The NASA Vision

NASA is an investment in America's future. As explorers, pioneers, and innovators, we boldly expand frontiers in air and space to inspire and serve America and to benefit the quality of life on Earth.

NASA Mission Statement

To advance and communicate scientific knowledge and understanding of the Earth, the solar system, and the universe and use the environment of space for research;

To advance human exploration, use, and development of space;

To research, develop, verify, and transfer advanced aeronautics, space, and related

The NASA Strategic Enterprise Goals

Human Exploration and Aerospace Space Earth Biological and Development of Space Technology Science Science Physical Research*

*The requirements of the newly established Enterprise will be included in the next fiscal year's Agency Performance Plan and Center Implementation Plan.

MARSHALL SPACE FLIGHT CENTER

MISSION Bringing people to space; bringing space to people. We are world leaders in access to space and the use of space for research and development to benefit humanity.

GOALS

■ Establish MSFC as number one in safety within NASA. ■ Develop and maintain NASA’s pre-eminence in space propulsion, enabling the exploration and development of space while dramatically increasing program and mission safety and reliability and reducing overall cost. ■ Lead the research and development of space transportation technologies and systems that support our customers’ needs—strengthening the U.S. launch industry, dramatically increasing safety and reliability, and reducing overall cost. ■ Lead NASA’s Microgravity Research and Space Product Development Programs, and develop and maintain capabilities required to meet national research objectives. ■ Lead the Agency in the development of lightweight, large- aperture space optics manufacturing technology for use in achieving the mission goals of NASA’s strategic enterprises. ■ Enhance and sustain a highly skilled, ethical, diverse, and motivated workforce committed to safety while working in a creative and productive environment in support of cutting-edge systems and technology development.

CENTER OF EXCELLENCE

■ Space Propulsion

MISSION AREAS

■ Space Transportation Systems Development ■ Microgravity ■ Space Optics Manufacturing Technology DIRECTOR’S MESSAGE

I am pleased to present the Marshall Congress has given us a vote of Space Flight Center FY 2001 confidence by fully funding the Implementation Plan. This plan Space Launch Initiative program. outlines our roles and responsibili- We will honor that vote through our ties as a NASA Field Center. It also hard work and our commitment to defines the journey we will take to effective teamwork across the carry out Agency and Enterprise Agency and with industry. goals and objectives. The plan distinguishes the direction of the In meeting NASA’s Strategic Plan, Center, and focuses on our mission Marshall will continue its role as a as the Center of Excellence for major contributor to all five of Space Propulsion; and, it outlines NASA’s Enterprises: Human our leadership in Space Transporta- Exploration and Development of tion Development, Microgravity, Space, Aerospace Technology, and Space Optics Manufacturing Space Science, Earth Science, and Technology. It also addresses the Biological and Physical Research. many other ways we support NASA’s missions. The FY2001 Implementation Plan gives us only a glimpse of the Our first commitment is to safety. excitement ahead for Marshall Safety must be at the forefront of Space Flight Center. I encourage our thoughts and actions, whether at each of you to read this plan and work or at home. NASA is commit- find your place on this roadmap to ted to upholding its dedication to success. safety of the public, our astronauts and pilots, our employees, and the I fully expect the Marshall team, Agency’s high-value assets. including our contractors, to con- tinue to perform to the high standard Our core values represent the of excellence for which we are compass by which we set our known, and have fun doing it. course. The value we place on people, customers, excellence, teamwork, and innovation needs to be evident in everything we do.

To be successful, we recognize that people are our greatest asset and that providing them a safe environment, encouraging balance, respecting Art Stephenson diversity, and upholding integrity Center Director are imperative. We must continually strive to deliver quality products and services to our customers, and be accountable to deliver on our promises. Our commitment to teamwork and innovation, in all areas, will continue to be our standard.

MSFC FY 2001 IMPLEMENTATION PLAN TABLE OF CONTENTS

COMMITMENT TO SAFETY AND MISSION SUCCESS 1

SPACE PROPULSION 3

SPACE TRANSPORTATION SYSTEMS DEVELOPMENT 5

ADVANCED SPACE TRANSPORTATION TECHNOLOGY 6

MICROGRAVITY RESEARCH IN SPACE 8

MICROGRAVITY AND SCIENCE APPLICATIONS 10

SPACE OPTICS MANUFACTURING TECHNOLOGY 12

FLIGHT PROJECTS 14

SPACE SCIENCE RESEARCH 17

GLOBAL HYDROLOGY AND CLIMATE CENTER 18

NATIONAL SPACE SCIENCE AND TECHNOLOGY CENTER 19

AGENCY SUPPORT ACTIVITIES 20

INSTITUTIONAL FUNCTIONS AND CAPABILITIES 22 24 POINTS OF CONTACT 26 28 MSFC IMPLEMENTATION PLAN LINKAGE TO THE FY 2001 NASA PERFORMANCE PLAN 29 MSFC COMMITMENT TO SAFETY AND MISSION SUCCESS

Our goal: Establish MSFC as number one in safety within NASA. SAFETY MSFC’S MANAGEMENT SAFETY PROGRAMS POLICY & TECHNIQUES MSFC has implemented unique and MSFC will strive to innovative management techniques prevent human injury and to improve safety of the public, the astronauts and pilots, the NASA occupational illnesses workforce, and high-value equip- and ensure safety of all ment and property. operations and products. CURRENT ■ The Safety Concerns Reporting System has been improved and is MSFC SAFETY SAFETY used frequently by employees to PRINCIPLES PROCESSES report concerns. AND ■ Risk Management planning, ■ Unsafe conditions are consulting and training are correctable. ACTIVITIES available to support project risk ■ All mishaps can be prevented. management and development. ■ An occupational safety, health, ■ Continue effort toward OSHA ■ Management is responsible and environmental committee Voluntary Protection Program Star and accountable for structure steers the MSFC safety Certification. prevention of on-the-job program. It includes participation mishaps (incidents, close from top management down ■ All MSFC managers,supervisors, calls, etc.). through line supervisors, an and employees have been trained ■ All mishaps must be reported, employee safety action team, and in MSFC’s new occupational investigated, and the causes a contractor safety forum. safety and health philosophy and process. rectified. ■ Safety and Mission Assurance ■ Management is responsible for (S&MA) is organized to effectively ■ All MSFC Safety and Quality training employees to work support the MSFC organizational Management System safely. structure while maintaining documentation is contained in a collocation in major project offices single Integrated Document ■ Each employee is responsible and contractor plants. Library. for safety. ■ Senior management safety review ■ All major management meetings ■ Off-duty safety is an important process. include a safety discussion. part of MSFC’s safety ■ success. ■ Both S&MA and Center Operations Managers and supervisors internet web pages contain conduct monthly safety meetings, ■ A comprehensive safety and pertinent employee safety perform monthly workplace risk management program information and are frequently occupational safety and health increases the probability of enhanced. audits with employees, and mission success. ensure employees have appropriate safety training.

FY 2001 IMPLEMENTATION PLAN 1 ■ Occupational safety and health FY 2001 SAFETY Hazard Prevention and Control information is widely disseminated INITIATIVES ■ Train supervisors to perform job using multiple media. hazard analyses Use the Agency Safety and Health ■ All mishaps are investigated to Initiative Model to continue improve- ■ determine root causes. Findings Develop contractor safety ment in the MSFC Safety Program. are used for trending and performance evaluation methods Implement a program that will meet recurrence prevention. or exceed OSHA Star certification ■ Safety performance is included in standards and submit for certifica- Safety and Health Training job descriptions and performance tion when ready. ■ Provide all onsite contractor evaluation plans of all employees. employees with safety and health Management Commitment philosophy and process training and Employee Involvement ■ Reinforce safety philosophy to ■ Implement a web-based program managers, supervisors, and to assist supervisors in employees conductiong monthly safety meetings and walk-throughs, and to track any subsequent actions SAFETY ■ Make worksite safety AND MISSION documentation user friendly SUCCESS METRICS ■ Implement employee involvement ■ Achieve a world class lost-time mishap rate of activities 0.1 or less with the ultimate goal of 0 ■ Ensure public safety during XÐ34, ■ All MSFC projects successfully complete their XÐ37, and XÐ40 flight testing safety reviews on time

System and Worksite Hazard Analysis ■ Perform job hazard analyses for all jobs at MSFC ■ Improve communication of lessons learned from mishaps and close calls

2 MARSHALL SPACE FLIGHT CENTER Center of Excellence: SPACE PROPULSION

Our goal: Develop and maintain NASA’s pre-eminence in space propulsion, enabling the exploration and development of space while dramatically increasing program and mission safety and reliability and reducing overall cost.

includes orbit transfer and atmo- s NASA’s designated spheric re-entry, deep space WE SUPPORT Center of Excellence for propulsion and systems enabling A Space Propulsion, the surface excursion. Spacecraft Marshall Center leads the Agency’s ■ Human Exploration and propulsion includes spacecraft and efforts in development, implementa- satellite maneuvering, as well as Development of Space Enterprise tion and advocacy of advanced positioning systems for orbiting craft Earth-to-orbit and in-space propul- such as the International Space ■ sion systems and technologies. Aerospace Technology Enterprise Station. It is Marshall’s responsibility to A variety of system, subsystem and ■ Space Science Enterprise maintain and continuously improve component technologies are being the skilled personnel, processes, developed and demonstrated for ■ facilities and support factors that Industry and Commercial Needs each propulsion type, both in ground constitute this Center of Excellence. and flight tests. ■ These efforts are critical to enable Other Federal Agencies the development of new and innova- tive space propulsion technologies, EARTH-TO-ORBIT as well as timely reporting of these PROPULSION technologies and their transfer into Near-term activities devoted to commercial applications—enhanc- increasing the performance margin ing U.S. industrial growth and of Earth-to-orbit propulsion sys- improving the quality of life on Earth. tems—while lowering operations, Marshall provides space propulsion development and manufacturing costs—are focused on enabling a services to all NASA enterprises, and supplies critical leadership for long-life, high thrust-to-weight rocket-based reusable launch joint efforts among NASA field centers, industry, academia and vehicle by the end of the decade. Technologies now in development to other Government agencies. meet this goal include lightweight Space propulsion encompasses the composite thrusters; advanced energy storage, transfer and conver- altitude-compensating nozzle Gas Dynamic Mirror Fusion Propulsion Experiment. sion subsystems and components concepts such as aerospike; required to propel a space transpor- composite lines, ducts and hous- tation system or maneuver a ings; ceramic turbines; and other spacecraft. NASA engineers are low-cost components. working to develop Earth-to-orbit, in- space transfer, and on-board Leveraging near-term developments and building on the synergy be- spacecraft propulsion systems that deliver higher performance and tween space and aeronautics programs, mid-term technology aircraft-like reliability with significant activities now being demonstrated at reduction in overall cost. Marshall are intended to enable a Earth-to-orbit propulsion includes new generation of air-breathing, rocket, augmented rocket, and combined-cycle rocket engines. combined-cycle propulsion, which Mid-term efforts also include evalua- may include air or magnetic launch tion of new engine concepts, such Test of the low-cost MC–1 rocket engine. assist. In-Space transfer propulsion as pulse detonation and the use of

FY 2001 IMPLEMENTATION PLAN 3 high-energy density fuels. Efforts tion the Station without thruster SPACE PROPULSION will continue to further increase life firings. The current ISS plan utilizes METRICS and thrust-to-weight of rocket three propulsion methods: the engines. Russian Service Module, the Interim ■ Fly ProSEDS Tether propulsion flight Control Module and the United experiment Long-term technologies include States Propulsion System (USPS). ■ Complete Propulsion Research Laboratory revolutionary off-board energy The Marshall Center manages (PRL) engineering study; initiate PRL design sources, such as magnetic launch development of the latter two effort assist, ground-based laser, and methods. ■ Complete X-38 De-Orbit Propulsion System microwave propelled systems. hardware integration Development is also underway on a IN-SPACE long-term, emergency Crew Return PROPULSION Vehicle for the Space Station, to be based on NASA’s XÐ38 technology More than 70 percent of all payloads demonstrator now undergoing flight need transportation beyond low- tests at Johnson Space Center in Earth orbit. The key to enabling Houston. The Marshall Center is successful next-generation systems leading development of the De-Orbit is increasing propulsion system Propulsion Stage, the vehicle’s efficiency while decreasing its mass. propulsion system, which powers Solar-electric propulsion systems, the craft’s re-entry into the atmo- electrodynamic tethers, solar sails, sphere and then is conveniently and advanced chemical engines are jettisoned after the de-orbit burn is some of the in-space propulsion completed. technologies Marshall and its partners Propulsive Small Expendable Deployer System are now pursuing to enable Earth- THE PROPULSION (ProSEDS). orbital and planetary transportation. RESEARCH Ambitious missions to destinations CENTER within the solar system and beyond Missions to near-interstellar space— will require significant advances in and eventually to other stars—will propulsive capability. This is espe- require performance well beyond cially true for enabling human even those capabilities envisioned exploration, which requires dramatic for interplanetary space flight. The reductions in trip time as well as Marshall Center’s Propulsion assurance of safe and reliable Research Center serves as a mission operations. Technologies national resource for studies and now being researched include investigations of advanced and propulsion concepts based on alternate propulsion technologies, fission, antimatter, and fusion such as beamed energy sails, energy sources. advanced fusion systems, matter/ antimatter annihilation and specula- The use of fusion for propulsion has the potential to tive motive physics. Scientists and open the entire solar system for exploration. engineers from NASA, industry, academia and the U.S. Departments of Energy and Defense will pool Among Marshall’s in-space propul- their skills and expertise to perform sion development activities is landmark research on-site at support for the International Space Marshall. Station, now being assembled in orbit. The Space Station requires four types of propulsion: altitude control to maintain proper orbit; attitude control to reposition or realign the station; anti-collision control to avoid debris or other orbiting bodies; and periodic propul- sive desaturation of the control moment gyroscopes, which reposi- Heatpipe Bimodal Reactor Module Test.

