SEARCH · Engineering Papers
Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.
Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.
Survey of group of industrial organizations to determine pertinent properties, policies, and practices related to Federal procurement
Income redistribution after changes in level or composition of federal government expenditures
Prospective contractors are acquainted with the organizational structure of NASA, and the major technical program offices and selected staff offices at the Headquarters level are briefly described. The basic procedures for Federal procurement are covered. A primer is presented on how to market to NASA. While the information is specific to NASA, many of the principles are applicable to other agencies as well. Some of the major programs are introduced which are available to small and disadvantaged businesses. The major research programs and fields of interest at individual NASA centers are summarized.
For many years, chlorofluorocarbons (CFC's) have been used by the Department of Energy's (DOE) Oak Ridge Y-12 Plant in air conditioning and process refrigeration systems. However, Title 6 of the Clean Air Act Amendments (CAAA) and Executive Order 12843 (Procurement Requirements and Policies for Federal Agencies for Ozone Depleting Substances) signed by President Clinton require, as policy, that all federal agencies maximize their use of safe, alternate refrigerants and minimize, where economically practical, the use of Class 1 refrigerants. Unfortunately, many government facilities and industrial plants have no plan or strategy in place to make this changeover, even though their air conditioning and process refrigeration equipment may not be sustainable after CFC production ends December 31, 1995. The Y-12 Plant in Oak Ridge, Tennessee, has taken an aggressive approach to complying with the CAAA and is working with private industry and other government agencies to solve tough manufacturing and application problems associated with CFC and hydrochlorofluorocarbon (HCFC) alternatives. Y-12 was the first DOE Defense Program (DP) facility to develop a long-range Stratospheric Ozone Protection Plan for refrigerant management for compliance with the CAAA. It was also the first DOE DP facility to complete detailed engineering studies on retrofitting and replacing all air conditioning and process refrigeration equipment to enable operation with alternate refrigerants. The management plan and engineering studies are models for use by other government agencies, manufacturing plants, and private industry. This presentation identifies some of the hidden pitfalls to be encountered in the accelerated phaseout schedule of CFC's and explains how to overcome and prevent these problems. In addition, it outlines the general issues that must be considered when addressing the phase-out of ozone depleting substances and gives some 'lessons learned' by Y-12 from its Refrigerant Management Program. Discussion topics include requirements for developing a refrigerant management plan and establishing priorities for cost-effective compliance with the CAAA, as well as ways in which employees can be empowered to develop a comprehensive refrigerant management plan. The result of this employee empowerment was a cooperative labor-management effort that is beneficial for Y-12, DOE, and the environment.
The Human Landing System (HLS) is the mode of transportation that will take astronauts to the lunar surface as part of NASA's Artemis exploration program. HLS also serves as a research platform both on the surface and in lunar orbit, enabling critical scientific investigations on and of the Moon. With support at NASA centers around the country, the HLS program, based at Marshall Space Flight Center in Huntsville, Alabama, is working closely with its commercial partners throughout the development process to design and build innovative and technically advanced lunar landers – new vehicles designed for the modern era of space travel – leveraging decades of human spaceflight experience and the speed of the commercial sector. In 2019, NASA asked U.S. industry for proposals to design and develop a human lander for the first human mission to the lunar surface under Artemis. Initial contracts were awarded to Blue Origin Federation, Dynetics, and SpaceX to advance their designs. Following the execution of the ten-month Base Period, NASA announced in April 2021 that the agency selected SpaceX to move forward with its human landing system [1] and land the first two astronauts on the lunar surface during the Artemis III mission. Following two protest periods, NASA awarded the contract, known as Option A, to SpaceX in July 2021 and resumed work in November 2021 (Fig. 1). In parallel, the HLS program has been preparing for the acquisition that will procure regular crewed transportation to the lunar surface following Artemis III. NASA released a request for information (RFI) in July 2021 asking U.S. industry for feedback to help inform the future solicitation, known as Lunar Exploration Transportation Services (LETS) [2]. Also in July 2021, NASA released the NextSTEP-2 Appendix N broad agency announcement soliciting new work from U.S. industry to mature their HLS designs and perform risk reduction activities in advance of the LETS procurement [3]. NASA selected Blue Origin Federation, Dynetics, Lockheed Martin, Northrop Grumman, and SpaceX to participate [4]. This work will also help better inform the LETS procurement and prepare industry to propose. NASA hopes to release a draft request for proposals (RFP) in Spring 2022.
