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NASA NTRS2016

Managing a Safe and Successful Multi-User Spaceport

Encouraged by the creation of the Office of Commercial Space Transportation within the U.S. Federal Aviation Administration (FAA) in 1984 and the Commercial Space Act of 1998, the National Aeronautics and Space Administration (NASA) now relies on an extensive network of support from commercial companies and organizations. At NASA's Kennedy Space Center (KSC), this collaboration opens competitive opportunities for launch providers, including repurposing underutilized Shuttle Program resources, constructing new facilities, and utilizing center services and laboratories. The resulting multi-user spaceport fosters diverse activity, though it engenders risk from hazards associated with various spaceflight processing activities. The KSC Safety & Mission Assurance (S&MA) Directorate, in coordination with the center's Spaceport Integration and Center Planning & Development organizations, has developed a novel approach to protect NASA's workforce, critical assets, and the public from hazardous, space-related activity associated with KSC's multi-user spaceport. For NASA KSC S&MA, the transformation to a multi-user spaceport required implementing methods to foster safe and successful commercial activity while resolving challenges involving: Retirement of the Space Shuttle program; Co-location of multiple NASA programs; Relationships between the NASA programs; Complex relationships between NASA programs and commercial partner operations in exclusive-use facilities; Complex relationships between NASA programs and commercial partner operations in shared-use facilities. NASA KSC S&MA challenges were met with long-term planning and solutions involving cooperation with the Spaceport Integration and Services Directorate. This directorate is responsible for managing active commercial partnerships with customer advocacy and services management, providing a dedicated and consistent level of support to a wide array of commercial operations. This paper explores these solutions, their relevance to the current commercial space industry, and the challenges that continue to drive improvement with a focus on areas of safety management and risk assessment that have been crucial in KSC's evolution into a multi-user spaceport. These solutions may be useful to government entities and private companies looking to partner with the commercial space industry.

Range↗
NASA NTRS2017

Kennedy Space Center: Apollo to Multi-User Spaceport

NASA Kennedy Space Center (KSC) was established as the gateway to exploring beyond earth. Since the establishment of KSC in December 1963, the Center has been critical in the execution of the United States of Americas bold mission to send astronauts beyond the grasp of the terra firma. On May 25, 1961, a few weeks after a Soviet cosmonaut became the first person to fly in space, President John F. Kennedy laid out the ambitious goal of landing a man on the moon and returning him safely to the Earth by the end of the decade. The resultant Apollo program was massive endeavor, driven by the Cold War Space Race, and supported with a robust budget. The Apollo program consisted of 18 launches from newly developed infrastructure, including 12 manned missions and six lunar landings, ending with Apollo 17 that launched on December 7, 1972. Continuing to use this infrastructure, the Skylab program launched four missions. During the Skylab program, KSC infrastructure was redesigned to meet the needs of the Space Shuttle program, which launched its first vehicle (STS-1) on April 12, 1981. The Space Shuttle required significant modifications to the Apollo launch pads and assembly facilities, as well as new infrastructure, such as Orbiter and Payload Processing Facilities, as well as the Shuttle Landing Facility. The Space Shuttle was a workhorse that supported many satellite deployments, but was key for the construction and maintenance of the International Space Station, which required additional facilities at KSC to support processing of the flight hardware. After reaching the new Millennium, United States policymakers searched for new ways to reduce the cost of space exploration. The Constellation Program was initiated in 2005 with a goal of providing a crewed lunar landing with a much smaller budget. The very successful Space Shuttle made its last launch on July 8, 2011, after 135 missions. In the subsequent years, KSC continues to evolve, and this paper will address past and future efforts of the transformation of the KSC Apollo and Space Shuttle heritage infrastructure into a more versatile, multi-user spaceport. The paper will also discuss the US Congressional and NASA initiatives for developing and supporting multiple commercial partners, while simultaneously supporting NASAs human exploration initiative, consisting of Space Launch System (SLS), Orion spacecraft and associated ground launch systems. In addition, the paper explains the approach with examples for NASA KSC to leverage new technologies and innovative capabilities developed to reduce the cost to individual users.