4 MARSHALL SPACE FLIGHT CENTER Mission: SPACE TRANSPORTATION SYSTEMS DEVELOPMENT

Our goal: Lead the research and development of space transportation technologies and systems that support our customers’ needs—strengthening the U.S. launch industry, dramatically increasing safety and reliability, and reducing overall cost.

SFC has responsibility SPACE SHUTTLE for research, technology METRICS M maturation, design, ■ Maintain less than one in-flight anomaly development, and integration of (IFA) per mission space transportation and propulsion WE SUPPORT ■ systems. This includes both reus- WORK FORCE SAFETY: Conduct the following Safety Initiatives to insure a safe workplace able space transportation systems ■ environment: Human Exploration and for Earth-to-orbit applications, as Development of Space Enterprise – Monthly Area Walkthroughs and well as vehicles for orbital transfer Documentation and deep space transportation. – Monthly Project Safety Meetings ■ Aerospace Technology Enterprise ■ Maintain safety performance records at our SPACE SHUTTLE contractor facilites which exceed industry ■ Space Science Enterprise ELEMENTS standards. ■ Enhance safety, assure Mission Supportability ■ Earth Science Enterprise MSFC’s Space Shuttle projects and sustain the life of the Shuttle. To improve manage safe, continuous, robust, the reliability of the Space Shuttle, Propulsion and cost-effective operations for System upgrades, such as the following, are to ■ Industry and Commercial Needs be incorporated: the Space Shuttle propulsion – External Tank Friction Stir Welding elements: External Tank, Solid ■ – Space Shuttle Main Engine Advanced Other Federal Agencies Rocket Booster, Reusable Solid Health Management Rocket Motor, and Space Shuttle – Reusable Solid Rocket Motor Propellant Main Engine. MSFC will continue to Grain Geometry Modification streamline operations and aggres- – Solid Rocket Booster Advanced Thrust sively develop and implement Vector Control (ATVC) significant upgrades to enhance ■ Meet the Manifest and Improve Mission safety, meet the manifest, improve Supportability through: mission supportability, and improve – Robust Processes the system to sustain the Space – Process Control Shuttle for its lifetime. – Production Process Efficiency – On-Time launches with no delays attributable to the MSFC Propulsion Elements

Shuttle Atlantis. External Tank and Solid Rocket Boosters. Space Shuttle Main Engine.

FY 2001 IMPLEMENTATION PLAN 5 ADVANCED SPACE TRANSPORTATION TECHNOLOGY

As NASA’s lead center for Space Perhaps most importantly, Marshall XÐ37 and Advanced Space Trans- Transportation Systems Develop- is leading the way toward exponen- portation Programs—to further ment, Marshall Space Flight Center tial improvements in flight safety and reduce technical and programmatic is spearheading the development of reliability and dramatic reductions in risks, thereby enabling full-scale safer, more cost-efficient technolo- the cost of getting payloads to development of at least two com- gies for 21st-century space trans- space—from $10,000 per pound petitive, commercial RLV architec- portation. Partnering with NASA today to $1,000 per pound by 2010, tures by 2005, with full operations field centers, industry, academia and to mere hundreds of dollars per readiness anticipated by 2010. and other Government agencies, pound by 2025. Such measures will Marshall seeks to restore U.S. improve the safety, comfort and ALTERNATE dominance over the worldwide affordability of space transportation ACCESS launch industry, paving the highway so dramatically that ordinary people to space for generations to come. may have the opportunity to visit space. The Space Launch Initiative in- cludes focused investment for In 1999, NASA’s Integrated Space THE SPACE enabling near-term, commercial Transportation Plan defined the LAUNCH launch alternatives to ferry spares, Agency’s long-term investment logistics materials and other cargo strategy for all its diverse space INITIATIVE to the International Space Station. transportation efforts. By investing The key to opening the space The Alternate Access program offers in a sustained progression of frontier, the new U.S. Space Launch established and emerging launch targeted research and technology Initiative is a comprehensive, long- companies the opportunity to initiatives, NASA is realizing its range plan to increase commercial develop unique technologies, vision for generations of reusable development and civil exploration of system designs and innovative launch vehicles that will surmount space, providing strategy and procurement mechanisms, all of the Earth-to-orbit problem—allowing funding for second-generation which are intended to fully integrate us to set our sights on our neighbor- reusable launch vehicles, as well as with 2nd-Generation RLV activities. ing planets and the stars beyond. investments in NASA-unique NASA currently is completing systems and near-term alternate studies with private industry to The Marshall Center manages all access to the International Space develop strategies for obtaining aspects of technology identification Station. Spearheaded by the alternate access systems. and maturation, research, design, Marshall Center, the Space Launch development and integration of Initiative promises a new era of ASTP: THIRD- space transportation and propulsion commerce, competition and human GENERATION systems. This responsibility in- discovery in space. RLVs… AND cludes existing and next-generation BEYOND reusable space transportation SECOND- systems, as well as vehicles for GENERATION NASA’s Advanced Space Transpor- orbital transfer and deep space RLVs tation Program at Marshall is transportation. already looking beyond 2nd-Gen- The overall goal of the 2nd-Genera- eration RLVs, investing in propulsion tion RLV Program is to substantially and vehicle technologies that will reduce technical and business risks reduce the cost of space transporta- associated with developing safe, tion to hundreds of dollars per affordable and reliable reusable pound by 2025 and increase safety launch vehicles (RLVs). Program and reliability to that of modern air investments will emphasize risk transportation—forever changing reduction to be selected according the way human beings travel. to industry and NASA needs, including technology development Third-generation RLVs could get a and demonstration, business and running start on a magnetic levita- program planning, design and tion track now in development by Rocket-Based Combined Cycle advanced development. NASA will NASA, or receive propelling force and magnetic sled advanced technology build on the foundation of ongoing from a rocket engine that “breathes” demonstrator concept. efforts—such as the XÐ33, XÐ34, oxygen from the air during the climb

6 MARSHALL SPACE FLIGHT CENTER to orbit. Propulsion systems that X–37 PROGRAM Marshall as lead center for acquisi- boost spacecraft with laser beams tion and management of Next- and propellant-free electrodynamic The XÐ37 will be the first of NASA’s Generation Launch Services tethers also could become opera- experimental demonstrators to (NGLS) for all Category 1 missions. tional within the first half of this operate in both the orbital and century. Within 15 years, such reentry phases of flight. The autono- Providing NASA with a contractual technologies are expected to mous space plane will demonstrate mechanism to acquire launch demonstrate performance improve- up to 40 advanced airframe, propul- services on emerging, commercial ments that will reduce trip time and sion and operations technologies expendable and reusable launch mass by a factor of 2 to 3 and cost that can support various launch systems, NGLS offers start-up by a factor of 10. vehicle and spacecraft designs. launch companies an opportunity to support NASA payload manifests, X–VEHICLES as well as a mechanism for provid- ing demonstration flights to the NASA is demonstrating advanced International Space Station. space transportation technologies via a series of flight experiments and experimental vehicles designed to support the Agency’s goal of ADVANCED SPACE dramatically reducing the cost of TRANSPORTATION access to space. Managed by the TECHNOLOGY Marshall Center, the XÐ33, XÐ34 METRICS and XÐ37 programs are paving the X–37. way to a new era of space develop- ■ Complete X–40A approach and landing ment and exploration. test series PATHFINDER ■ Complete X–37 design X–33 PROGRAM FLIGHT ■ Complete X–34 captive-carry testing The XÐ33 technology demonstrator EXPERIMENTS ■ Conduct initial, unpowered flight of X–34 is intended to establish key design Pathfinder flight experiments ■ and operational aspects of a single- Complete initial X–34 unlined composite LOX demonstrate a variety of advanced tank test series stage-to-orbit (SSTO) reusable launch vehicle and spacecraft ■ Conduct integrated X–34 propulsion testing launch system. Primary objectives technologies, including nontradi- with MC-1 engine include: reduction of business and tional propulsion systems, improve- technical risks, enabling privately ments and innovations to conven- ■ Conduct post-flight analysis of SHARP-B2 financed development and operation tional propulsion systems, safe flight experiment of a next-generation reusable space abort capability, vehicle health ■ Complete validation of polymer matrix transportation system; testing of the management systems, composite composite cryogenic LH2 and LOX tanks XÐ33’s flight system, subsystems structures and new thermal protec- including: and major components to ensure tion systems. These experiments— traceability and scalability to a full- Ð Compatible materials systems and such as the ProSEDS electrody- processes scale SSTO system; improved mass namic tether propulsion demonstra- Ð Fabrication and joining technology for fraction for vehicle structures and tor and the T-160E Hall Effect large-scale articles improved thrust-to-weight for rocket Thruster System—fly on a number Ð Demonstrated thermal performance propulsion systems; and demonstra- of platforms, including Pathfinder ■ tion of key, aircraft-like operational Complete Systems Requirements Review demonstration vehicles, satellites, (SRR) for RBCC Demonstrator Engine attributes. the Space Shuttle, reentry vehicles ■ Complete competitive solicitations and award and other appropriate systems. X–34 PROGRAM multiple industry contracts for 2nd- Generation RLV Requirements Definition and The primary objective of the XÐ34 is NEXT- Risk Reduction Effort in-flight demonstration of key GENERATION ■ Release RFP, perform evaluations and operational and vehicle technologies LAUNCH negotiate contract for NGLS leading to significant reductions in SERVICES ■ space launch costs. These key Complete and review results of Alternate Access Study contracts; release follow-on RFP technologies include those embed- Because next-generation launch ded in the vehicle’s design, as well vehicles and spacecraft require ■ Complete Dual Engine testing for X–33 flight as technologies hosted aboard the next-generation launch facilities and engines XÐ34 as test articles or experiments. spaceports, NASA has appointed ■ Complete design of X–33 metallic LH2 tanks

FY 2001 IMPLEMENTATION PLAN 7 Mission: MICROGRAVITY RESEARCH IN SPACE

Our goal: Lead NASA’s Microgravity Research and Space Product Development Programs, and develop and maintain capabilities required to meet National research objectives.

WE SUPPORT SFC’s Microgravity and provides education and out- Research Program reach to the research community, ■ Human Exploration and M Office (MRPO) is re- industry, and the public. MRPO Development of Space sponsible for implementing the delegates technical management of Enterprise Agency’s microgravity initiatives. individual science disciplines to MSFC’s efforts enable scientific and supporting field centers. Supporting ■ NASA-Approved Principal commercial researchers the unique Centers include the Jet Propulsion Investigators opportunity to use the low-gravity Laboratory (Fundamental Physics), the Glenn Research Center (Com- ■ environment of space as a catalyst National Scientific to generate new knowledge, prod- bustion Science and Fluid Physics Community ucts, and services that improve the and Transport Phenomena), and the Ð Academia quality of life on Earth. Marshall Space Flight Center Ð Industry (Biotechnology and Materials MRPO accomplishes this mission Science). The Johnson Space Ð Government by providing program management Center supports the Biotechnology ■ of research and associated instru- subdiscipline of Cellular Science. Commercial Space Centers mentation, apparatus and facilities and Industry Partners Program Management oversight sponsored by the Human Explora- and control are accomplished by ■ American Companies/ tion and Development of Space MRPO with direct involvement of the Enterprise (HEDS). Resources are Industries supporting field centers through the provided by the Office of Funda- Microgravity Research Team. The mental Space Research through MRPO also collaborates with other both its Microgravity Research and programs within the Agency and the its Commercial Research and HEDS Enterprise, and implements Space Product Development international agreements and Divisions, and the Office of Space collaborations with international Flight through its International partners. Current Agency collabora- Space Station Payloads Office. tions include participation in the The MRPO implements MSFC’s Decadal Planning Team, member- Microgravity Lead Center assign- ship on the In-Situ Resource ments by administering and manag- Utilization Steering Committee, ing grants, cooperative agreements participation in the development of Dendrites, which are materials microstructures, are and contracts; managing the radiation shielding strategies and frequent objects of study in microgravity. development of specialized instru- diagnostics, Cross-Enterprise mentation, flight hardware and Technology Development collabora- multi-user research facilities; and tions, and membership on the ISS manifesting flight opportunities on Preplanned Program Improvement parabolic aircraft, suborbital rockets, initiative. In addition, as a member free-flyers, the Space Shuttle, and in the joint efforts of the Advanced the International Space Station Project Division of the Office of (ISS). MRPO provides research Space Flight and the Office of support through gloveboxes, Fundamental Space Research, accelerometers and vibration Agency activities to promote the isolation opportunities; conducts commercial development of space Commercial microgravity research is available to have been initiated. help industry study and improve on procedures, advanced and focused technology protocols, and drugs. development programs;

8 MARSHALL SPACE FLIGHT CENTER MICROGRAVITY and enhance the quality of life. The RESEARCH METRICS success of the CSC’s research is evidenced by the increasing amount ■ Support at least 450 investigations. of industrial participation in commercial microgravity research and the potential ■ Support at least 10 Science Concept Reviews products nearing marketability. (SCR) and 15 Requirements Definition Reviews (RDR).