The primary purpose is to provide a tool for personnel in Federal agencies to evaluate the viability of potential photovoltaic applications. A second objective is to provide descriptions of various photovoltaic systems installed by different Federal agencies under the Federal Photovoltaic Utilization Program so that other agencies may consider similar applications. A third objective is to share lessons learned to enable more effective procurement, design, installation, and operation of future photovoltaic systems. The intent is not to provide a complete handbook, but rather to provide a guide for Federal agency personnel with additional information incorporated by references. The steps to be followed in selecting, procuring, and installing a photovoltaic application are given.
The NASA Office of Inspector General is the Federal Law Enforcement Agency at NASA which conducts criminal and regulatory investigations in which NASA is a victim. The OIG prevents and detects crime, fiaud, waste and abuse and assists NASA management in promoting economy, efficiency, and effectiveness in its programs and operations. Investigations (OI) and the Office of Audits (OA). The investigations side deals with criminal Investigations, administrative investigations, and civil investigations. The Audits side deals with inspections and assessments as well as the Auditing of NASA Programs and Activities. Our mission at the OIG is to conduct and supervise independent and objective audits and investigations relating to agency programs and operations; to promote economy, effectiveness and efficiency within the agency; to prevent and detect crime, fraud, waste and abuse in agency programs and operations; to review and make recommendations regarding existing and proposed legislation and regulations relating to agency programs and operations. We are also responsible for keeping the agency head and the Congress fully and currently informed of problems in agency programs and operations. deal with False Claims, False Statements, Conspiracy, Theft, Computer Crime, Mail Fraud, the Procurement Integrity Act, the Anti-Kickback Act, as well as noncompliance with NASA Management Instructions, the Federal Acquisition Regulations (FAR), and the Code of Federal Regulations (CFR). Most of the casework that is dealt with in our office is generated through gum shoe work or cases that we generate on our own. These cases can come from Law Enforcement Referrals, GIDEP Reports, EPlMS (NASA Quality System), Defense Contract Audit Agency, Newspaper Articles, and Confidential Information. In many cases, confidentiality is the biggest factor to informants coming forward. We are able to maintain confidentiality because the 01 is independent of NASA Management and doesn t report to the Center Directors, therefore the informant s mangers and supervisors are unaware of the informants actions. The only time when an informant s confidentiality may be compromised is when it is needed in a Court of Law and is released through a Judicial Court Order. During my tenure here at the NASA OIG/OI at Glenn Research Center, I have been involved in many different tasks. They have ranged from updating Suspected Unapproved Parts case files to independently interviewing NASA employees to turn up general background information. The 01 has the duty of informing NASA aeronautical safety managers of potential Nonconforming products. My mission is to compile a database of Nonconformance reports for distribution. The background information that I turn up from my interviews is then used to determine NASA s susceptibility to acceptance of unapproved parts. The IG organization is divided up into two separate disciplines, the Office of 01 investigations primarily focus on violations of Federal laws. Some of these violations
Relationships between the request for procurement (RFP) process and open system environment (OSE) standards are described. A guide was prepared to help Federal agency personnel overcome problems in writing an adequate statement of work and developing realistic evaluation criteria when transitioning to an OSE. The guide contains appropriate decision points and transition strategies for developing applications that are affordable, scalable and interoperable across a broad range of computing environments. While useful, the guide does not eliminate the requirement that agencies posses in-depth expertise in software development, communications, and database technology in order to evaluate open systems.
The procurement of stationary diesel engines for on-site generation of electric power deals with technical criteria and policy relating to federal agency, not electrical components of diesel-generator sets or for the design of electric-power generating plants or their air-pollution or noise control equipment.