launchpad↗
NASA NTRSDate not supplied

Safety Culture at the World’s Premier Multi-User Spaceport

NASA’s Agency-wide Safety Culture is implemented at the Kennedy Space Center (KSC) using a unique strategy due an unparalleled approach in making human spaceflight history. Kennedy Space Center, the world’s premier multi-user spaceport, enables U.S. government and commercial space access, while providing the world a resource to allow the exploration of and the ability to work in space. A consistently healthy safety culture at KSC is imperative for mission success: desired achievements, protection of space flight hardware, and ultimately, the preservation of human life requires the support of a healthy safety culture. Emphasis on the NASA Agency-wide development of Safety Culture began with the conception of the NASA Agency Safety Culture Working Group. After the devastating loss of life and mission of the Space Shuttle Colombia, a broken safety culture was identified as an organizational cause by the Columbia Accident Investigation Board Report. Thus, the Agency Safety Culture Working Group was developed in 2009 to assess the status of the Agency’s Safety Culture, while addressing safety culture concerns at the NASA Center-level. A Five-factor model was developed to serve as the guiding principles for Safety Culture: 1) Reporting Culture, 2) Just Culture, 3) Flexible Culture, 4) Learning Culture, and 5) Engaged Culture. These five factors are included in the NASA Safety Culture logo, which was intentionally designed as a DNA double helix to prompt the permeation of safety into day-to-day work. KSC specifically implements the NASA Agency-wide Safety Culture principles in a tailored approach that is relevant to the diversity of work being performed. An emphasis is placed on the implementation to include safety at home, not exclusively at work. This emphasis is a KSC-specific element that has been intentionally added to promote a closed loop Safety Culture. To advertise the safety culture, various safety and health events are held throughout the calendar year, providing innovative speakers and engaging activities, while also promoting a wide range of curated safety initiatives. Development and continuous improvement of the KSC safety tracking database, allows for advanced tracking-to-closure, along with providing data sets used to identify areas of emphasis. Other safety initiatives rely solely on employee participation, such as the photo challenges; participants are encouraged to identify and capture themselves, coworkers, or family members participating in safe or healthy activities to share with others within the Center and at Agency levels. Fabrication of exclusive videos and graphics are utilized to advertise and inform employee of safety initiatives, upcoming safety events, and general dispersion of safety information. In addition, an anonymous Agency-wide Safety Culture Survey is advertised, administered, and analyzed at Kennedy Space Center, with the purpose of receiving basic feedback on Safety Culture perceptions to help prevent future incidents from occurring. Through these briefly identified means, and many other forms of employee engagement, Kennedy Space Center aims to maintain safety in the forefront, while creating an environment where everyone trusts that safety is a priority.

Larrin E. Moody↗
NASA NTRS2015

Center Planning and Development: Multi-User Spaceport Initiatives

The Vehicle Assembly building at NASAs Kennedy Space Center has been used since 1966 to vertically assemble every launch vehicle, since the Apollo Program, launched from Launch Complex 39 (LC-39). After the cancellation of the Constellation Program in 2010 and the retirement of the Space Shuttle Program in 2011, the VAB faced an uncertain future. As the Space Launch System (SLS) gained a foothold as the future of American spaceflight to deep space, NASA was only using a portion of the VABs initial potential. With three high bays connected to the Crawler Way transportation system, the potential exists for up to three rockets to be simultaneously processed for launch. The Kennedy Space Center (KSC) Master plan, supported by the Center Planning and Development (CPD) Directorate, is guiding Kennedy toward a 21st century multi-user spaceport. This concept will maintain Kennedy as the United States premier gateway to space and provide multi-user operations through partnerships with the commercial aerospace industry. Commercial aerospace companies, now tasked with transporting cargo and, in the future, astronauts to the International Space Station (ISS) via the Commercial Resupply Service (CRS) and Commercial Crew Program (CCP), are a rapidly growing industry with increasing capabilities to make launch operations more economical for both private companies and the government. Commercial operations to Low Earth Orbit allow the government to focus on travel to farther destinations through the SLS Program. With LC-39B designated as a multi-use launch pad, companies seeking to use it will require an integration facility to assemble, integrate, and test their launch vehicle. An Announcement for Proposals (AFP) was released in June, beginning the process of finding a non-NASA user for High Bay 2 (HB2) and the Mobile Launcher Platforms (MLPs). An Industry Day, a business meeting and tour for interested companies and organizations, was also arranged to identify and answer any additional questions posed by potential proposers. After amending the AFP and posting additional material for potential users to consider, proposals are being accepted until July 31, at which point they will be evaluated to determine the proposer which best meets the objectives of the government. By identifying VAB HB2 as available and seeking proposals from the commercial sector for VAB HB2 and MLP use, Center Planning and Development is ensuring Kennedy Space Centers relevance in the evolving launch industry of the 21st century.

AFP↗
NASA NTRS2021

Multi-User Spaceport Umbilical Low Force Disconnect

This project designed and fabricated a prototype model of an Umbilical Low Force Disconnect (LFD). Traditional quick disconnects (QD) have a high separation force (SF) when pressurized due to the axial flow path through the QD.