■ Conduct research on at least 12 KC–135 Payload specialist Dr. Roger Crouch conducting flight campaigns to produce selected science SPACE PRODUCT research in a microgravity glovebox. and engineering data. DEVELOPMENT ■ Conduct 2 sub-orbital sounding rocket METRICS MICROGRAVITY flights. ■ Provide leadership and support to ensure that RESEARCH ■ Conduct goal directed workshop to define all SPD payloads meet ground and flight PROGRAM methods, databases, and validating tests for safety requirements. material flammability characterization, hazard ■ The mission of the Microgravity reduction, and fire detection/suppression Provide policies and resources to enable at least 50 undergraduate and graduate students Research Program is to use the strategies for spacecraft and extraterrestrial to participate in commercial space flight and environment of space to obtain new habitats. technologies research. knowledge and increase the under- ■ Conduct Biotechnology, Fluid Physics and standing of natural phenomena in small multi-discipline investigations on the ■ Provide policies and resources to enable at biological, chemical and physical ISS according to the U.S. Partner Utilization least 10 new active industrial partnerships to systems, especially with regard to Plan. be established with the Space Product the effects of gravity which may be Development Commercial Space Centers. obscured on Earth. The Microgravity ■ Use the rotating bioreactor to model ■ Research Program also facilitates microgravity for microbes and mammalian Initiate review of all SPD CSCs using criteria the application of such knowledge to cells to identify potential parameters. based on established policies and operating commercially viable products, principles. processes and services. ■ Review Annual Report, recommend and Microgravity researchers are implement additions or changes for FY 2001 provided the unique opportunity to report. SPACE study natural processes and phe- ■ Support at least four industrial conferences nomena in the near absence of PRODUCT with Space Product Development displays gravity. Comparison between DEVELOPMENT and information booths. ground- and space-based research data allows scientists to accurately understand the role gravity plays in The mission of the Space Product everyday life. Low-gravity research Development (SPD) Program is to also allows scientists the opportunity encourage and facilitate the use of to explore phenomena normally space for the development of obscured by the effects of gravity. commercial products and services. Scientists selected into the program In fulfilling this responsibility to perform peer-reviewed investiga- encourage the fullest commercial tions in the research areas of use of space, the SPD program is biotechnology, combustion science, managing an organization of fluid physics, fundamental physics, and Commercial Space Centers (CSC’s) materials science. MSFC manages the that have successfully employed implementation of the program, methods for encouraging private including the development of major industry to exploit the benefits of facilities to be permanently housed microgravity research. The unique opportunities of this environment are on the International Space Station The Forced Flow Flame-Spreading Test was and available to the science com- being made available to private designed to study flame spreading over solid fuels munity for unique low-gravity industry in an effort to develop new when air is flowing at a low speed in the same research opportunities. competitive products, create jobs, direction as the flame spread.

FY 2001 IMPLEMENTATION PLAN 9 MICROGRAVITY SCIENCE AND APPLICATIONS

MSFC is responsible for implement- GLOVEBOX ing the Materials Science and Biotechnology Science disciplines Glovebox Program is for investiga- and the Glovebox Program within tors who wish to fly small, laboratory the Microgravity Research Program. type experiments in manned flight To implement the Program, MSFC facilities such as the Shuttle and the has a unique team of scientists, International Space Station. The engineers and managers teamed program maintains a rack-mounted with industry, academia, and unit that flies regularly in the international individuals and organi- Spacehab module in the Shuttle zations to establish and maintain cargo bay, and is developing a Work Volume of the ISS Microgravity world-class research in those fields. larger, full rack system for the ISS. Glovebox. MSFC also is responsible for These units are designed to allow providing glovebox facilities on the an investigator to develop an Shuttle and ISS for the purpose of experiment on his laboratory bench supporting low-cost and fast-track top and then fly essentially the same MATERIALS investigations from all disciplines of design in space where the flight SCIENCE the Microgravity Program. crew operates it in microgravity. The investigator can participate RESEARCH MSFC is responsible for the finan- closely in the flight operation cial and managerial administration through video and real-time data The Materials Science Program of all selected investigations, links. In addition to providing the deals with the relationships among assistance in the definition of flight facilities, the Program also the processing, structure, and focused science objectives, access helps the investigator build experi- properties of materials. The goal is to ground and flight facilities and ment hardware and handles most of to control the processing to yield carriers, definition and development the required documentation and materials with exceptional properties of new enabling research technol- safety measures required of all and enhanced performance. Materi- ogy, definition and development of NASA space flight activities. als scientists seek to understand the scientific apparatus and facilities, formation, structure, and properties mission operations support, and of materials on various scales transfer of the accumulated ranging from atomic through micro- microgravity database. GLOVEBOX METRICS scopic and to very large macro- scopic levels. The relationship ■ Deliver the Microgravity Science Glovebox between the structure of a material Facility to ISS for the UF1 flight. and its physical properties is a key element in the study of materials, as ■ Deliver the vibration isolation system is the manipulation of various Glovebox Integrated Microgravity Isolation processing parameters to obtain a Technology (g-LIMIT) to ISS for the UF1 desired structure. flight.

■ Integrate 3 experiments into MSG for UF-1 Basic materials science research Flight programs study the fundamental and direct relationship between gravity and certain biological, chemical, and physical processes, in which case, gravity is used as an experiment variable. The Interna- tional Space Station (ISS) will give the scientists an opportunity to Rack Mounted Glovebox for Spacehab and conduct long-duration microgravity Shuttle Mid-Deck. science investigations.

10 MARSHALL SPACE FLIGHT CENTER The Materials Science Research MOLECULAR MOLECULAR Facility (MSRF), a key development BIOTECHNOLOGY BIOTECHNOLOGY effort at MSFC, will be the primary METRICS facility for microgravity materials MSFC is the focal center for the science research on board the ■ Fully implement the recommendations of the study of molecular biophysics and International Space Station (ISS). National Research Council. It will operate in the U.S. Laboratory biochemistry for the microgravity Module and accommodate the program. Historically, the program ■ Develop and implement a method to radically current and evolving cadre of has been focused on use of the low accelerate the time between idea and data Microgravity Materials Science gravity environment to assist recovery for scientists desiring to perform Investigations by providing the researchers in performing experi- Structural Biology experiments in low gravity. apparatus for satisfying near-term mentation to answer both funda- ■ Identify, form partnerships, and perform and long-range research objectives. mental and applied scientific ques- tions. New directions include exploratory experimentation in biomaterials and nanotechnology to support NASA goals branching out beyond the con- in Bioastronautics and Astrobiology. straints of research dominated by MATERIALS SCIENCE low gravity experimentation. RESEARCH METRICS The current focus of the Molecular Biotechnology Program is on ■ Deliver 4 Science Concept Reviews structural biology. In essence, this is the study of the fundamental ■ Deliver 6 Requirements Definition Reviews building blocks of life. That informa- tion is critical to advancing knowl- ■ Releasing Materials Science 2000 NASA edge in a wide variety of areas. Research Announcements Specifically the goals of the program are to:

■ Provide capability to the agency to answer the basic question of the existence of life, simple or complex, beyond the planet Earth.

■ Provide capability to the agency to the study of biological systems that may assist the exploration and development of space. That study includes both the under- standing of the fundamental role Dr. Dan Carter and Charles Sisk prepare a The 3 Rack Complement of the Materials of gravity and radiation in vital crystal for x-ray. Science Research Facility (MSRF). biological systems and the application of biology based systems to perform tasks current performed by inorganic systems.

■ Transfer or enable the transfer of knowledge gained from the research into products and to improve the quality of living in Earth and in space.

Molten Sample Suspended Between the Electrostatic Levitator Electrodes. Electron probability map of molecule.

FY 2001 IMPLEMENTATION PLAN 11 Mission:

SPACE OPTICS MANUFACTURING TECHNOLOGY

Our goal: Lead the agency in the development of lightweight, large-aperture Space Optics Manufacturing Technology for use in achieving the mission goals of NASA’s strategic enterprises.

at 1.0 kg/m2. Further development WE SUPPORT ptics is an essential part of NASA’s missions. The of the control of the replication Ocontinuing exploration of process is on going to improve the ■ HEDS Enterprise the universe requires ever increas- optical quality. ■ ing apertures. The development of Space Science lightweight optics and optical Proof-of-concept demonstrations Enterprise systems is key to the reduction of are in process for solar pumped and launch costs. solid-state dye lasers for power ■ Earth Science Enterprise beaming applications. Demonstra- tion is being developed for seg- ■ Aerospace Technology The Space Optics Manufacturing Technology Center (SOMTC) is mented concentrators for photovol- Enterprise continuing the development of new taic systems with a performance goal of 1 kw/kg in support of Space ■ Industry and Commercial technologies for the production of large-aperture, lightweight optics for Solar Power and megawatt Solar Needs space-based systems. SOMTC is Electric Propulsion Systems. ■ Other Federal Agencies managing and evaluating the development of advanced mirror Optical Test provides state-of-the- technologies for use in space based art x-ray testing and optical testing observatories including the Next under cryo-vac conditions. The Generation Space Telescope and group utilizes the X-ray calibration the Constellation X-ray mission. facility, XRCF, and the stray light test chamber. These facilities SOMTC is organized into four support testing at wavelengths from functional groups: Advanced Con- x-ray through the infrared. The cepts Group, Optical Test Group, XRCF has been outfitted with a Optical Design, Analysis and helium shroud that allows testing Coating Group, and the Optical below 35oK. The XRCF will be in Fabrication Group. continuous operation through the plan period evaluating advanced Advanced Concepts being devel- mirror manufacturing technologies oped include ultra-lightweight optics, for the Next Generation Space adaptive optics, and alignment Telescope, NGST. The group is techniques for segmented optical working with two contractors to help systems. Ultra-lightweight optics evaluate the performance additional includes membrane optics, inflatable mirror and metering structure concepts for NGST. The XRCF will X-ray Calibration Facility Test Chamber. optics, and replicated optics. The goal is to eventually get to 0.1 also continue to provide the x-ray kg/m2. Normal incidence replicated testing for the Solar X-ray Imager mirrors have already been produced Telescopes.

12 MARSHALL SPACE FLIGHT CENTER Optical Design, Analysis and SPACE OPTICS Coating provides the optical design, MANUFACTURING opto-mechanical design, optical TECHNOLOGY metrology and optical coatings for METRICS all systems in SOMTC. The optical metrology team has the capability ■ Produce a solar collector quality mirror with 2 for measuring the surface finish and areal density of <0.1 kg/m figure in process, after completion of ■ Complete the installation of the inductive the optic and final acceptance of the edge sensors on a segmented ground-based assembled system. Optical analysis telescope. includes performance predictions of optical and X-ray systems based on ■ Produce 0.5-meter diameter replicated optic the component tests. The prediction of optical quality and <1.0 kg/m2 . capability ensures compliance of the final system with the performance ■ For NGST, test two additional mirror specifications. The optical coating technologies as the suppliers deliver them. team has the resources to produce ■ For Constellation X-ray, continue 1.6m glass face sheet with composites back both metallic and dielectric coatings improvement of the resolution by a structure. on substrates up to 4 meters in factor of 2. diameter. ■ Implement continued process improvements Optical Fabrication included in the XRCF to reduce the cost of testing by classical optical processing, single an additional 5%. point diamond turning, computer controlled polishing and ion milling. ■ Install the additional single point diamond The classical optical processing turning machine. Establish a financially self- sufficient group within two years. operation has capability to 0.5-meter aperture. The single point diamond ■ Demonstrate 4-fold efficiency increase for turning has capability of turning solar pumped laser. components up to 1.5 meters in diameter. An additional machine ■ Define a 2-10 megawatt Solar Electric with 1-meter capacity was recently Propulsion system for outer planet acquired and is awaiting installation. exploration using derived Space Solar Power A machine shop supplies small parts technology. and tooling for the optical fabrication 0.5 Beryllium mirror in cryo test. ■ Develop and demonstrate neuro-fuzzy logic group. controller for active segmented optics.

Fresnel lens mandrel on M40 Diamond Turning Phased Array Mirror Extendible Large Aperture Machine. (PAMELA).

FY 2001 IMPLEMENTATION PLAN 13 FLIGHT PROJECTS

The following is a brief summary of flight project assignments being implemented by MSFC for the NASA Enterprises and other Lead Centers.