The Human Research Program (HRP) Grant Lifecycle process can be described using information from several government authoritative sources with overlapping generalizations. It is the responsibility of the HRP Program Planning & Control (PP&C) Office and the Data Management Integration Office (DMIO)to interpret this information into a cohesive process that can be communicated to the human research organization. PP&C and DMIO have been exploring training opportunities to facilitate understanding through the form of infographics. This communication tool combines eye-catching visuals and text making complex information and data more digestible and shareable. The infographic poster tells a short story about a federally awarded grant and is intended to help both the new and experienced HRP workforce understand the timeline for a research procurement and where their specific tasks fall within the 4 phases of the grant lifecycle. The Pre-Award, Award, Post-Award, and Closeout phases are overlayed with business swimlanes so HRP stakeholders can see where they fit into the timeline rather than working in an isolated part. This includes the Chief Scientist Office (CSO), PP&C, the Data Management Integration Office (DMIO), the Principal Investigator (PI), the Element stakeholders, the LSDA Archivists, and the Research & Operations Integration (ROI) team along with the stakeholders in the Human Health and Performance Directorate. Additionally, the poster introduces (1) the HRP Data Integration Schedule identified in the HRP Data Management Plan HRP-48047, Table 8-2 and (2) a Smartsheet Solution to automate the grants tracking business process. Emphasis is given to the Data Integration Schedule which is the basis for the milestone tasks that are to be completed during the Post-Award phase in the grant lifecycle. The poster is also an opportunity to present the Smartsheet Solution, a software collaboration and work management tool used to assign tasks and track project progress. This PP&C FY24 effort will facilitate an end-to-end solution to track grants and provide insight to the health of HRP grant research procurements using metrics, reports, and dashboards.
This paper discusses an ongoing effort to develop new geospatial information products for aiding coastal forest restoration and conservation efforts in coastal Louisiana and Mississippi. This project employs Landsat, Advanced Spaceborne Thermal Emission and Reflection Radiometer (ASTER), and Moderate Resolution Imaging Spectroradiometer (MODIS) satellite data in conjunction with airborne elevation data to compute coastal forest cover type maps and change detection products. Improved forest mapping products are needed to aid coastal forest restoration and management efforts of State and Federal agencies in the Northern Gulf of Mexico (NGOM) region. In particular, such products may aid coastal forest land acquisition and conservation easement procurements. This region's forests are often disturbed and subjected to multiple biotic and abiotic threats, including subsidence, salt water intrusion, hurricanes, sea-level rise, insect-induced defoliation and mortality, altered hydrology, wildfire, and conversion to non-forest land use. In some cases, such forest disturbance has led to forest loss or loss of regeneration capacity. In response, a case study was conducted to assess and demonstrate the potential of satellite remote sensing products for improving forest type maps and for assessing forest change over the last 25 years. Change detection products are needed for assessing risks for specific priority coastal forest types, such as live oak and baldcypress-dominated forest. Preliminary results indicate Landsat time series data are capable of generating the needed forest type and change detection products. Useful classifications were obtained using 2 strategies: 1) general forest classification based on use of 3 seasons of Landsat data from the same year; and 2) classification of specific forest types of concern using a single date of Landsat data in which a given targeted type is spectrally distinct compared to adjacent forested cover. When available, ASTER data was useful as a complement to Landsat data. Elevation data helped to define areas in which targeted forest types occur, such as live oak forests on natural levees. MODIS Normalized Difference Vegetation Index time series data aided visual assessments of coastal forest damage and recovery from hurricanes. Landsat change detection products enabled change to be identified at the stand level and at 10- year intervals with the earliest date preceding available change detection products from the National Oceanic and Atmospheric Administration and from the U.S. Geological Survey. Additional work is being done in collaboration with State and Federal agency partners in a follow-on NASA ROSES project to refine and validate these new, promising products. The products from the ROSES project will be available for aiding NGOM coastal forest restoration and conservation.
The private sector economic and employment benefits (disaggregated among 80 industries and 475 occupations) of the proposed FY 1990 NASA procurement expenditures to the nation and to each state are estimated. Nationwide, it is found that FY 1990 NASA procurement expenditures of $11.3 billion will have an economic multiplier of 2.1 and will create, directly and indirectly, 237,000 jobs, $23.2 billion in total industry sales, $2.4 billion in corporate profits, and $7.4 billion in Federal, state, and local government tax revenues. These benefits are widely dispersed throughout the United States and are significant in many states not normally considered to be major beneficiaries of NASA spending. The indirect economic benefits are identified for each state resulting from the second-, third-, and fourth rounds of industry purchases generated by NASA procurement expenditures. Each state is ranked on the basis of several criteria, including the total benefits, indirect benefits, and per capita benefits received from NASA spending. The estimates developed are important for maintaining a viable U.S. Space Program through the remainder of this century.