Gabor J Tamasy↗
NASA NTRS2018

Nasa's Launch Communications Ground Segment for the 21st Century Florida Spaceport

The National Aeronautics and Space Administration (NASA) Near Earth Network (NEN) Project is implementing a new launch communications ground segment to provide services for the next generation of human and robotic space exploration systems. It will deliver unique and advanced capabilities to accelerate the transformation of Kennedy Space Center into a multi-user spaceport in cooperation with the United States Air Force (USAF). The project has leveraged commercial technologies and remote operations concepts matured in NASAs orbiting satellite ground systems to achieve dramatic lifecycle cost efficiencies as compared to the space shuttle-era ground segment. The purpose of this paper is to discuss the development history, capabilities and anticipated use cases of the NEN Launch Communications Segment (NEN LCS).The NASA Kennedy Space Center is co-located with the USAF Eastern Launch Range at Cape Canaveral, Florida. The USAF operates two launch communications ground stations, but they are not designed to transmit voice, commands or other data to the launch vehicle or astronauts. The bi-directional uplink-downlink communications responsibility for human missions has historically resided with the Goddard Space Flight Center in Greenbelt, Maryland. Several market analyses and feasibility studies investigating concepts to provide NASAs next generation launch communications services were performed during the Constellation Program prior to its cancellation in 2009, and as part of the Kennedy Space Centers follow-on efforts to transform itself into a 21st century multi-user spaceport. In 2012, the Kennedy Space Center and the USAF 45th Space Wing jointly led a study to analyze the market needs of current and future launch systems and assess the operational deficiencies of the Eastern Range infrastructure. The study team issued several recommendations, two of which ultimately became driving operational capability requirements for the NEN LCS: increased telemetry data rates of at least 20 Mbps, and S-band uplink capability. Additional capabilities identified in the requirements development process include spread spectrum modulation support, LDPC 12 and 78 error correction codes, support for IRIG-106 and CCSDS data formats, automated best source selection, and Space Link Extension (SLE) services for data distribution. The NEN LCS is comprised of two permanent ground stations, the new Kennedy Uplink Station (KUS) and refurbished Ponce de Leon (PDL) station. Both stations are remotely operated from the Global Monitor and Control Center at Wallops Flight Facility. This core architecture is extensible through host-tenant arrangements with the U.S. Air Force and deployable assets, enabling agile, tailored and robust solutions to meet the needs of civil, commercial or military customers. The NEN LCS has three use cases:1.To provide agile, tailored and robust launch communications solutions to Florida spaceport customers2.To provide orbital communications services to near-earth customers 3.To provide an experimental proving ground for Space Mobile Network concepts and technologies The NEN LCS driving mission is to support the bi-directional link with the Orion crew capsule and two 20 Mbps telemetry links from the Space Launch System core stage on Exploration Mission-1, the first integrated flight of NASAs flagship human exploration systems.

Roberts, Christopher J.↗
NASA NTRSDate not supplied

Analyzing Launch Operations using the Spaceport Throughput Analysis Resource (STAR)

NASA’s Kennedy Space Center (KSC) and Cape CanaveralSpace Force Station (CCSFS) are the world’s preeminent multi-user spaceport, providing facilities and launch capabilities to the agency, NASA’s commercial partners, and other government agencies. KSC works to ensure an environment in which NASA’s programs and other users can safely and effectively carry out their operations. Approximately 100 launches are expected to take place in 2024. KSC needs to meet the needs of customers who request launches based on their own schedules, but who may not be aware of KSC-wide resource limitations and external constraints on launch operations. KSC-wide resources include telecommunications, range tracking, commodities such as Helium and Nitrogen, and special equipment needed to support launches. External constraints include seasonal launch operations. Since space vehicles are complex and launch operations are uncertain, unexpected events can also cause delays in operations. The Spaceport Throughput AnalysisResource (STAR) assesses whether a specific set of pro-posed launches and associated activities can be performed given the resources KSC currently has available, and external constraints imposed on KSC operations. STAR integrates short-horizon scheduling and simulation of launches using a monte-carlo approach driven by configurable probabilities of different classes of event outcomes, including de-lays and worst-case use of resources. The resulting analyses inform stakeholders of key constraints preventing customers from being able to perform their missions as desired, and give insight into how to improve spaceport throughput. The rest of the paper is organized as follows. In 2 we de-scribe the problem STAR is intended to solve. In Section3 we formally describe the scheduling problem ingredients. In Section 4 we describe how manifests are simulated. InSection 5 we describe the constraints problem that is solved when rescheduling. In Section 6 we describe what information is recorded during manifest simulation in order to evaluate delays. In Section 7 we describe the specific problem solved for KSC. In Section 8 we describe the challenges of knowledge engineering for STAR.