WE SUPPORT The International Space Station environment in which to live and (ISS) is a U.S.-led, international work. Collectively, this is called the ■ Human Exploration and partnership program to build and Environmental Control and Life Development of Space operate a unique, world-class Support System (ECLSS). The orbiting laboratory, free from the Marshall managed portions of the Enterprise effects of gravity. Long-term scientific ECLSS will include the development and technology development will be of the Water Recovery System conducted for the benefit of life on (WRS) to recycle wastewater Earth and the continued exploration (including urine) to produce drinking and development of space. (potable) water, storage and distri- bution of potable water, and use of Marshall supports the ISS program the WRS recycled water to produce through task agreements with the oxygen for the crew via the Oxygen ISS Program Office at the Johnson Generation System (OGS). Space Center (JSC). Marshall plays Marshall is a leader in the develop- a vital role in building, operating, and ment of payload facilities for the utilizing the ISS for NASA through ISS. Our innovative EXpedite the the performance of these tasks. PRocessing of Experiments to Space Station (EXPRESS) Rack, Specifically, Marshall is providing provides simple, standard interfaces International Space Station. management oversight of Nodes 2 to accommodate drawer-level, and 3, which will be provided by the locker, and modular-type payloads Italian Space Agency (ASI) and their from all science disciplines. The contractor, Alenia. The purpose of EXPRESS Rack concept provides these sections of the United States for a simple and shortened integra- On-Orbit Segment (USOS) is to act tion cycle. By leveraging off of a as a building block to connect common avionics design, Marshall utilities, and provide a pressurized has been able to develop derivative passageway between berthed payload facilities for other NASA elements. Commands and data will customers, at a reduced cost for the be distributed/transferred, as well as ISS. Future ISS maintenance costs audio, video, electrical power, will be reduced, through the ability thermal energy, atmosphere, and to share spare replacement units water. Also, the crewmember’s toilet MPLM Flight Module 2 in the Element Rotation and repair depots on the common and cleansing areas will be provided. Stand at Kennedy Space Center. avionics. Marshall also provides management In addition, Marshall will provide oversight of the Interim Control various types of hardware to carry Module being built by the Naval essential equipment into space. Research Laboratory, and the Among these is the Multi-Purpose United States Propulsion System. Logistics Module (MPLM), which will The USPS incorporates a propul- serve as the ISS “moving van”. The sion module and a Node 4 docking MPLM, loaded with laboratory racks module element. filled with experiments, supplies and Marshall is responsible for the equipment, will travel in the Space development of the regenerative life Shuttle payload bay to dock via the support systems for the ISS crew robotic arm to the ISS. There, the and the research animals. The ISS crew will unload and reload the Payload Operations Integration Center. crew will be provided a comfortable MPLM to start the process all over

14 MARSHALL SPACE FLIGHT CENTER again, giving a quick turnaround to utilization activities on board the support the ISS mission schedule. ISS. The Payload Operations ASI/Alenia will provide 3 MPLM’s Integration Center, located at (the third is planned for delivery in MSFC, is the ISS Program focal 2001). MSFC is responsible for point for payload operations. MSFC engineering oversight of MPLM controllers staff the facility and development, analytical integration interact with the worldwide scientific for the first flight (planned for 2001), research community to plan and and sustaining engineering of the conduct payload operations on MPLM modules. board the ISS. Payload Operations training is a joint effort between Marshall provides integration MSFC and JSC. support of Spacelab pallets and support equipment for ISS assem- bly. The Payload Carriers Project provides several Spacelab pallets (SLP) and Lightweight Multi-Pur- EXPRESS Rack #1 in processing at KSC for ISS pose Experiment Support Structure Flight 6A. ■ Carriers (LMC) for use by the ISS Complete Spacelab Pallet/Pressurized Mating Adapter-3 mission for ISS Flight 3A, STS–92 for assembly and logistics. The SLP is a general-purpose unpressurized ■ Complete Spacelab Pallet/Space Station carrier that has flown on many Remote Manipulator System mission for ISS Space Shuttle missions since 1983. Flight 6A, STS–100 It is also the optimum carrier for ■ Complete Spacelab/Oxygen/Nitrogen Tank cargo items because it maximizes ORU’s mission for ISS Flight 7A, STS–104 use of the Shuttle’s curved Orbiter ■ Define and negotiate the contract for the USPS Cargo Bay. It also provides the development effort services to make the Shuttle com- ■ Deliver the Vapor Compression Distillation patible with cargo items. The LMC is (VCD) Flight Experiment to the launch site under development and will provide a versatile cross-bay carrier to ■ Complete the Critical Design Review (CDR) provide payload and cargo accom- for the Water Recovery and Oxygen Regenera- tion Systems modations in previously underutilized cargo bay locations. It will fly in the ■ Deliver the Lightweight Multi Purpose Orbiter’s Bay 13, where no carrier Experiment Support Structure (MPESS) has flown before, and over the top Carrier (LMC) and associated Flight Support of a preinstalled pressurized tunnel. Equipment (FSE) to the launch site ■ Deliver MPLM Flight Module 3 (FM3) to the Mock-ups of the two Water Recovery System racks The Spacelab pallet future is not just launch site are shown on the left, the Oxygen Generation limited to ISS assembly. Current System rack is on the right. ■ Provide MSFC certification of flight readiness plans include using two SLP’s to statements for MPLM FM1 and FM2 support the XÐ37 experimental ■ vehicle during transport to orbit. The Complete Node 2 primary structure accep- Flight Projects Directorate is respon- tance tests and begin flight unit integration sible for accomplishing the analytical ■ Conduct Design Review 2 for Node 2 integration required to integrate the ■ Complete development and integration of payload into the Shuttle. Also, EXPRESS racks in accordance with flight Marshall’s Testing, Manufacturing schedules and Support Team (TMAS) will ■ Implement remote payload command and provide technical expertise to ISS control capabilities for Flight 5A.1 design and development teams. The ■ areas of hardware design, fabrica- Conduct integrated payload operations on ISS tion, manufacturing, and testing, ■ Conduct operational readiness reviews to including structural, dynamic, support ISS flight schedules environmental, electromagnetic, and ■ Certify readiness for payload operations in acoustics, will be supported. accordance with ISS program schedules in FY01 Marshall is also responsible for the ■ Initiate the conduct of ISS remote science management, integration, and operation, supporting the schedule require- Flight 3A Spacelab Pallet/Pressurized Mating ments of International Partners and US users execution of payload operations and Adapter-3.

FY 2001 IMPLEMENTATION PLAN 15 ADVANCED CHANDRA PROJECTS

WE SUPPORT WE SUPPORT ■ Space Science Enterprise ■ Human Exploration and Development of Space Enterprise ■ Space Science Enter- prise Cross-enterprise technologies Space Solar Power concept from the SERT The Advance Projects Office activity. manages the Space Solar Power (SSP) Exploratory Research and Technology (SERT) activity, which Chandra. includes analysis of systems concepts, technology development, MSFC manages the operation of the and demonstrations, to identify MSFC developed Chandra X-ray viable approaches to SSP for Earth, Observatory through the Operations planetary surface, and space Control Center and the Chandra X- applications. Products will enable ray Center at the Smithsonian NASA management to make Astrophysical Observatory in informed decisions on a portfolio of Cambridge, MA. Program goals are SSP technology investments. to determine the nature of celestial objects from normal stars to qua- Additional responsibilities include sars, understand the nature of technical support to the NASA next physical processes that take place decade planning mission architec- in and between astronomical ture studies for fuel aggregation, objects, and understand the history and participation and assistance in and evolution of the universe. the management of the HEDS These goals will be accomplished Technology Commercialization Initiative (HTCI). New Space Industries could result from HTCI by extending the range of astro- activity. physical observations significantly beyond that of previous x-ray observatories through increases in ADVANCED sensitivity and resolution. PROJECTS METRICS

■ Provide updates on the SERT activity, including concept analysis, technology CHANDRA roadmaps, and recommendations on near- METRICS term technology, research, development and demonstrations ■ Fully acceptable performance is defined as ■ instruments meeting nominal performance Demonstrate SSP technologies in solar power expectations, completing 80 percent of generation (SPG), power management and preplanned and commanded observations distribution (PMAD), and wireless power with 95 percent of science data recovered transmission (WPT) on the ground and provided to the observer. ■ Provide updates on fuel aggregation studies Viewing efficiency (time in observing state in support of next decade planning studies versus total time) will be greater than 50 ■ Provide management support and concept percent. Operational lifetime will exceed definition of applications for space utilities 5 years with a goal of 10 years. and power in the HTCI including solar power systems and fuel depots in space

16 MARSHALL SPACE FLIGHT CENTER SPACE SCIENCE RESEARCH

MSFC is designated as a Supporting Center to GSFC for the Space Science Enterprise. Marshall manages the Chandra X-Ray Observatory, Gravity Probe–B (GP–B), Solar–B, Solar X-Ray Imager, and GLAST Burst Monitor (GBM) for Code S.

WE SUPPORT cosmic rays can be measured. In gamma-ray astronomy, MSFC ■ Space Science Enterprise scientists will continue to distribute ■ Human Exploration and and analyze data from the Burst and Development of Space Transient Source Experiment Enterprise (BATSE) of the Compton Gamma- ■ Ray Observatory. Development has Aerospace Technology begun on the GLAST Burst Monitor Enterprise (GBM), which will enhance the Gravity Probe-B. capabilities of the Gamma Ray MSFC is responsible for managing Large Area Space Telescope for the overall design, development observing gamma-ray bursts. SCIENTIFIC integration, test, and flight Scheduled for launch in 2005, GBM PAYLOADS AND operations of the Gravity ProbeÐB will provide broad spectral coverage RESEARCH METRICS (GPÐB) flight experiment. The GPÐB and locations for bursts. In x-ray ■ Gravity Probe-B objective is to test two extraordinary astronomy a balloon payload will be – Complete final integration and test of the Gravity predictions of Einstein’s Theory of flown to demonstrate a new Probe-B science payload – Mission lifetime of 16 months General Relativity, namely “geodetic replicated optics technology being – Measurement accuracy for relativistic drift of precession” and “frame dragging,” developed for the Constellation-X 0.5 milliarcsecond/year both of which describe distortions in mission. In solar physics, analysis of ■ Solar-B the space time continuum. In order MSFC’s vector magnetic field – Mission lifetime of 3 years to test these subtle effects, GPÐB measurements in conjunction with – Engineering models by March 2001 – Focal plane instrument to ISAS by will fly ultra-precise gyroscopes data from several U.S. and November 2002 aboard a drag-free spacecraft international space missions will – Final delivery of XRT by July 2003 containing the world’s largest space- continue. The development of the ■ Solar X-Ray Imager qualified dewar. technology for demonstrating an – Launch on GOES-M no earlier than June 2001 ultraviolet vector magnetograph has – Mission lifetime of 3 years – Full-disk soft x-ray imaging of the Sun, including MSFC also manages the Solar begun. In space plasma physics, solar flares and coronal holes. X-Ray Imager, Solar B and the data from the TIDE and UVI ■ GLAST Burst Monitor GLAST Burst Monitor, and conducts instruments are being acquired and – Launch in September 2005 fundamental research in six analyzed as part of the ISTP – Mission lifetime of 5 years disciplines—cosmic-ray physics, program. Exciting new data, – Detectors delivered by MPE in September 2003 – Observe gamma ray bursts from 5kev to 30mev gamma-ray astronomy, x-ray including imagery, is being acquired, astronomy, solar physics, space distributed and analyzed from the plasma physics and astrobiology. In IMAGE spacecraft. the cosmic- ray field, MSFC scientists are developing and testing In astrobiology, MSFC scientists are particle calorimeters for the studying organisms that survive in Advanced Cosmic Ray Composition extreme (hot/cold) conditions to Experiment on Space Station determine which characteristics can (ACCESS). ACCESS will increase serve as biomarkers for probing the energy range over which the extraterrestrial samples. composition and energy spectra of Solar-B.

FY 2001 IMPLEMENTATION PLAN 17 GLOBAL HYDROLOGY AND CLIMATE CENTER

Through the Global Hydrology and To support archaeological studies Climate Center (GHCC), a joint and contribute to ESE global land venture with academia, MSFC use classification, land use change engages in research, education, and research in Central America will be the development of Earth science performed. In addition, the GHCC applications. The GHCC focuses on will evaluate the interannual climate using advanced technology to variability of the southeast U.S. and observe and understand the global determine implications on key climate system, and applies this economic sectors and increase the knowledge to agriculture, urban understanding of sources and sinks planning, water resource manage- for tropospheric ozone and its ment, and operational meteorology. transport. Climate studies and lightning observations. Areas of emphasis include observa- tions of lightning, winds, and the use Restructure of the coherent wind of other measurements for the study lidar technology program includes of Earth’s global hydrologic and ground-based technology develop- energy cycles. ment and data validation, and participation with other centers in WE SUPPORT FY 2001 planning for future flight opportuni- GHCC ties or data purchases. Other ■ Earth Science Enterprise activities include developing im- (ESE) ACTIVITIES proved satellite retrieval techniques to measure and monitor atmo- The GHCC will perform global water ■ spheric aerosol concentration, its National Oceanographic cycle research emphasizing the use transport, and its influence on and Atmospheric of advanced satellite measurements radiative properties of clouds. Administration (NOAA) for determining fundamental atmo- spheric water variables, their phase, and their three-dimensional trans- Research results from urban heat ports, translating findings into island studies will be provided to improved climate prediction models. state and local governments for To emphasize increased accuracy in utilization, and the Global Hydrology surface hydrology and dispersion of Resource Center (GHRC) will chemical pollutants, the GHCC will continue developing its capabilities use advanced satellite data assimi- through component data information lation techniques in regional systems for LIS, MSU, AMSU, and SSM/I measurements; its ESIP for weather prediction models. AMSR data processing; and its efficient accessibility by science A major focus in FY 2001 is community. strengthening the atmospheric lightning program through continu- ing research and acquisition of global lightning data from Lighting Imaging Sensor (LIS) onboard the Tropical Rainfall Measurement Mission (TRMM), understanding the relationship between lightning flash rate and severe storm onset, and establishing a collaborative program with NOAA or a commercial entity for acquisition of lightning data from Data from LIS showing an increase in convective geosynchronous orbit to improve The ER2 flies some of the sensors for land and storms during an El Nino period. severe storm prediction. severe storm research.