The private-sector economic and employment impacts of the U.S. Space Program on the whole nation and on each state were investigated, considering 80 industries and 475 occupations. It is shown that the FY 1987 NASA procurement expenditures of $8.6 billion resulted in 209,000 jobs, $17.8 billion in total industry sales, $2.9 billion in corporate profits, and $5.6 billion in Federal, state, and local government tax revenues. Although the industry and job impacts are concentrated in states that are the largest direct recipients of NASA program funds (California, Texas, and Florida), every state in the nation benefits from the Space Program and the indirect economic benefits for many states are very high. Details are presented of the total sales and jobs created in each state.
Supplier Management System (SMS) allows for a consistent, agency-wide performance rating system for suppliers used by NASA. This version (2.0) combines separate databases into one central database that allows for the sharing of supplier data. Information extracted from the NBS/Oracle database can be used to generate ratings. Also, supplier ratings can now be generated in the areas of cost, product quality, delivery, and audit data. Supplier data can be charted based on real-time user input. Based on these individual ratings, an overall rating can be generated. Data that normally would be stored in multiple databases, each requiring its own log-in, is now readily available and easily accessible with only one log-in required. Additionally, the database can accommodate the storage and display of quality-related data that can be analyzed and used in the supplier procurement decision-making process. Moreover, the software allows for a Closed-Loop System (supplier feedback), as well as the capability to communicate with other federal agencies.
In response to the initiatives to streamline, not to mention comply with the Public Law for Non-Developmental Item Preference, the Department of Defense (DOD) has increased its use of commercial products. The Air Force has, over the past 15 years, been adapting Federal Aviation Administration (FAA) certified aircraft to perform many of its airlift and training missions. Counting the T-1A Jayhawk Trainer (Beechjet 400), in excess of 500 total aircraft, covering 15 different types, will have been procured since 1978. Needless to say, significant reform of the "classical" DOD and Air Force way of doing business has been necessary. Major strides have been made by the Transport Directorate of the Aircraft Program Office in the area of test and evaluation, with integrated qualification and operational testing (QT &E/QOT &E) and airworthiness certification testing by the FAA. As well, significant changes in contracting practices and the use of commercial (vice military) specifications for qualification criteria have been realized. This paper will relate some of these significant strides in "commercializing" and streamlining the DOD acquisition and test and evaluation processes. Additionally, it will review both regulatory changes made and recommended. It concludes with a compilation of lessons learned and recommendations for further streamlining of the DOD processes.
The Federal Photovoltaics Program is reviewed with reference to price goals, program organization, technical developments, and various applications. The immediate goals of the program are: (1) to develop the Federal market by encouraging Government agencies to incorporate photovoltaic systems, and (2) to provide marketing support to commercial solar cell and system manufacturers whose growth is crucial to the ultimate success of the photovoltaic program. The program will initially provide for procurement of the smaller remote types of systems and will be broadened to include residential and intermediate load systems.
The involvement of the Federal government in civilian sector research and development is discussed. Relevant policies are put in an historical perspective. The roles played by industrial research and public funding are reveiwed. Government support of basic an generic research, clientele-oriented applied research, and research with commercial ends is studied. Procurement, anti-trust, and patent policies, all of which affect the climate for private research and development, are examined.
This handbook sets forth requirements for NASA direction and management of government quality assurance functions performed for NASA contracts and is applicable to all NASA installations. These requirements will standardize management to provide the minimum oversight and effective use of resources. This handbook implements Federal Acquisition Regulation (FAR) Part 46, NASA FAR Supplement 18-46, Quality Assurance, and NMI 7410.1. Achievement of established quality and reliability goals at all levels is essential to the success of NASA programs. Active participation by NASA and other agency quality assurance personnel in all phases of contract operations, including precontract activity, will assist in the economic and timely achievement of program results. This involves broad participation in design, development, procurement, inspection, testing, and preventive and corrective actions. Consequently, government, as well as industry, must place strong emphasis on the accomplishment of all functions having a significant bearing on quality and reliability from program initiation through end-use of supplies and services produced. For purposes of implementing NASA and other agency agreements, and to provide for uniformity and consistency, the terminology and definitions prescribed herein and in a future handbook shall be utilized for all NASA quality assurance delegations and subsequent redelegations.