio Machetto (European Space Agency (ESA)) give brief presentations, which feature images of stars and galaxies taken from the ground, from WFPC1 (prior to the servicing mission), and from WFPC2 (after the servicing mission). The main theme of the discussions center around the spherical aberration that was found in the images prior to servicing and the corrected images seen without the aberration following servicing. A question and answer period rounds out the press conference, with questions posed from scientific journalists at GSFC and other NASA centers.

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