18 MARSHALL SPACE FLIGHT CENTER NATIONAL SPACE SCIENCE AND TECHNOLOGY CENTER

sounding rockets, balloons and aircraft are used as platforms for the investigations being pursued. Where appropriate, experiments are GLOBAL HYDROLOGY flown on manned and unmanned AND CLIMATE spacecraft. Educational activities CENTER METRICS include both graduate level and ■ Provide demonstration of an improvement to undergraduate level for students at climate modeling or understanding of the partnering educationa institutions. variability, based upon utilization of Partnering educational institutions satellite data. WE SUPPORT currently include the University of Alabama, University of Alabama ■ Demonstrate significant improvement in a ■ Earth Science Enterprise Huntsville (UAH), University of regional forecast model through the use of (ESE) geostationary and other satellite data Alabama Birmingham (UAB), assimilation. ■ Space Science Enterprise Auburn University, Alabama A&M University, and the University of ■ Continue successful operation of Lightning ■ Biological and Physical South Alabama. Mapping Sensor (LIS) on board the Tropical Rainfall Measuring Mission (TRMM). Research Enterprise The NSSTC is a partnership be- ■ Publish 3 scientific papers on the importance ■ National Scientific tween NASA and the State of of lightning observations in severe storm Community Alabama through the Alabama and/or climate dynamics understanding. Space Science & Technology Ð Academia ■ Assist the University of Alabama in Huntsville Alliance (SSTA) to perform research (UAH) in developing a plan for a lightning Ð Industry meeting the nation’s needs. The sensor on a geosynchronous satellite for the Ð Government NSSTC is the culmination of the UnESS program. efforts of NASA and the State of ■ Support development of the Mesoamerican Alabama over a two-year period in The National Space Science and Biological Corridor per NASA/CCAD which NASA invested $9 million and memorandum of understanding, including Technology Center (NSSTC), Alabama invested $6.9 million to development of a JERS-1 SAR mosaic over headquartered in Huntsville, Ala- acquire the core facility for the Central America. bama, is a research and education NSSTC. The University of Alabama institution that provides an environ- ■ Foster the application of remote sensing data in Huntsville, acting as the fiscal for analysis of urban landscape change and ment for selected key scientific agent for the state, procured a urban heat island characterization in one to disciplines. It consists of research- facility and executed the renova- two cities. ers and resources from government, tions. Occupancy of the facility academia and industry collaborating ■ Obtain funding and begin development of a occurred in August 2000 with the in an environment that enables coherent wind lidar ground-based technology move of the Global Hydrology and test-bed and wind validation facility. cutting edge basic and applied Climate Center. research and fosters education of ■ Fully transition the MSU global temperature the next generation of scientists and monitoring effort to include new AMSU data. engineers. It is a unique blending of NATIONAL SPACE ■ Successfully implement the AMSR-E Science people, facilities and tools to en- SCIENCE AND Investigator-led Processing System (SIPS) courage advances in Earth Science, upon launch of the Aqua satellite. TECHNOLOGY Space Science, Biotechnology, CENTER METRICS ■ Continue successful operation of the Global Optics and Energy Technology, Hydrology Resource Center (GHRC), with Propulsion Physics, Materials ■ Begin construction of a much-needed annex growth as indicated in the Earth Science Science and Information Technology. to house state-of-the-art laboratories. Enterprise target goals, and continue in the ■ Bring in one industry partner to complement role as a major contributor to the running and The research performed by the the efforts of the research centers organization of the Federation of ESIPs. NSSTC covers the range of maturity ■ from pure science to technology Bring in one government partner to expand the research capabilities of the research development to mission operations centers. and data analysis. In appropriate disciplines, laboratory experiments, ■ Have complete occupancy of the core facility.

FY 2001 IMPLEMENTATION PLAN 19 AGENCY SUPPORT ACTIVITIES

A broad range of personnel, facility, and operational support services is required to support NASA’s mission. NASA Headquarters has assigned the following Agency support activities to MSFC.

PRINCIPAL CENTER SUPPORT ACTIVITIES

■ Communications ■ NASA Integrated Service ■ National Center for Architecture and Providing Network (NISN) Advanced Manufacturing Agency WAN Services Provide voice, video, data, and (NCAM) Provide an Agencywide commu- messaging services to Agency Enables advanced manufactur- nications architecture to support customers, including mission, ing research and technology NASA’s Enterprises that incorpo- center, programmatic, adminis- development and incorporates rates flexibility of technologies, trative, and scientific communi- the use of Intelligent Synthesis efficiency in sustaining costs, ties through the NISN Project Environment into manufacturing and ensures full interoperability Office. to improve the competitiveness through standards. of the U.S. aerospace industry. ■ NASA Preferred Technical ■ NASA Automated Data Standards Program ■ NASA Engineering Processing Consolidation In accordance with NASA NPD Infrastructure Center 8070.6A signed by the Adminis- Lead a NASA-wide effort to Centrally locate, operate, and trator, serves as the Lead define, measure, and improve manage non-Mission Critical Center for the Agency relative to engineering excellence across mainframe computers and mid- the development, adoption, and the Agency, with focus on range systems required to data system management for people, processes, facilities, support the Agency’s Strategic NASA Preferred Technical and tools. Enterprises. Standards products and associ- ated standards activities in ■ Earned-Value Management ■ NASA Digital Television support of the Agency’s Pro- (EVM) Transition grams/Projects. Establish an effective, value- Provide guidelines and lead ■ NASA Acquisition Internet added NASA EVM program and provide the oversight and implementation of High Defini- Service (NAIS) tion Television (HDTV) capabili- guidance for the implementa- ties at each NASA field center in Provide the leadership for the tion of EVM policy throughout accordance with a Space Act Agency’s on-line acquisition the Agency. service and technical support for Agreement with Dreamtime ■ Holdings, LLC., assuring an all operational systems and the Defense Contract efficient transition from NASA’s primary technical expertise for Administrative Service current analog television archi- several developmental projects, Financial Management tecture to the U.S. digital standard. including the Virtual Support Procurement Office (VPO). ■ Sustaining Support for Responsible for management of Maintain system with cost data as well as the Agency-level Agencywide Administrative Agencywide team. accounting associated with the Systems ■ NASA Operational Contract Administration and Provide the sustaining engineer- Environment Team (NOET) Audit Services provided to ing support to maintain the NASA from external organiza- Provide a continuing capability to Agencywide administrative tions. support and facilitate activities application software and docu- related to achieving environmental mentation in a current and compliance in the design, devel- operational state. opment, test, use and production of aerospace hardware.

20 MARSHALL SPACE FLIGHT CENTER OTHER SUPPORT ACTIVITIES

■ Integrated Financial ■ Spacelink ■ Logistics Business Systems Management Program Operate and maintain NASA Operations and Maintenance Core Financial Project Spacelink, an electronic aero- Provide leadership in imple- As the first of several potential nautics and space resource that menting and sustaining Agency projects for IFMP, the Core places NASA educational logistics systems that provide Financial Project will acquire, materials, news, and reference the necessary automated tools test, and implement the core data at the fingertips of teachers to professionals that support all financial software at MSFC. and students around the world. NASA Strategic Enterprises, Afterwards, the project will lead Managed for the Agency by business partners, and logistics the effort to implement the MSFC since 1988, Spacelink is business process customers. system at NASA’s other Centers a fundamental component of NASA's national education ■ Environmental ■ Integrated Financial dissemination network. Assessments Impact Management Program ■ Statements Integration Project Human Resource and Payroll Information Provide leadership in imple- The IFM Integration Project is Systems menting the National Environ- responsible for defining, mental Policy Act for all new implementing, and maintaining Provide leadership in imple- MSFC programs such as X-33, an architecture and menting and sustaining an Future X Pathfinders, and infrastructure that provides the Agency human resource and Space Solar Power. integration necessary to payroll system that provides the accomplish the business necessary automated tools to ■ AdminSTAR objectives of the IFM Program. professionals that support the NASA workforce. Provides Provide leadership in imple- NASA payroll production and menting and sustaining a customer support for the training administration business Agency. system across the Agency. ■ ■ Space Environments Education Alliances and Effects Provide leadership and imple- ment a wide-ranging array of Serve as NASA’s lead for programs for the formal and identifying, developing, and informal education community maintaining the technologies that are aligned to and support required to mitigate effects of the Agencywide NASA Educa- hazardous space environments tion Implementation Plan 1999- on spacecraft required for future 2003. missions.

FY 2001 IMPLEMENTATION PLAN 21 INSTITUTIONAL FUNCTIONS AND CAPABILITIES Our goal: Enhance and sustain a highly skilled, ethical, diverse, and motivated workforce committed to safety while working in a creative and productive environment in support of cutting-edge systems and technology development.

FUNCTIONS GOALS METRICS

Center Revolutionizing customer-driven products and services ■ Maintain 90 percent customer satisfaction. for mission success. ■ Ensure a minimum 90 percent availability rate for Operations ■ Management Support Office/Contractor primary mission-related facilities. ■ Industrial Relations Maintain, at a minimum, a 95 percent availability rate ■ Office of the Chief Information Officer for all Information Technology services. ■ Initiate and complete transition to web based ordering and ■ Environmental Engineering Department one day delivery for all Center administrative supplies. ■ Facilities Engineering Department ■ Provide a multi-faceted security education and ■ Information Services Department awareness program to all of the Center workforce to ■ Logistics Services Department raise awareness of critical asset protection issues and ■ Protective Services Department concerns. ■ Office of Integrated Financial Management Program

Customer Facilitate and coordinate the MSFC strategic and ■ Maintain the level of Civil Service FTEs to adequately and implementation planning process and communicate, support Center missions while maintaining diversity in the internally and externally, clear, consistent messages Center’s workforce. Achieve greater automation of human Employee that are traceable to the MSFC Implementation Plan. resources processes pending sufficient funding from Relations Partner with other Center organizations to increase NASA HQ and timely software delivery by the vendor. collaboration or renew beneficial agreements with ■ Enhance public knowledge of MSFC programs and government agencies at all levels. Promote alliances activities by conducting a national media campaign with academia, industry, and national and regional monthly. associations to utilize ongoing research and technolo- ■ Develop a regional Educator Resource Center (ERC) gies developed at the Center. Involve the educational network web site which will enhance communication community in our endeavors to inspire students, create among the ERCs and establish a direct line of learning opportunities aligned with goals established by communication with MSFC. ■ the educational community, and enlighten inquisitive Pending funding availability, increase the employee minds striving to reach underrepresented groups. and organizational development opportunities by 15 Provide a staffing and recruitment program that percent over the FY00 baseline. ■ maintains a level of Civil Service FTEs to adequately Implement summer program for college undergraduates. ■ support Center missions and maintains diversity in the Establish 11 new partnerships that compliment Center’s workforce. Conduct a nation-wide recruiting Marshall’s primary mission areas and leverage the limited resources available to the Center; negotiate 4 program that seeks out the best and brightest college new licensing agreements that provide monetary graduates for the Center’s workforce. Incorporate a value to the Center and its innovators; release 11 new strategy into the recruiting program to increase the success stories that highlight the technologies of the representation of minorities and individuals with Marshall Space Flight Center. disabilities in the Center’s workforce. Ensure an ■ Increase the number of key stakeholders briefed on effective workforce that enables MSFC to succeed in a MSFC's roles and missions by 10 percent with a focus on dynamic external environment, and provide quality members of Congress on NASA oversight committees. products and services to our customers. ■ Increase the number of speaking opportunities for the Marshall Director and other Center employees by 10 ■ Education Programs percent at the local, regional, and national level. ■ Employee and Organizational Development ■ Develop and implement a strategic public outreach ■ Government and Community Relations plan designed to educate key stakeholders and the ■ Human Resources general public about MSFC roles and missions. The ■ Internal Relations and Communications plan would focus on 3 states outside of Alabama. ■ Media Relations ■ Incorporate a bus tour program that communicates ■ Technology Transfer Marshall's mission areas in a high quality and consistent manner. ■ Develop new methods of directing web surfing educators and students to NASA sites containing popular content sought by the educational community.

22 MARSHALL SPACE FLIGHT CENTER Equal Promote and strive for equal opportunity; equity and ■ Increase workforce representation by 5 percent in diversity in all occupational groups, grade levels, underrepresented categories as defined in the Opportunity organizational units; MSFC programs and activities; and Center’s current Affirmative Employment Plan, fully accessible facilities. Conduct educational programs provided MSFC receives hiring authority and a with historically black and other minority universities. diverse pool of applications are received. ■ Improve the accessibility features in five of the Center’s buildings and public access areas. ■ Increase research participation with historically black and other minority universities by 5 percent, provided appropriate Agency resources are available for FY01.