Planning Scheduling Analysis↗
NASA NTRS2013

Coordinating the Atlantis Grand Opening Event

While working as the marketing intern for Kennedy Space Center's (KSC) Center Planning and Development Directorate (CPD), I was given the opportunity not only to learn new skills and expand my work experience under the powerful influence of NASA, but I also was given the opportunity to prove that I am an individual capable of contributing to the KSC team. My main responsibility while working in CPD was to organize and run a booth that represented the entire directorate at the Grand Opening of the Shuttle Atlantis exhibit during the weekend of June 28-30. This event was important for CPD because as a Directorate that markets KSC's facilities, technical capabilities and technologies to potential partners, it is important to attend all events and use them to gain an understanding of our audience. Although we catered mostly to the general public during this event, it was still important to reach out to the larger space enthusiast community and let them know about KSC's future plans to become a multi-user spaceport and that teclmology is still being developed.

Smith, Abigail Allaine↗
NASA NTRS2015

Center Planning and Development Student Engineer at KSC

This summer I was the Student Trainee (Engineering) Pathways Intern (co-op) at the Kennedy Space Center (KSC) in the Center Planning & Development (CPD) Directorate. CPD works with commercial companies who are interested in using KSC's unique capabilities for spaceflight, spacecraft processing, ground systems and Research & Development (R&D) projects that fall in line with NASA's Mission and Vision. CPD is divided into three (3) groups: (1) AD-A, which works on the Master Planning for the center, (2) AD-B (where I am), which works on project control, management and integration, and (3) AD-C, which works on partnership development. CPD's main goal is to make KSC the world's preeminent multi-user spaceport and maintain the center as a leader in space exploration. CPD is a very diverse group of employees having a wide knowledge of not only the Space Shuttle, but also Expendable Launch Vehicles (ELV). The director of CPD, Scott Colloredo, is on the advisory board for Commercial Space Operations (CSO) and has a degree from ERAU. I worked on a number of different tasks for AD-B, as well as CPD, that includes, but not limited to: reviewing and reissuing engineering documents, weekly notes for CPD and senior management, engineering familiarizations with facilities at KSC, leading a tour for the Embry-Riddle Aeronautical University Career Services office, and working on actual agreements/proposals that will be used in the partnership process with multiple partners, along with other projects. Most of the work I have done is sensitive information and cannot be disclosed.

Engineer↗
NASA NTRS2016

Kennedy Space Center Go

NASA's Journey to Mars and the transformation of Kennedy Space Center to a multi-user spaceport.

Transformation↗
NASA NTRS2012

Kennedy Space Center: Creating a Spaceport Reality from the Dreams of Many

On December 17, 1903, Orville Wright piloted the first powered airplane only 20 feet above the ground near Kitty Hawk, North Carolina. The flight lasted 12 seconds and covered 120 feet. Who would have guessed that the bizarre looking contraption developed by brothers in the bicycle business would lay the ground work eventually resulting in over a million passengers moved daily in a sky filled with the contrails of jets flying at over 30,000 feet in elevation and over 500 miles per hour. Similarly, who would have guessed that the destructive nature of V-2 rockets of Germany would spark the genesis of spaceflight to explore our solar system and beyond? Yet the interest in using the Kennedy Space Center (KSC) continues to grow. Potential customers have expressed interest in KSC as a location for testing new rocket engines, servicing the world's largest airborne launching platform for drop-launch rockets, developing multi-use launch platforms that permit diverse customers to use the same launch platform, developing new spacecraft, and implementing advanced modifications for lifting 150 metric ton payloads to low earth orbit. The multitude of customers has grown and with this growth comes a need to provide a command, control, communication, and range infrastructure that maximizes flexibility and reconfigurability to address a much more frequent launch rate of diverse vehicles and spacecraft. The Ground Systems Development and Operations (GSDO) Program Office at KSC is embarking upon these developments to realize the dream of a robust spaceport. Many unique technical trade studies have been completed or are underway to successfully transition KSC into a multi-user customer focused spaceport. Like the evolution of the airplane, GSDO is working to transform KSC infrastructures that will turn once unthinkable space opportunities into a reality for today.

Gray, James A.↗
NASA NTRS2011

Transition in the Human Exploration of Space at NASA

NASA is taking the next step in human exploration, beyond low Earth orbit. We have been going to low Earth orbit for the past 50 years and are using this experience to work with commercial companies to perform this function. This will free NASA resources to develop the systems necessary to travel to a Near Earth Asteroid, the Moon, Lagrange Points, and eventually Mars. At KSC, we are positioning ourselves to become a multi-user launch complex and everything we are working on is bringing us closer to achieving this goal. A vibrant multi-use spaceport is to the 21st Century what the airport was to the 20th Century - an invaluable transportation hub that supports government needs while promoting economic development and commercial markets beyond Earth's atmosphere. This past year saw the end of Shuttle, but the announcements of NASA's crew module, Orion, and heavy-lift rocket, the SLS, as well as the establishment of the Commercial Crew Program. We have a busy, but very bright future ahead of us and KSC is looking forward to playing an integral part in the next era of human space exploration. The future is SLS, 21st Century Ground Systems Program, and the Commercial Crew Program; and the future is here.

Koch, Carla A.↗