Financial Serve as stewards of government resources. Develop ■ Obligate 95 percent of authorized funding for the Management and maintain processes and systems that ensure current Program Year. accurate financial control across the Center. ■ Cost 70 percent or more of the resources authority available to cost within the fiscal year. ■ IFMP—Implement the IFM Core Financial System at MSFC by September 2002..

Legal Support MSFC’s assigned roles and missions by ■ Meet all filing deadlines in administrative litigation. Support providing sound, understandable, timely legal counsel ■ Review financial disclosure forms within 60 days of and representation of the highest quality to all MSFC submission. organizational elements. Administer the ethics program and patent prosecution for MSFC.

Procurement Improve effectiveness and efficiency of Center ■ Increase obligated funds available for performance- acquisitions through increased use of techniques and based contracts to 80 percent management tools that enhance contractor innovations ■ MSFC will award 20 percent of its dollars available and performance. for contracting to Small Business concerns in FY01 ■ MSFC will award 8 percent of its dollars available for contracting to Small Disadvantaged Businesses in FY01.

Systems The Systems Management Office (SMO) provides a ■ Provide independent cost/economic assessments of focal point for excellence in systems management, 100% of PMC reviewed formulation phase projects Management including program and project management, systems above $100M. Office engineering and cost and economic analysis, for MSFC ■ Revise NAFCOM cost model every 18 months to programs and projects.MSFC SMO Goals include: Lead include the latest cost data and model enhancements. implementation of MSFC Advanced Engineering ■ Expand REDSTAR database by 5% per year. Initiative, provide systems management consulting ■ Conduct 1-day Systems Engineering/Project Manage- support throughout the product life cycle, provide ment training courses for 600+ MSFC personnel and leadership, consultation services, and technical provide a four day web-based systems engineering expertise and determine consistency across product training tool. lines for Center systems engineering and cost and ■ economic analysis functions, ensure that MSFC Provide Systems Engineering/Project Management program and project personnel receive training and career development processes for 300+ MSFC mentoring in systems engineering and program and engineers/managers. project management, ensure that appropriately tailored ■ Conduct Independent Annual Reviews of at least 6 systems management processes are designed in the MSFC projects. formulation of programs/projects, provide independent evaluations of MSFC projects and programs for excellence in project and program management, and support external organizations in reviews, analysis and support of NASA programs and projects. SMO Objectives are to support development of prototype capability for ISE Reusable Space Transportation System application test bed, provide cost and economic assessments of aero-space technology benefits, develop and apply new tools for cost and economic analysis and risk management, develop and implement web-based resources for program and project manag- ers and systems engineers, including best practices and lessons learned, support MSFC implementation of the NASA Engineering Excellence Initiative, leading formulation of systems engineering training plans, plan, conduct and support Independent Assessments and Independent Annual and Non-Advocate Reviews, and support implementation of MPG 2190.1.

FY 2001 IMPLEMENTATION PLAN 23 ENGINEERING CAPABILITIES

ENGINEERING New Technology Development The Engineering Directorate DIRECTORATE The Engineering Directorate will provides Integrated Solutions create new and enabling technolo- through highly trained and MSFC’s Engineering Directorate gies that advance our customers’ motivated personnel located in provides highly skilled crosscutting visions, meet their goals, and Four Departments and Two engineering services for the MSFC enhance U.S. competitiveness. product line directorates and offices, Offices described below: and provides Agency leadership of People select crosscutting engineering The Engineering Directorate will Avionics Department Plans, performs, and directs R&D in functions. build a learning organization through engineering and analysis of electri- professional development to enable cal systems, guidance and control Our Vision: “Engineering Excellence a highly qualified and motivated systems, radio frequency systems, Enabling Our Customers’ Mission workforce with proper skills and computer and simulation systems, Success” customer focus to achieve mission software and avionics simulations success. systems related to space vehicles, Our Mission: “In Partnership with payloads and support equipment. our Customers, We Provide Engi- Infrastructure neering Excellence in Research, The Engineering Directorate will Structures, Mechanical, and Technology, Development and upgrade and maintain the proper Thermal Department Support, Essential to Mission infrastructure of facilities, tools, and Plans, conducts, and directs R&D in Success and Safety, and Built upon equipment to assure customer structural, mechanical, and thermal Our Core Values” success and enhance our competi- systems for the analysis, design, tive posture. and/or qualification testing of space MSFC-ED has Five Core and launch vehicles, payloads, and Strategies for implementing Business systems. the NASA Vision: The Engineering Directorate will utilize efficient internal process and Materials, Processes, and effective business practices to Engineering Products & Services Manufacturing Department The Engineering Directorate will integrate with our customers, market Provides science, technology, and pursue excellence in providing our capabilities, and maximize the engineering design, development crosscutting engineering products percentage of resources available to and test of materials, processes, and services responsive to our perform engineering work. manufacturing technology and customers’ needs by utilizing products to be used in space strategic alliances throughout the vehicle applications, including technical community and providing ground facilities, test articles, and integrated engineering solutions to support equipment. enable our customers’ mission success.

ISS P3/P4 Modal Testing. On Orbit Demonstration of Automatic Rendezvous and Capture.

24 MARSHALL SPACE FLIGHT CENTER Application of Virtual Reality Technology in Space Hand Lay-up of Multi-bend Feedline. Hardware Design and Operations Analysis.

Engineering Systems Department The Engineering Directorate seeks to ENGINEERING Plans and performs systems related achieve significant improvements in METRICS cross-cutting engineering services engineering services area in order to ■ Increase the average hours of training by 10 and support encompassing NASA be more responsive and customer- percent compared to the FY00 baseline. standards, mass properties, kine- focused, integrating its capabilities to matics, supportability and logistics, achieve customer mission success. ■ Increase in ED membership in professional modeling and simulation, human The following Engineering Services societies, membership on technical engineering, configuration and data Initiatives are expected to be part of committees and participation in professional management, and environments future requirements: conferences by at least 10 percent as (EMI/EMC, space and terrestrials). compared to the FY00 baseline. ■ Maintain customer focus ■ Increase the number of ED technical Engineering Technology ■ Enhance integration of engineer- publications by 10 percent as compared to Development Office ing processes across disciplines the FY00 baseline. Integrates technology development ■ ■ Maintain cognizance of emerging Increase the number of ED licensed for the directorate and leads the technologies and be fully equipped professional engineers by 10 percent as Space Environments and Effects into development process compared to the FY00 baseline. program for the Agency. ■ Increase the relative number of ED patent ■ Practice technical accountability disclosures by 20 percent as compared to the and ownership Business Management Office FY00 baseline. Integrates business management ■ for the directorate and supports The Engineering Directorate seeks Achieve a score of 90 percent or better for Center and Agency-wide initiatives to focus its people and skill invest- customer satisfaction as determined by ED customer surveys of MSFC product line in improving NASA business practices. ments for a portion of its portfolio. These are Technology Thrust directorates and offices. Areas intended to be crosscutting, ■ Establish a minimum of twelve new teaming high impact, and high value invest- arrangements with Industry, Academia, other ments for ED customers: NASA Centers or government Agencies. ■ Initiate and/or propose at least one new ■ Space Environments and Effects activity for ED to lead the Agency in a ■ Advanced Avionics Architecture crosscutting engineering function.

■ Advanced Cryogenic Tanks ■ Initiate the transfer of at least two new technologies into the private sector. ■ Advanced Materials and Structures Applications

■ Advanced Manufacturing

FY 2001 IMPLEMENTATION PLAN 25 POINTS OF CONTACT

For further information regarding the Marshall Space Flight Center FY 2001 Implementation Plan, please contact the following individuals.

Center of Excellence for Space Propulsion

Space Transportation Directorate—http://std.msfc.nasa.gov/ TD01 John (Row) Rogacki 256Ð544Ð3551 Propulsion Research Center TD40 Stephen Rodgers 256Ð544Ð0818 Space Transportation Engineering TD50 Helen McConnaughey 256Ð544Ð1165 Technology Evaluation Department TD70 Dennis E. Smith 256Ð544Ð9119

Human Exploration and Development of Space

Microgravity Research—http://microgravity.msfc.nasa.gov/ SD10 Robin Henderson 256Ð544Ð1738 Flight Projects Directorate—http://flightprojects.msfc.nasa.gov/ FD01 Axel Roth 256Ð544Ð0451 Advanced Projects Office—http://flightprojects.msfc.nasa.gov/fd02.html FD02 Joe Howell 256Ð544Ð8491 Space Shuttle—http://liftoff.msfc.nasa.gov/ MP01 Alex McCool 256Ð544Ð0718 ISS Propulsion System Project Office FD50 Linder Metts 256Ð544Ð1951 Development Projects Office TD12 Bob Hughes 256Ð544Ð6624

Aerospace Technology

Space Transportation Systems Development—http://stp.msfc.nasa.gov/ TD01 John (Row) Rogacki 256Ð544Ð3551 Advanced Space Transportation Program—http://astp.msfc.nasa.gov/ TD15 Garry Lyles 256Ð544Ð9203 XÐ33 Program—http://rlv.msfc.nasa.gov/ TD13 Robert Austin 805Ð572Ð2134 Pathfinder Program/XÐ34/XÐ37—http://rlv.msfc.nasa.gov/ TD14 John London 256Ð544Ð0454 Second Generation Program Office—http://std.msfc.nasa.gov/2ndgen/2ndgenindex.html TD20 Dan Dumbacher 256Ð544Ð0171

Space Science Enterprise Science Directorate—http://science.nasa.gov SD01 Frank Rose 256Ð544Ð7721 Space Science Department SD50 Frank Six 256Ð544Ð0997 Space Optics Manufacturing Technology SD70 Scott Smith 256Ð544Ð5175 Chandra X-ray Observatory Program Office (CXO)—http://Chandra.nasa.gov/ FD03 Tony Lavoie 256Ð544Ð2332 Gravity ProbeÐB SD30 Rex Geveden 256Ð544Ð9335

Earth Science Enterprise Global Hydrology and Climate Center (GHCC) http://www.ghcc.msfc.nasa.gov/ghcc_home.html SD60 Jim Arnold 256Ð922Ð5722

Principal Center and Agency Support Activities NASA Payroll Operations Consolidation RS10 Mike Clemons 256Ð544Ð7345 NASA Human Resources Systems CD02 Lou Nosenzo 256Ð544Ð7401 Integrated Financial Management ProgramCore Financial Projects RS02 Pam Cucarola 256Ð544Ð7281

26 MARSHALL SPACE FLIGHT CENTER Integrated Financial Management Program Integration Progect AD04 Jonathan Pettus 256Ð544Ð9271 Communications Architecture and Providing Agency WAN Services AD33 Terry Luttrell 256Ð544Ð0130 NASA Automated Data Processing Consolidation Center AD31 Portia Dischinger 256Ð544Ð8650 Earned Value Performance Management RS40 Frank Hicks 256Ð544Ð5389 NASA Preferred Technical Standards Program ED40 Paul Gill 256Ð544Ð2557 Space Environments and Effects ED03 Billy Kaufmann 256Ð544Ð1418 NASA Digital Television Transition AD32 Rodney Grubbs 256Ð544Ð4582 Sustaining Engineering Support for Agencywide Administrative Systems AD33 Sheila Fogle 256Ð544Ð5638 Logistics Business Systems Operations and Maintenance AD40 Nikita Zurkin 256Ð544Ð6326 AdminSTAR CD02 Lisa Martin 256Ð544Ð4376 NASA Operational Environment Team ED36 Dennis Griffin 256Ð544Ð2493 Defense Contract Administrative Service Financial Management Support RS21 Lee Harp 256Ð544Ð7271 NASA Integrated Service Network AD30 Rick Helmick 256Ð544Ð3460 National Center for Advanced Manufacturing ED34 Corky Clinton 256Ð544Ð2682 Spacelink—http://spacelink.nasa.gov CD60 Jeff Ehmen 256Ð544Ð6531 NASA Acquisition Internet Service (NAIS) PS10 Jim Bradford 256Ð544Ð0306 Environmental Assessments Impact Statements AD10 Rebecca McCaleb 256Ð544Ð4367

MSFC Institutional Functions and Capabilities—http://www.msfc.nasa.gov/ Engineering Directorate ED01 Jim Kennedy 256Ð544Ð1000 Chief Counsel LS01 Bill Hicks 256Ð544Ð0010 Chief Information Officer AD03 Sheila Cloud 256Ð544Ð0120 Customer and Employee Relations CD01 Tereasa Washington 256Ð544Ð7491 Educational Programs CD60 Jim Pruitt 256Ð544Ð8800 Equal Opportunity OS01 Charles Scales 256Ð544Ð4927 Financial Management RS01 David Bates 256Ð544Ð0092 Human Resources CD10 Danny Hightower 256Ð544Ð7496 Internal Relations & Communications CD40 Robert Champion 256Ð544Ð0478 Government & Community Relations CD50 Shar Hendrick 256Ð544Ð5549 Employee and Organizational Development CD20 Greg Walker 256Ð544Ð7558 Information Services AD30 Rick Helmick 256Ð544Ð3460 Facilities Engineering AD20 Peter Allen 256Ð544Ð7909 Environmental Engineering AD10 Rebecca McCaleb 256Ð544Ð4367 Logistics Services AD40 Roy Malone 256Ð544Ð0506 Procurement PS01 Steve Beale 256Ð544Ð0257 Safety & Mission Assurance QS01 Amanda Goodson 256Ð544Ð0043 Technology Transfer CD30 Sally Little 256Ð544Ð4266 Protective Services AD50 Bradley Waits 256Ð544Ð4534 Media Relations CD70 Dom Amatore 256Ð544Ð0031 Systems Management Office VS01 Robert McBrayer 256Ð544Ð1926 Occupational Safety QS10 Herb Shivers 256Ð544Ð8903 Occupational Health AD02M William Dye 256Ð544Ð2390

FY 2001 IMPLEMENTATION PLAN 27 MSFC’S LINK TO THE FUTURE

he NASA Strategic Plan The MSFC FY 2001 Implementation Federal agencies, and academia. defines the Agency’s vision, Plan provides the link for the Center The Implementation Plan reflects T mission, and fundamental Program Plans, Project Plans, MSFC’s dedication to NASA’s goals questions of science and research Institutional Implementation Plans, and communicates to the Strategic that provide the foundation for our Center Procedures, and Employee Enterprises, our employees, and our goals. The Strategic Enterprises Performance Plans to the Agency partners and customers the imple- identify their objectives to meet the and Enterprise Strategic Plans. Our mentation of our roles and missions Agency’s goals in their individual implementation is supported by through metrics tied to the Agency Strategic Plans. industry, other Centers, other budget.

1998 NASA Strategic Plan

Agency FY 2001 Performance Plan

*The requirements of the newly established Enterprise will be included in the next fiscal year's Agency Performance Plan and Center Implementation Plan.

28 MARSHALL SPACE FLIGHT CENTER MSFC

IMPLEMENTATION PLAN LINKAGE TO THE FY 2001 NASA PERFORMANCE PLAN

Human Exploration and Development of Space Enterprise

NASA Near-Term Goals NASA Objectives NASA Performance Targets MSFC Implementation FY 2001 MSFC Metrics

Expand the Space Frontier Define innovative human exploration Complete initial next decade planning Support the next decade planning mission Provide updates on fuel aggregation mission approaches mission architecture studies. architecture studies for fuel aggregation studies in support of next decade and other activities as requested. planning studies

Invest in enabling high-leverage Initiate the HEDS Technology/ Participate and assist in the management Provide management support and concept technologies Commercialization program and establish of the HEDS Technology Commercializa- definition of applications for the space a synergistic relationship with industry tion Initiative (HTCI) as needed. utilities and power for the HTCI including solar power systems and fuel depots in space

Enable and establish a permanent and Deploy and use the ISS to advance Successfully complete the majority of the Continue successful execution of Deliver the Vapor Compression productive human presence in Earth orbit. scientific exploration, engineering, and ISS planned on-orbit activities such as assigned hardware development, project Distillation (VCD) Flight Experiment to the commercial objectives delivery of mass to orbit and enhanced engineering and integration, supporting launch site functionally. development, and sustaining engineering tasks. Complete the Critical Design Review (CDR) for the Water Recovery and Oxygen Regeneration Systems

Deliver the Lightweight Multi Purpose Experiment Support Structure (MPESS) Carrier (LMC) and associated Flight Support Equipment (FSE) to the launch site

Deliver MPLM Flight Module 3 (FM3) to the launch site

Provide MSFC certification of flight readiness statements for MPLM FM1 and FM2

Complete Node 2 primary structure acceptance tests and begin flight unit integration

Conduct Design Review 2 for Node 2

Baseline U.S. Propulsion System (USPS) Requirements for the ISS

Define and negotiate the contract for the USPS development effort

Complete Spacelab Pallet/Pressurized Mating Adapter-3 mission for ISS Flight 3A, STS-92

Complete Spacelab Pallet/Space Station Remote Manipulator System mission for ISS Flight 6A, STS-100

Complete Spacelab/Oxygen/Nitrogen Tank ORU’s mission for ISS Flight 7A, STS- 104

Deliver the EXPRESS integrated trainer Complete development and integration of rack to the space station training facility to EXPRESS racks in accordance with flight support integrated crew training schedules

Complete preparations for the initial ISS Implement remote payload command and research capability control capabilities for Flight 5A.1

Conduct payload operations, integrating Meet all increment readiness CoFR remote US science users and International milestones with certified readiness of Partners HOSC equipment and ground support personnel

Begin remote operation, and deliver ground system remote ops enhancements

Provide safe and affordable access to Achieve 8 or fewer flight anomalies per MSFC Space Shuttle Projects Office Maintain less than 1 in-flight anomaly space. mission. (IFA) per mission for MSFC related propulsion elements.

FY 2001 IMPLEMENTATION PLAN 29 Human Exploration and Development of Space Enterprise (continued)

NASA Near-Term Goals NASA Objectives NASA Performance Targets MSFC Implementation FY 2001 MSFC Metrics

Provide safe and affordable access to The Office of Space Flight will expedite a MSFC Space Shuttle Projects Office Enhance safety, assure Mission space. safety improvement program to ensure the Supportability and sustain the life of the continued safe operations of the Space Shuttle. To improve the reliability of the Shuttle that ensures the availability of a Space Shuttle Propulsion System safe and reliable Shuttle system to upgrades, such as the following, are to be support Space Station Assembly incorporated: External Tank Friction Stir milestones and operations. Welding, Space Shuttle Main Engine Advanced Health Management, Reusable Solid Rocket Motor Propellant Grain Geometry Modification, Solid Rocket Booster Advanced Thrust Vector Control (ATVC).

Meet the Manifest and Improve Mission Supportability through Robust Processes, Process Control, and Production Process Efficiency. No delays in the Shuttle flight manifest will be attributable to MSFC Shuttle propulsion elements.

Expand Scientific Knowledge In partnership with the scientific Support an expanded, productive research MSFC Microgravity Research Support at least 450 Investigations. community, use the space environment to community to include 975 investigations investigate chemical, biological, and by 2001. Support at least 10 Science Concept physical systems. Reviews and 15 Requirements Definition Reviews.

Conduct at least 12 KC-135 flight campaigns to produce selected science and engineering data.

Conduct 2 sub-orbital sounding rocket flights.

Conduct goal directed workshop to define methods, databases, and validating tests for material flammability characterization, hazard reduction, and fire detection/ suppression strategies for spacecraft and extraterrestrial habitats.

Materials Science Research Deliver 4 Science Concept Reviews

Deliver 6 Requirements Definition Reviews

Releasing Materials Science 2000 NASA Research Announcements

Molecular Biotechnology Fully implement the recommendations of the National Research Council.

Develop and implement a method to radically accelerate the time between idea and data recovery for scientists desiring to perform Structural Biology experiments in low gravity.

Identify, form partnerships, and perform exploratory experimentation in biomaterials and nanotechnology to support NASA goals in Bioastronautics and Astrobiology.

Begin research on the International Space MSFC Microgravity Research Conduct Biotechnology, Fluid Physics Station and small multi-discipline investigations on the ISS according to the U.S. Partner Utilization Plan.

Use the rotating bioreactor to model microgravity for microbes and mammalian cells to identify potential parameters.

Microgravity Science & Applications Deliver the Microgravity Science Glovebox Program Glovebox Facility to ISS for the UF1 flight.

Deliver the vibration isolation system Glovebox Integrated Microgravity Isolation Technology (g-LIMIT) to ISS for the UF1 flight.

Integrate 3 experiments into MSG for UF-1 Flight

30 MARSHALL SPACE FLIGHT CENTER Human Exploration and Development of Space Enterprise (continued)

NASA Near-Term Goals NASA Objectives NASA Performance TargetsMSFC Implementation FY 2001 MSFC Metrics

Expand the commercial development of Facilitate access to space for commercial Establish at least ten new, active industrial MSFC Space Product Development Provide policies and resources to enable space researchers partnerships to research tomorrow’s space at least 10 new active industrial products and improve industrial processes partnerships to be established with the through NASA’s Commercial Centers and Space Product Development Commercial find opportunities for space experiments. Space Centers.

Foster commercial participation on the Foster commercial endeavors by reviewing MSFC Space Product Development Provide leadership and support to assure ISS and/or implementing new policies and that all Space Product Development plans, such as the Space Station resource payloads meet ground and flight safety pricing policy and intellectual property requirements. rights policy. Ensure that ISS resources allocated to commercial research are utilized Review Annual Report, recommend and by commercial partners to develop implement additions or changes for FY commercial products and improve industrial 2001 report. processes. Support at least four industrial conferences with Space Product Development displays and information booths.

Initiate review of all Space Product Development Commercial Space Centers using criteria based on established policies and operating principles.

Share the experience and discovery of Increase the scientific, technological, and Support participation in HEDS research. MSFC Space Product Development Provide policies and resources to enable human space flight academic achievement of the nation by at least 50 undergraduate and graduate sharing our knowledge, capabilities, and students to participate in commercial assets. space flight and technologies research.

Cross-cutting target Improve health of the NASA workforce MSFC Shuttle Projects Office WORK FORCE SAFETY: Conduct the following Safety Initiatives to insure a safe workplace environment. Monthly Area Walkthroughs & Documentation Monthly Project Safety Meetings.

Maintain safety performance records at our contractor facilites which exceed industry standards.

Enable and establish a permanent and Deploy and use the ISS to advance Successfully complete the majority of the Certify cadre for integrated payload Conduct integrated payload operations productive human presence in Earth scientific exploration, engineering, and combined ISS planned operations operations and deliver associated flight on ISS orbit. commercial objectives schedules and milestones as represented by products permanent human on-orbit operations.

Deliver ground support systems for Conduct operational readiness reviews to payload operations support ISS flight schedules

FY 2001 IMPLEMENTATION PLAN 31 Aerospace Technology Enterprise

NASA Near-Term Goals NASA Objectives NASA Performance TargetsMSFC Implementation FY 2001 MSFC Metrics

Space Transportation Reduce the cost of interorbital transfer NASA’s research stresses technology for Space propulsion initiatives Fly ProSEDS Tether propulsion flight and travel time for planetary missions reusable, long- life, high- power electric experiment and advanced, clean chemical engines for Earth orbital transfer and breakthrough Complete Propulsion Research Laboratory propulsion, precision landing systems (PRL) engineering study; initiate PRL and aerocapture systems for planetary design effort exploration. This is required to support the objective of reducing the cost of Complete X-38 De-Orbit Propulsion interorbital transfer by an order of System hardware integration magnitude and travel time for planetary missions by a factor of two within 15 years.

Reduce the payload cost to low-Earth- NASA’s research stresses highly reliable, Management of ASTP Complete X–40A approach and landing orbit fully reusable configurations, advanced test series materials and innovative structures to support the objective of reducing the Conduct post-flight analysis of SHARP- payload cost to low-Earth orbit by an B2 flight experiment order of magnitude within 10 years, and an additional order of magnitude within Complete validation of polymer matrix 25 years. composite cryogenic LH2 and LOX tanks including:

– Compatible materials systems and processes – Fabrication and joining technology for large-scale articles – Demonstrated thermal performance

Complete Systems Requirements Review (SRR) for RBCC Demonstrator Engine

Complete competitive solicitations and award multiple industry contracts for 2nd- Generation RLV Requirements Definition and Risk Reduction Effort

Release RFP, perform evaluations and negotiate contract for NGLS

Complete and review results of Alternate Access Study contracts; release follow-on RFP

Complete Dual Engine testing for X–33 flight engines

Complete design of X–33 metallic LH2 tanks

Complete X–34 captive-carry testing

Conduct initial, unpowered flight of X–34

Complete initial X–34 unlined composite LOX tank test series

Conduct integrated X–34 propulsion testing with MC-1 engine

Complete X–37 design

32 MARSHALL SPACE FLIGHT CENTER Space Science Enterprise

NASA Near-Term Goals NASA Objectives NASA Performance TargetsMSFC Implementation FY 2001 MSFC Metrics

Chart the evolution of the universe, from Solve mysteries of the universe Obtain scientific data from 80% of Management of the Chandra program Fully acceptable performance is defined origins to destiny, and understand its operating missions as instruments meeting nominal galaxies, stars, planets, and life performance expectations, completing 80 percent of preplanned and commanded observations with 95 percent of science data recovered on the ground and provided to the observer. Viewing efficiency (time in observing state versus total time) will be greater than 50 percent. Operational lifetime will exceed 5 years with a goal of 10 years.

Perform innovative scientific research and Space Science Research programs Gravity Probe-B technology development, by meeting – Complete final integration and test of technology development objectives for the Gravity Probe-B science payload major projects, by undertaking astronomy – Mission lifetime of 16 months rocket and balloon flights, and by making satisfactory research progress in related – Measurement accuracy for relativistic Research and Analysis (R&A) and Data drift of 0.5 milliarcsecond/year Analysis (DA) programs Solar-B – Mission lifetime of 3 years – Engineering models by March 2001 – Focal plane instrument to ISAS by November 2002 – Final delivery of XRT by July 2003

Solar X-Ray Imager – Launch on GOES-M no earlier than June 2001 – Mission lifetime of 3 years – Full-disk soft x-ray imaging of the Sun, including solar flares and coronal holes.

GLAST Burst Monitor – Launch in September 2005 – Mission lifetime of 5 years – Detectors delivered by MPE in September 2003 – Observe gamma ray bursts from 5kev to 30mev

Develop new technologies needed to Develop new technologies needed to Plan, develop, and validate new MSFC advanced projects Provide updates on the SERT activity, carry out innovative and less costly carry out innovative and less costly technologies needed to enable future including concept analysis, technology mission and research concepts mission and research concepts research and flight missions by achieving roadmaps, and recommendations on near- performance objectives in the space term technology, research, development science core technology programs and demonstrations

Demonstrate SSP technologies in solar power generation (SPG), power management and distribution (PMAD), and wireless power transmission (WPT)

Provide updates on fuel aggregation studies in support of next decade planning studies

Provide management support and concept definition of applications for space utilities and power in the HTCI including solar power systems and fuel depots in space

FY 2001 IMPLEMENTATION PLAN 33 Space Science Enterprise (continued)

NASA Near-Term Goals NASA Objectives NASA Performance TargetsMSFC Implementation FY 2001 MSFC Metrics

Develop new technologies needed to Develop new technologies needed to Plan, develop, and validate new Space Optics Manufacturing Technology Produce a solar collector quality mirror carry out innovative and less costly carry out innovative and less costly technologies needed to enable future with areal density of <0.1 kg/m2 mission and research concepts mission and research concepts research and flight missions by achieving performance objectives in the space science Complete the installation of the inductive core technology programs edge sensors on a segmented ground- based telescope.

Produce 0.5-meter diameter replicated optic of optical quality and <1.0 kg/m2 .

For NGST, test two additional mirror technologies as the suppliers deliver them.

For Constellation X-ray, continue improvement of the resolution by a factor of 2.

Implement continued process improvements in the XRCF to reduce the cost of testing by an additional 5%.

Install the additional single point diamond turning machine. Establish a financially self-sufficient group within two years.

Demonstrate 4-fold efficiency increase for solar pumped laser.

Define a 2-10 megawatt Solar Electric Propulsion system for outer planet exploration using derived Space Solar Power technology.

Develop and demonstrate neuro-fuzzy logic controller for active segmented optics.

Contribute to achieve the science, math, Make education and enhance public Continue to expand the integration of MSFC Science Communicartions Double the number of visitors to MSFC and technology education goals of our understanding of science an integral part education and enhanced public Process Science web pages. nation. of our missions and research. understanding of science with Enterprise research and flight mission programs.

34 MARSHALL SPACE FLIGHT CENTER Earth Science Enterprise

NASA Near-Term Goals NASA Objectives NASA Performance TargetsMSFC Implementation FY 2001 MSFC Metrics

Expand scientific knowledge by Successfully launch spacecraft Successfully develop, have ready for Global Hydrology and Climate Center Demonstrate significant improvement in a characterizing the Earth system launch, and operate instruments on at activities regional forecast model through the use of least two spacecraft to enable Earth geostationary and other satellite data Science research and applications goals assimilation. and objectives. Refers to two spacecraft for entire Agency per year. Continue successful operation of Lightning Mapping Sensor (LIS) on board the Tropical Rainfall Measuring Mission (TRMM).

Successfully implement the AMSR-E Science Investigator-led Processing System (SIPS) upon launch of the Aqua satellite.

Dissemintate information about the Earth Implement responsive data system Successfully disseminate Earth Science Global Hydrology and Climate Center Publish 3 scientific papers on the system architechture data to enable our science research and activities importance of lightning observations in applications goals and objectives severe storm and/or climate dynamics understanding.

Assist the University of Alabama in Huntsville (UAH) in developing a plan for a lightning sensor on a geosynchronous satellite for the UnESS program.

Support development of the Mesoamerican Biological Corridor per NASA/CCAD memorandum of understanding, including development of a JERS-1 SAR mosaic over Central America.

Fully transition the MSU global temperature monitoring effort to include new AMSU data.

Continue successful operation of the Global Hydrology Resource Center (GHRC), with growth as indicated in the Earth Science Enterprise target goals, and continue in the role as a major contributor to the running and organization of the Federation of ESIPs.

Expand scientific knowledge by Understand causes and consequences of Explore the dynamics of global water Global Hydrology and Climate Center Provide demonstration of an improvement characterizing the Earth system land-cover/land-use change cycle by developing, analyzing, and activities to climate modeling or understanding of documenting multi-year data sets variability, based upon utilization of satellite data.

Enable productive use of ESE science and Extend the use of Earth Science research Provide regional decision-makers with Global Hydrology and Climate Center Obtain funding and begin development of technology in the public and private to regional, state, and local applications scientific and applications products/tools activities a coherent wind lidar ground-based sectors technology test-bed and wind validation facility.

Improve access to and understanding of Global Hydrology and Climate Center Foster the application of remote sensing remotely sensed data and processing activities data for analysis of urban landscape technology change and urban heat island characterization in one to two cities.

FY 2001 IMPLEMENTATION PLAN 35 Manage Strategically

NASA Near-Term Goals NASA Objectives NASA Performance TargetsMSFC Implementation FY 2001 MSFC Metrics

Ensure the Agency meets its Assess, document, communicate, and NASA will increase the safety of its Safety and Mission Assurance Office Achieve a world class lost-time mishap rate responsibilities effectively and safely, as it mitigate the risk associated with NASA infrastructure and workforce with facilities of 0.1 or less with the ultimate goal of 0 allocates its resources to support NASA’s programs and projects safety improvements, reduced Strategic, Implementation, and environmental hazards, increased physical All MSFC projects successfully complete Performance Plans security, and enhanced safety awareness their safety reviews on time among its employees

Systems Management Office Provide independent cost/economic assessments of 100% of PMC reviewed formulation phase projects above $100M.

Revise NAFCOM cost model every 18 months to include the latest cost data and model enhancements.

Expand REDSTAR database by 5% per year.

Conduct Independent Annual Reviews of at least 6 MSFC projects

Improve the effectiveness and efficiency of Continue to take advantage of Procurement Office Increase obligated funds available for Agency acquisitions through the opportunities for improved contract performance-based contracts to 80 increased use of techniques and management by maintaining a high percent management that enhance contractor proportion of Performance Based innovations and performance Contracts (PBC’s), and maintain MSFC will award 20 percent of its dollars significant contractor involvement in available for contracting to Small NASA programs for small businesses, Business concerns in FY01 minority institutions, and minority and women owned businesses MSFC will award 8 percent of its dollars available for contracting to Small Disadvantaged Businesses in FY01.

Optimize investment strategies and Renew Agency’s management systems, Center Operations Directorate Maintain 90 percent customer systems to align human, physical, and facilities, and human resources through satisfaction. financial resources with customer updated use of automated systems, requirements, while ensuring compliance facilities revitalization, and personnel Ensure a minimum 90 percent availability with applicable statues and regulations training rate for primary mission-related facilities.

Maintain, at a minimum, a 95 percent availability rate for all Information Technology services.

Initiate and complete transition to web based ordering and one day delivery for all Center administrative supplies.

Provide a multi-faceted security education and awareness program to all of the Center workforce to raise awareness of critical asset protection issues and concerns.

Human Resources Department Maintain the level of Civil Service FTEs to adequately support Center missions while maintaining diversity in the Center’s workforce. Achieve greater automation of human resources processes. Employee Organizational Development Increase the employee and organizational Department development opportunities by 15 percent over the FY00 baseline. Equal Opportunity Office Increase workforce representation by 5 percent in underrepresented categories as defined in the Center’s current Affirmative Employment Plan Improve the accessability features in five of the Center’s buildings and public access areas Increase research participation with historically black and other minority universities by 5 percent.

Legal Support Meet all filing deadlines in administrative litigation. Review financial disclosure forms within 60 days of submission.

36 MARSHALL SPACE FLIGHT CENTER Manage Strategically (Continued)

NASA Near-Term Goals NASA Objectives NASA Performance TargetsMSFC Implementation FY 2001 MSFC Metrics

Financial Management Office Obligate 95 percent of authorized funding for the current Program Year.

Cost 70 percent or more of the resources authority available to cost within the fiscal year.

IFMP—Implement the IFM Core Financial System at MSFC by September 2002. Provide Aerospace Products and Capabilities

Enable NASA’s Strategic Enterprises and Reduce the cost and development time to Meet schedule and cost commitments by Systems Management Office Conduct 1-day Systems Engineering/ their Centers to deliver products and deliver products and operational services keeping the development and upgrade of Project Management training courses for services to customers more effectively and major scientific facilities and capital 600+ MSFC personnel and provide a four efficiently while extending the technology, assets within 110% of cost and schedule day web-based systems engineering tool. research, and science benefits broadly to estimates, on average the public and commercial sectors Provide Systems Engineering/Project Management career development processes for 300+ MSFC engineers/managers. Improve and maintain NASA’s engineering Establish prototype engineering Engineering Directorate Increase the average hours of training by capability environments 10 percent compared to the FY00 baseline. Increase the number of ED licensed professional engineers by 10 percent as compared to the FY00 baseline. Achieve a score of 90 percent or better for customer satisfaction as determined by ED customer surveys of MSFC product line directorates and offices. Facilitate the insertion of technology into Dedicate the percentage of the technology Engineering Directorate Increase in ED membership in all programs and proactively transfer budget reported in the FY00 Performance professional societies, membership on technology to strengthen U.S. Report toward leveraging with activities of technical committees and participation in competitiveness other organizations professional conferences by at least 10 percent as compared to the FY00 baseline. Increase the number of ED technical publications by 10 percent as compared to the FY00 baseline. Increase the relative number of ED patent disclosures by 20 percent as compared to the FY00 baseline. Initiate and/or propose at least one new activity for ED to lead the Agency in a crosscutting engineering function. Initiate the transfer of at least two new technologies into the private sector. Dedicate 10 to 20 percent of the Agency’s Technology Transfer Department Establish 11 new partnerships that R&D Budget to commercial partnerships compliment Marshall’s primary mission areas and leverage the limited resources available to the Center.

Generate Knowledge

Extend the boundaries of knowledge of Collaborate with old and new partners Work with other federal agencies and U.S. Engineering Directorate Establish a minimum of twelve new science and engineering, capture new industry to complement and support our teaming arrangements with Industry, knowledge in useful and transferable activities Academia, other NASA Centers or media, and share new knowledge with government Agencies. customers Technology Transfer Department Negotiate 4 new licensing agreements that provide monetary value to the Center and its innovators.

National Space Science and Technology Begin construction of a much-needed Center annex to house state-of-the-art labs

Bring in one industry partner to complement the efforts of the research centers Bring in one government partner to expand the research capabilities of the research centers. Have complete occupancy of the core facility.

FY 2001 IMPLEMENTATION PLAN 37 Communicate Knowledge

NASA Near-Term Goals NASA Objectives NASA Performance TargetsMSFC Implementation FY 2001 MSFC Metrics

Ensure that NASA’s customers receive the Highlight existing and identify new Convey information about, and knowledge Media Relations Department Enhance public knowledge of MSFC information derived from NASA’s research opportunities for NASA’s customers, generated by NASA’s programs, to the programs and activities by conducting a efforts that they want, in the format they including the public, the academic public national media campaign monthly. want, for as long as they want it community, and the nation’s students, to participate directly in space research and Government and Community Relations Increase the number of key stakeholders discovery Department briefed on MSFC's roles and missions by 10 percent with a focus on members of Improve the external constituent Congress on NASA oversight committees. communities’ knowledge, understanding, and use of results and opportunities Increase the number of speaking associated with NASA’s programs opportunities for the Marshall Director and other Center employees by 10 percent at the local, regional, and national level.

Develop and implement a strategic public outreach plan designed to educate key stakeholders and the general public about MSFC roles and missions. The plan would focus on 3 states outside of Alabama.

Incorporate a bus tour program that communicates Marshall's mission areas in a high quality and consistent manner.

MSFC Science Communications Process Double the number of visitors to MSFC Science web pages.

Facilitate the transfer of NASA generated Technology Transfer Department Release 11 new success stories that technology and innovations to private highlight the technologies of the Marshall industry Space Flight Center.

Support educational excellence and reach Education Programs Develop new methods of directing web out to the underserved and surfing educators and students to NASA underrepresented minority community sites containing popular content sought by the educational community.

Develop a regional Educator Resource Center (ERC) network web site which will enhance communication among the ERCs and establish a direct line of communication with MSFC.

Implement summer program for college undergraduates.

38 MARSHALL SPACE FLIGHT CENTER The Marshall Space Flight Center recognizes the significant contribution of the following individuals in the generation of this document:

Tina Palacios-LaBair Space Transportation Directorate

Ron Koczor Science Directorate

David Smitherman Flight Projects Directorate

Geoff Beech Engineering Directorate

Cliff Bailey Center Operations Directorate

Steve Durham Customer and Employee Relations Directorate

Jim Ellis Safety and Mission Assurance Office

T. Jerry Williams Procurement Office

Jim Frees Office of Chief Counsel

Kim Jeffreys Office of Chief Financial Officer

Billie Swinford Equal Opportunity Office

Randy Sacks Space Shuttle Projects Office

Eric Shaw Systems Management Office

Tommy Reagh Cortez III Technical Illustrations and Publications http://www1.msfc.nasa.gov/NEWMSFC/implem_plan.pdf NP-2000-XX-XXX-MSFC Pub 8-1212